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LaFevre, J. L. (1989).  How you really get hired: The inside story from a college recruiter.
"I am not a soapbox person, but I have seen so many employees mourn the loss of a job with the same feelings experienced with the loss of a loved one—guilt, frustration, anger, and finally acceptance. Americans often make the mistake of transposing who they are into what they do. You are many things: friend, spouse, neighbor, church member, card carrying ACLU member, co-worker, parent, advisor, and...Marketing Manager. The essence of you will never be reflected in your job title." (p. 188)
Laing, R. D. (1965).  The Divided Self.
"The component we wish to separate off for the moment is the initial compliance with the other person's intentions or expectations for one's self, or what are felt to be the other person's intentions or expectations. This usually amounts to an excess of being 'good', never doing anything other than what one is told, never being 'a trouble', never asserting or even betraying any counter-will of one's own. Being good is not, however, done out of any positive desire on the individual's part to do the things that are said by others to be good, but is a negative conformity to a standard that is the other's standard and not one's own, and is prompted by the dread of what might happen if one were to be oneself in actuality. [emphasis mine] This compliance is partly, therefore, a betrayal of one's own true possibilities, but is also a technique of concealing and preserving one's own true possibilities, which, however, risk never becoming translated into actualities if they are entirely concentrated in an inner self for whom all things are possible in imagination but nothing is possible in fact."
Lakoff, G. (2009).  The Political Mind: A Cognitive Scientist's Guide to Your Brain and Its Politics.
"Our democracy is presently being threatened by the politics of obedience to authority, the very thing that democracy was invented to counteract....Democracy is too important to leave the shaping of the brains of Americans to authoritarians." (p. 120)
Lama, D. (2001).  Ethics for the New Millennium. 260. Abstract
"And whereas a vision properly motivated—which recognizes others' desire for and equal right to happiness and to be free of suffering—can lead to wonders, when divorced from basic human feeling the potential for destruction cannot be overestimated." (p. 72)
Layton, M. (1999).  The Long Road to Forgiveness.
"In contrast to justice and acceptance, forgiveness is not only the recovery of our spirit, but also the enlargement of that spirit—somehow, some way—to imagine the humanity of the injuring person. And why would we want that?
In a great injury, something is broken, psychologically or spiritually. The break not only erodes our sense of living in a fair world, corrupts our experience of our own worth, and fragments our control over our own lives and emotions; it also fundamentally damages our faith in the worthiness of others. It is that loss of the other that we absorb, and somehow transform, in forgiveness."
Lehrer, J. (2010).  The Power Trip.
"This [study result] suggests that even fleeting feelings of power can dramatically change the way people respond to information. Instead of analyzing the strength of the argument, those with authority focus on whether or not the argument confirms what they already believe. If it doesn't, then the facts are conveniently ignored."
Lerner, H. (2004).  Fear and Other Uninvited Guests: Tackling the Anxiety, Fear, and Shame That Keep Us from Optimal Living and Loving.
"Blaming is the easiest way to ruin your career. It's surprising how many people blame when it never benefits the blamer. If you observe the best employees or bosses, they don't blame, they just talk about the facts of what happened with another person." (p. 107)
Levine, R., Weinberger D., & Locke C. (2000).  The Cluetrain Manifesto : The End of Business As Usual.
"Conversations are where intellectual capital gets generated. But business environments based on command-and-control are usually characterized by intimidation, coercion, and threats of reprisal. In contrast, genuine conversation flourishes only in an atmosphere of free and open exchange." (p. 15)
Levinson, H. (1975).  Executive Stress.
"The cost of self-doubt in dollars and frustration is beyond computation. Despite their capacity for zest and spirit, uncounted numbers of people endure what they experience as dead-end traps with quiet desperation. They want to do something bigger and more exciting than what they are doing, but they are either afraid or don't know where to begin. They are trapped by barriers they cannot see and hindered by psychological glasses that distort their perception of themselves. The tragedy of having given up on themselves is that so many could use what seem to be barriers as stepping stones to gratification. Too much self-doubt blinds us to the opportunities around us. Without knowing where to start pulling oneself out of the psychological trap, even the person with considerable self-confidence has difficulty doing so." (p. 74)
Levinson, H. (1976).  Psychological Man.
"In displacement or substitution, we vent our feelings on a convenient but inappropriate target. This is the attack which follows projection. Scapegoating is just one variation of this mechanism. Managers frequently unload their disappointment in themselves onto their subordinates." (p. 36)
Levinson, H. (2006).  Harry Levinson on the Psychology of Leadership.
"When people in defeat deny their angry feelings, that denial of underlying, seething anger contributes to the sense of burnout.
If top executives fail to see these problems as serious, they may worsen the situation. If a company offers only palliatives like meditation and relaxation methods—temporarily helpful though they may be—victims of burnout may become further enraged. The sufferers know that their problem has to do with the nature of the job and not their capacity to handle it." (p. 29)

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