Judith M Bardwick Quotes
Nothing creates more self-respect among employees than being included in the process of making decisions.
Real confidence comes from knowing and accepting yourself- your strengths and your limitations -in contrast to depending on affirmation from others.
Schools are generally feminine places, institutions where conformity is valued, taught largely by conformist women.
Very few people are ambitious in the sense of having a specific image of what they want to achieve. Most people's sights are only toward the next run, the next increment of money.
Credibility is lost when there are big discrepancies between what leaders say and what they do. ... Increasing credibility requires openness. Hidden agendas will destroy trust.
Self is a construct, a feeling, an identity that is internal and can neither be given nor taken away by others. We develop and nurture that identity by embracing inter-dependence.
Institutions which have too much security ... tend to become bureaucratic. They add layers of people and layers of rules in order to assure the security of not making mistakes.
motivation is highest when the probability of success is 50 percent: We don't get involved if the task is too easy or too hard.
Leaders must (1) define the business of the business, (2) create a winning strategy, (3) communicate persuasively, (4) behave with integrity, (5) respect others, and (6) act.
The need for challenge, the need to burst through the constrictions of tasks and situations already seen and mastered, can affect anyone, even those enjoying the greatest gains from success.
I am impressed and distressed at how passive hierarchical organizations make people. There's often a lot of overt activity, but it's not going anywhere, it's game-playing. It's play-acting at work.
Leaders evoke emotional connections in followers only to the extent that the followers are emotionally needy.
