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leadership is a sacred trust earned from the respect of those
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Henry Mintzberg |
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being a manager' means not merely assuming a position of authority but also becoming more dependent on others,
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Henry Mintzberg |
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A good part of the work of managing involves doing what specialists do, but in particular ways that make use of the manager's special contacts, status, and information.
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Henry Mintzberg |
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Does this sharing raise the risk that confidential information will fall into the wrong hands? Sure, sometimes (although refusing to share information is often a smokescreen for political games). But contrast this with the benefits of having better-informed people all around.
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Henry Mintzberg |
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Managing is about nuance as much as it is about decisiveness.
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Henry Mintzberg |
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The line between confidence and arrogance can be not only thin but also vague.
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Henry Mintzberg |
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v deistvitel'nosti rabochikh ne interesuiut problemy, kotorye ne zatragivaiut neposredstvenno protsess truda, v kotorom oni uchastvuiut. Samoe udivitel'noe, chto v nekotorykh issledovaniiakh dokazyvaetsia, chto uchastie rabochikh vedet k usileniiu vysshego rukovodstva za schet drugikh grupp: <
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Henry Mintzberg |
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to be a successful manager, let alone--dare I say--a great leader, maybe you don't have to be wonderful so much as more or less emotionally healthy and clearheaded.
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Henry Mintzberg |
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Data don't generate theory - only researchers do that.
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Henry Mintzberg |
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Anecdotal data is not incidental to theory development at all, but an essential part of it
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Henry Mintzberg |