A Quote by Peter Senge

I often say that leadership is deeply personal and inherently collective. That's a paradox that effective leaders have to embrace. — © Peter Senge
I often say that leadership is deeply personal and inherently collective. That's a paradox that effective leaders have to embrace.
Quality effective leaders have the confidence to trust others to try, succeed, and sometimes to fail. We very often confuse personality with leadership. In other words, leadership is not about being a nice person or not a nice person.
The paradox of innovation is this: CEO's often complain about lack of innovation, while workers often say leaders are hostile to new ideas.
I think there can be a collective leadership. Maybe some symbolize the struggle [for human's rights] a little more than others, but I think it's absolutely necessary for the leadership to be united in order to make the revolution effective.
Agile leaders encourage their teams to adjust and experiment constantly. In today's age of oversharing, the best leaders also have to be more open and accessible. To be effective, you also have to be aware of how others perceive you and cop to your flaws every now and then. One of the lesson to successful leadership may be quite challenging but very important. Expose yourself. Allow yourself to be vulnerable - less super and more human. These "Leadership 3.0" practices, as I call them, are critical to being an effective manager when you're getting started in today's world.
An ability to embrace new ideas, routinely challenge old ones, and live with paradox will be the effective leader's premier trait.
I would assert that highly effective leaders are made more than they're born. Every leader I know who's been highly effective has worked hard at it, and they've been students of it. The more you're a student of leadership, the more you figure out what works for you and the more effective you're going to be.
Effective leaders are willing to use power and authority, but they're doing it in the service of the collective good, as opposed to self-aggrandizement.
I think most generations tend to learn the lesson of war the hard way. There is a deep attraction to the empowerment. Freud is right: societies either become locked in a collective embrace of Eros, as individuals do, or a collective embrace of Thanatos, the death instinct. They swing between the two. The notion that societies are naturally prone toward self-preservation is wrong. Self-annihilation can be deeply addictive, intoxicating, enticing. So I take a darker view of human nature, that war is probably always going to be with us. I think history bears me out.
No doubt a leader or leaders can make that culture more effective or less effective, by the way that we behave. Most importantly, but also by what we say, what we stress, what we reward.
Effective leaders do not fear passion. They welcome it. But from time to time passionate discussions digress into personal attacks, and real people get really hurt. In my view, leaders must head that off before it happens.
The single biggest barrier to effective leadership is, in my view, the leadership industry itself. Instead of telling people the skills and behaviors they need to be effective in getting things done, we tell them almost the opposite - blandishments about how we wish people would be, and how we wish workplaces were. That information is worse than useless as, to the extent people believe it, they often wind up losing their jobs.
Leaders create and inspire new leaders by instilling faith in their leadership abilities and helping them develop and hone leadership skills they don't know they possess.
For years when we went into companies to discuss how we could help their leaders be most effective, we heard people say, "Our leaders need to develop executive presence."
Key to the societal significance of tomorrow's leaders is the way they embrace the totality of leadership, not just including 'my organization' but reaching beyond the walls as well.
Americans are pragmatic; we want quick, clean, simple solutions to vast problems. The paradox is that we're a deeply confessional culture, but we're not often contemplative.
The trouble with Nigeria is simply and squarely a failure of leadership. There is nothing basically wrong with the Nigerian land or climate or water or air or anything else. The Nigerian problem is the unwillingness or inability of its leaders to rise to the responsibility, to the challenge of personal example which are the hallmarks of true leadership.
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