Rosabeth Moss Kanter
Rosabeth Moss Kanter
Rosabeth Moss Kanter is a professor of business at Harvard Business School, where she holds the Ernest L. Arbuckle Professorship. In addition she is director and chair of the Harvard University Advanced Leadership Initiative...
NationalityAmerican
ProfessionBusinesswoman
CountryUnited States of America
heart people leader
To take full advantage of the potential in e-business, leaders must lead differently, and people must work together differently. Let's call this new way of working e-culture-the human side of the global information era, the heart and soul of the new economy.
leadership wisdom winning
If world problems feel too big to tackle, think small. Step by step. Small wins build confidence, lead the way to change.
leadership eye hands
in most important ways, leaders of the future will need the traits and capabilities of leaders throughout history: an eye for change and a steadying hand to provide both vision and reassurance that change can be mastered, a voice that articulates the will of the group and shapes it to constructive ends, and an ability to inspire by force of personality while making others feel empowered to increase and use their own abilities.
leadership responsibility endure
Leadership is one of the most enduring, universal human responsibilities.
leadership motivation different
Leaders is the new organisation do not lack motivational tools, but the tools are different from those of traditional corporate bureaucrats. The new rewards are based not on status but on contribution, and they consist not of regular promotion and automatic pay rises, but of excitement about the mission and a share of the glory of success.
leadership justice community
It takes courage to speak up against complacency and injustice while others remain silent. But that's what leadership is.
inspirational people leader
Leaders must wake people out of inertia. They must get people excited about something they've never seen before, something that does not yet exist.
ideas leader encounters
Leaders must pick causes they won't abandon easily, remain committed despite setbacks, and communicate their big ideas over and over again in every encounter.
leadership powerful role-models
Leaders are more powerful role models when they learn than when they teach.
leadership creativity elements
Creativity is a lot like looking at the world through a kaleidoscope. You look at a set of elements, the same ones everyone else sees, but then reassemble those floating bits and pieces into an enticing new possibility.
associated based biases categories convenient form human items people playing respond scientists social sort
Some social scientists say that in-group/out-group biases are hard-wired into the human brain. Even without overt prejudice, it is cognitively convenient for people to sort items into categories and respond based on what is usually associated with those categories: a form of statistical discrimination, playing the odds.
business companies decades few knowledge level several
I see the level of sophistication and knowledge about business growing dramatically. Several decades ago, only a few companies thought about international business.
across cause common cultural efforts ethnic forge identities members people reflects separate suspicious undermines
Tribalism reflects strong ethnic or cultural identities that separate members of one group from another, making them loyal to people like them and suspicious of outsiders, which undermines efforts to forge common cause across groups.
audience image work
The creative process for me doesn't work as well without an image of an audience in mind.