You need people who can walk their companies into the future rather than back them into the future.

The primary goal of management education was, as originally conceived, to impart knowledge that could be applied to a variety of real-world business situations.

One of the best teaching experiences Ed Schein and I had when we were teaching at MIT in the 1960s was inventing a course on leadership through film.

The manager has a short-range view; the leader has a long-range perspective.

Specialized management courses are useful but should come well after the complexity of management and business are understood.

Excellence is a better teacher than mediocrity. The lessons of the ordinary are everywhere. Truly profound and original insights are to be found only in studying the exemplary.

Leadership is the wise use of power. Power is the capacity to translate intention into reality and sustain it.

Learning options will indeed mushroom for business students and leaders, but it will take prudence and shrewdness to find and utilize the best option.

Failing organizations are usually over-managed and under-led.

Learning in a face-to-face human community, as humans have evolved to do over hundreds of thousands of years, may always be the ideal - especially in an endeavor that is as relationship-driven as business.

Leaders must encourage their organizations to dance to forms of music yet to be heard.

The manager asks how and when; the leader asks what and why.

The manager has his eye on the bottom line; the leader has his eye on the horizon.

To be authentic is literally to be your own author, to discover your own native energies and desires, and then to find your own way of acting on them.

Leaders know the importance of having someone in their lives who will unfailingly and fearlessly tell them the truth.

Great things are accomplished by talented people who believe they will accomplish them.

Leadership has become a heavy industry. Concern and interest about leadership development is no longer an American phenomenon. It is truly global. Though I will probably be in less demand, I wanted to move on.

How can we educators claim credit for understanding, let alone teaching, the 'global mind' without a single course on the impact of religion on every day life?

Trust is the lubrication that makes it possible for organizations to work.

I've become more and more aware of the promise and struggle to teach the global mind nowadays because I use every chance I get to ask faculty and administrators of management education programs why we don't offer at least one course - not even required, just an elective - on the world's religions.

The original and brilliant idea of an MBA was the opportunity for students to study the theory and application of business and management principles.

The manager administers; the leader innovates.

Find the appropriate balance of competing claims by various groups of stakeholders. All claims deserve consideration but some claims are more important than others.

Success in management requires learning as fast as the world is changing.

People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.

Leadership is the capacity to translate vision into reality.

The most dangerous leadership myth is that leaders are born – that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That's nonsense; in fact, the opposite is true. Leaders are made rather than born.

Becoming a leader is synonymous with becoming yourself. It is precisely that simple, and it is also that difficult.

As my blog editor knows all too well, I wasn't all that keen to enter the blogosphere world.

There is a profound difference between information and meaning.

More leaders have been made by accident, circumstance, sheer grit, or will than have been made by all the leadership courses put together.

Most regular, two-year MBA programs provide both experience and the capacity to link together the essential elements of management such as finance, marketing, organizational behavior, and operations.

There are two ways of being creative. One can sing and dance. Or one can create an environment in which singers and dancers flourish.

Leaders are people who believe so passionately that they can seduce other people into sharing their dream.

Leaders should always expect the very best of those around them. They know that people can change and grow.

A great director or leader knows his people, creates a great team, and then makes a great movie that can influence millions more than the readers of his column.

Leaders are people who do the right thing; managers are people who do things right.

Managers do things right. Leaders do the right thing.

Great Groups need to know that the person at the top will fight like a tiger for them.

The factory of the future will have only two employees, a man and a dog. The man will be there to feed the dog. The dog will be there to keep the man from touching the equipment.

Taking charge of your own learning is a part of taking charge of your life, which is the sine qua non in becoming an integrated person.

Create a compelling vision, one that takes people to a new place, and then translate that vision into a reality.

The manager accepts the status quo; the leader challenges it.

Our tendency to create heroes rarely jibes with the reality that most nontrivial problems require collective solutions.

In life, change is inevitable. In business, change is vital.

I wanted the influence. In the end I wasn't very good at being a president. I looked out of the window and thought that the man cutting the lawn actually seemed to have more control over what he was doing.

Good leaders make people feel that they're at the very heart of things, not at the periphery.

Leaders keep their eyes on the horizon, not just on the bottom line.