The manager administers; the leader innovates. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his eye on the bottom line; the leader has his eye on the horizon. The manager accepts the status quo; the leader challenges it.
Bailey might not have great intelligence or abilities, but his whole aim, thought and study was that of the born leader--to look out for himself; and he did it with that born-leader's confidence and intensity that draws along the ordinary uncertain man, who soon confuses his own interest and his own safety with that of the leader.
The greatness of a leader is measured by the achievements of the led. This is the ultimate test of his effectiveness.
Know your core competencies and focus on being great at them. Pay up for people in your core competencies. Get the best. Outside the core competencies, hire people that fit your culture but are cheap.
Notoriously outspoken, his sentences always punctuated with profanities, General George S. Patton was the epitome of what a leader should be like - or so he thought. Patton believed a leader should look and act tough, so he cultivated his image and his personality to match his philosophy.
The core in the Juche outlook on the revolution is loyalty to the party and the leader. The cause of socialism and communism is started by the leader and is carried out under the guidance of the party and the leader.
By altering his arrangements and changing his plans, the skillful general keeps the enemy without definite knowledge. By shifting his camp and taking circuitous routes, he prevents the enemy from anticipating his purpose. At the critical moment, the leader of an army acts like one who has climbed up a height and then kicks away the ladder behind him.
Part of the task of the leader is to make others participate in his leadership. The best leader knows how to make his followers actually feel power themselves, not merely acknowledge his power.
A leader who confines his role to his people's experience dooms himself to stagnation; a leader who outstrips his people's experience runs the risk of not being understood.
A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the equality of his actions and the integrity of his intent.
Who aspires to remain leader must keep in advance of his column. His fear must not play traitor to his occasions. The instant he falls into line with his followers, a bolder spirit may throw himself at the head of the movement initiated, and in that moment his leadership is gone.
Great leaders, the research shows, are made as they gradually acquire, in the course of their lives and careers, the competencies that make them so effective. The competencies can be learned by any leader, at any point.
President Nixon has lost his effectiveness as the leader of this country, primarily because he has lost the confidence of the people.
A leader who doesn't hesitate before he sends his nation into battle is not fit to be a leader.
What is important for a leader is that which makes him a leader. It is the needs of his people.
Pirlo's a leader - a silent leader, but one who knows how to carry his team through difficult moments.