"When the general is weak and without authority; when his orders are not clear and distinct; when there are no fixed duties assigned to officers and men, and the ranks are formed in a slovenly haphazard manner, the result is utter disorganization." (Sun Tzu, "The Art of War", cca. 5th century)
"Authority is never without hate." (Euripides, "Ion", cca. 422 BC)
"In questions of science, the authority of a thousand is not worth the humble reasoning of a single individual" (Galileo Galilei, 1632)
"Authority without wisdom is like a heavy axe without an edge, fitter to bruise than polish." (Anne Bradstreet, "Meditations Divine and Moral", 1664)
"Lawful and settled authority is very seldom resisted when it is well employed." (Samuel Johnson, "The Rambler", 1750)
"The most absolute authority is that which penetrates into a man's innermost being and concerns itself no less with his will than with his actions." (Jean-Jacques Rousseau, "On the origin of inequality", 1755)
"The wise executive never looks upon organizational lines as being settled once and for all. He knows that a vital organization must keep growing and changing with the result that its structure must remain malleable. Get the best organization structure you can devise, but do not be afraid to change it for good reason: This seems to be the sound rule. On the other hand, beware of needless change, which will only result in upsetting and frustrating your employees until they become uncertain as to what their lines of authority actually are." (Marshall E Dimock, "The Executive in Action", 1915)
"No amount of learning from books or of listening to the words of authority can be substituted for the spade-work of investigation." (Richard Gregory, "Discovery; or, The Spirit and Service of Science", 1916)
"In organization it means the graduation of duties, not according to differentiated functions, for this involves another and distinct principle of organization, but simply according to degrees of authority and corresponding responsibility." (James D Mooney, "Onward Industry!", 1931)
"It is sufficient here to observe that the supreme coordinating authority must be anterior to leadership in logical order, for it is this coordinating force which makes the organization. Leadership, on the other hand, always presupposes the organization. There can be no leader without something to lead." (James D Mooney, "Onward Industry!", 1931)
"Leadership is the form that authority assumes when it enters into process. As such it constitutes the determining principle of the entire scalar process, existing not only at the source, but projecting itself through its own action throughout the entire chain, until, through functional definition, it effectuates the formal coordination of the entire structure." (James D Mooney, "Onward Industry!", 1931)
"The staff function in organization means the service of advice or counsel, as distinguished from the function of authority or command. This service has three phases, which appear in a clearly integrated relationship. These phases are the informative, the advisory, and the supervisory." (James D Mooney, "Onward Industry!", 1931)
"Human beings are compounded of cognition and emotion and do not function well when treated as though they were merely cogs in motion.... The task of the administrator must be accomplished less by coercion and discipline, and more and more by persuasion.... Management of the future must look more to leadership and less to authority as the primary means of coordination." (Luther H Gulick, "Papers on the Science of Administration", 1937)
"A person can and will accept a communication as authoritative only when four conditions simultaneously obtain: (a) he can and does understand the communication; (b) at the time of his decision he believes that it is not inconsistent with the purpose of the organization; (c) at the time of his decision, he believes it to be compatible with his personal interest as a whole; and (d) he is able mentally and physically to comply with it." (Chester I Barnard, "The Functions of the Executive", 1938)
"The fine art of executive decision consists in not deciding questions that are not now pertinent, in not deciding prematurely, in not making decision that cannot be made effective, and in not making decisions that others should make. Not to decide questions that are not pertinent at the time is uncommon good sense, though to raise them may be uncommon perspicacity. Not to decide questions prematurely is to refuse commitment of attitude or the development of prejudice. Not to make decisions that cannot be made effective is to refrain from destroying authority. Not to make decisions that others should make is to preserve morale, to develop competence, to fix responsibility, and to preserve authority.
From this it may be seen that decisions fall into two major classes, positive decisions - to do something, to direct action, to cease action, to prevent action; and negative decisions, which are decisions not to decide. Both are inescapable; but the negative decisions are often largely unconscious, relatively nonlogical, "instinctive," "good sense." It is because of the rejections that the selection is good." (Chester I Barnard, "The Functions of the Executive", 1938)
"To hold a group or individual accountable for activities of any kind without assigning to him or them the necessary authority to discharge that responsibility is manifestly both unsatisfactory and inequitable. It is of great Importance to smooth working that at all levels authority and responsibility should be coterminous and coequal." (Lyndall Urwick, "Dynamic Administration", 1942)
"All behavior involves conscious or unconscious selection of particular actions out of all those which are physically possible to the actor and to those persons over whom he exercises influence and authority." (Herbert A Simon, "Administrative Behavior: A Study of Decision-making Processes in Administrative Organization", 1947)
"Coordination, therefore, is the orderly arrangement of group efforts, to provide unity of action in the pursuit of a common purpose. As coordination is the all inclusive principle of organization it must have its own principle and foundation in authority, or the supreme coordination power. Always, in every form of organization, this supreme authority must rest somewhere, else there would be no directive for any coordinated effort." (James D Mooney, "The Principles of Organization", 1947)
"Delegation means the conferring of a specified authority by a higher authority. In its essence it involves a dual responsibility. The one to whom responsibility is delegated becomes responsible to the superior for doing the job. but the superior remains responsible for getting the Job done. This principle of delegation is the center of all processes in formal organization. Delegation is inherent in the very nature of the relation between superior and subordinate. The moment the objective calls for the organized effort of more than one person, there is always leadership with its delegation of duties." (James D Mooney, "The Principles of Organization", 1947)
"Power on the one side, fear on the other, are always the buttresses on which irrational authority is built." (Erich Fromm, "Man for Himself: An Inquiry Into the Psychology of Ethics", 1947)
"Authority is not a quality one person 'has', in the sense that he has property or physical qualities. Authority refers to an interpersonal relation in which one person looks upon another as somebody superior to him." (Erich Fromm, "The Fear of Freedom", 1950)
"The only way for a large organization to function is to decentralize, to delegate real authority and responsibility to the man on the job. But be certain you have the right man on the job." (Robert E Wood, 1951)
"[...] authority - the right by which superiors are able to require conformity of subordinates to decisions - is the basis for responsibility and the force that binds organization together. The process of organizing encompasses grouping of activities for purposes of management and specification of authority relationships between superiors and subordinates and horizontally between managers. Consequently, authority and responsibility relationships come into being in all associative undertakings where the superior-subordinate link exists. It is these relationships that create the basic character of the managerial job." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)
"Although organization charts are useful, necessary, and often revealing tools, they are subject to many important limitations. In the first place, a chart shows only formal authority relationships and omits the many significant informal and informational relationships that exist in a living organization. Moreover, it does not picture how much authority exists at any point in the organization." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)
"[...] authority for given tasks is limited to that for which an individual may properly held responsible." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)
"Authority delegations from a superior to a subordinate may be made in large or small degree. The tendency to delegate much authority through the echelons of an organization structure is referred tojas decentralization of authority. On the other hand, authority is said to be centralized wherever a manager tends not to delegate authority to his subordinates." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)
"Authority is, of course, completely centralized when a manager delegates none, and it is possible to think of the reverse situation - an infinite delegation of authority in which no manager retains any authority other than the implicit power to recover delegated authority. But this kind of delegation is obviously impracticable, since, at some point in the organization structure, delegations must stop." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)
"If charts do not reflect actual organization and if the organization is intended to be as charted, it is the job of effective management to see that actual organization conforms with that desired. Organization charts cannot supplant good organizing, nor can a chart take the place of spelling out authority relationships clearly and completely, of outlining duties of managers and their subordinates, and of defining responsibilities." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)
"It is highly important for managers to be honest and clear in describing what authority they are keeping and what role they are asking their subordinates to assume." (Robert Tannenbaum & Warren H Schmidt, Harvard Business Review, 1958)
"Formal theories of organization have been taught in management courses for many years, and there is an extensive literature on the subject. The textbook principles of organization — hierarchical structure, authority, unity of command, task specialization, division of staff and line, span of control, equality of responsibility and authority, etc. - comprise a logically persuasive set of assumptions which have had a profound influence upon managerial behavior." (Douglas McGregor, 'The Human Side of Enterprise", 1960)
"If there is a single assumption which pervades conventional organizational theory, it is that authority is the central, indispensable means of managerial control." (Douglas McGregor, "The Human Side of Enterprise", 1960)
"The ingenuity of the average worker is sufficient to outwit any system of controls devised by management." (Douglas McGregor, "The Human Side of Enterprise", 1960)
"You can delegate authority, but you can never delegate responsibility by delegating a task to someone else. If you picked the right man, fine, but if you picked the wrong man, the responsibility is yours - not his." (Richard E Krafve, The Boston Sunday Globe, 1960)
"Centralized controls are designed to ensure that the chief executive can find out how well the delegated authority and responsibility are being exercised." (Ernest Dale, "Management: Theory and practice", 1965)
"In large-scale organizations, the factual approach must be constantly nurtured by high-level executives. The more layers of authority through which facts must pass before they reach the decision maker, the greater the danger that they will be suppressed, modified, or softened, so as not to displease the 'brass"' For this reason, high-level executives must keep reaching for facts or soon they won't know what is going on. Unless they make visible efforts to seek and act on facts, major problems will not be brought to their attention, the quality of their decisions will decline, and the business will gradually get out of touch with its environment." (Marvin Bower, "The Will to Manage", 1966)
"The concept of organizational goals, like the concepts of power, authority, or leadership, has been unusually resistant to precise, unambiguous definition. Yet a definition of goals is necessary and unavoidable in organizational analysis. Organizations are established to do something; they perform work directed toward some end." (Charles Perrow, "Organizational Analysis: A Sociological View", 1970)
"[Management] has authority only as long as it performs." (Peter F Drucker, "Management: Tasks, Responsibilities, Practices", 1973)
"'Management' means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for authority of rank. (Peter F Drucker, "People and Performance", 1977)
"The key to successful leadership today is influence, not authority." (Kenneth H Blanchard, "Managing By Influence", 1986)
"Strange as it sounds, great leaders gain authority by giving it away." (James B Stockdale, "Military Ethics" 1987)
"Perhaps nothing in our society is more needed for those in positions of authority than accountability." (Larry Burkett, "Business By The Book: Complete Guide of Biblical Principles for the Workplace", 1990)
"When everything is connected to everything in a distributed network, everything happens at once. When everything happens at once, wide and fast moving problems simply route around any central authority. Therefore overall governance must arise from the most humble interdependent acts done locally in parallel, and not from a central command. " (Kevin Kelly, "Out of Control: The New Biology of Machines, Social Systems and the Economic World", 1995)
"Authority alone is like pushing from behind. What automatic reaction do you have when pushed from behind? Resistance - unless you are travelling in that direction anyway and you experience the push as helpful. When you do not know what lies ahead and you are not sure whether you want to move forward, resistance is completely understandable. [...] Authority alone pushes. Leadership pulls, because it draws people towards a vision of the future that attracts them." (Joseph O’Connor, "Leading With NLP: Essential Leadership Skills for Influencing and Managing People", 1998)
"Authority works best where you have an accepted hierarchy [...]. Then people move together because of the strong implicit accepted values that everyone shares. If you are trying to lead people who do not share similar goals and values, then authority is not enough." (Joseph O’Connor, "Leading With NLP: Essential Leadership Skills for Influencing and Managing People", 1998)
"The ultimate authority must always rest with the individual's own reason and critical analysis." (Tenzin Gyatso, "Path To Tranquility", 1998)
"The premise here is that the hierarchy lines on the chart are also the only communication conduit. Information can flow only along the lines. [...] The hierarchy lines are paths of authority. When communication happens only over the hierarchy lines, that's a priori evidence that the managers are trying to hold on to all control. This is not only inefficient but an insult to the people underneath." (Tom DeMarco, "Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency", 2001)
"A system is a framework that orders and sequences activity within the organisation to achieve a purpose within a band of variance that is acceptable to the owner of the system. Systems are the organisational equivalent of behaviour in human interaction. Systems are the means by which organisations put policies into action. It is the owner of a system who has the authority to change it, hence his or her clear acceptance of the degree of variation generated by the existing system." (Catherine Burke et al, "Systems Leadership" 2nd Ed., 2018)
"Responsibility means an inevitable punishment for mistakes; authority means full power to make them." (Yegor Bugayenko, "Code Ahead", 2018)
"Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50% of your time in leading yourself–your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers." (Dee Hock)
"Delegation of authority is one of the most important functions of a leader, and he should delegate authority to the maximum degree possible with regard to the capabilities of his people. Once he has established policy, goals, and priorities, the leader accomplishes his objectives by pushing authority right down to the bottom. Doing so trains people to use their initiative; not doing so stifles creativity and lowers morale." (Thornas H Moorer)
"Leadership means that a group, large or small, is willing to entrust authority to a person who has shown judgement, wisdom, personal appeal, and proven competence." (Walt Disney)
"The teams and staffs through which the modern commander absorbs information and exercises his authority must be a beautifully interlocked, smooth-working mechanism. Ideally, the whole should be practically a single mind." (Dwight D Eisenhower)
"While basic laws underlie command authority, the real foundation of successful leadership is the moral authority derived from professional competence and integrity. Competence and integrity are not separable." (William C Westmoreland)
