A Quote by Ralph Nader

I start with the premise that the function of leadership is to produce more leaders, not more followers. — © Ralph Nader
I start with the premise that the function of leadership is to produce more leaders, not more followers.
The function of leadership is to produce more leaders, not more followers.
The leader is one who mobilizes others toward a goal shared by leaders and followers. ... Leaders, followers and goals make up the three equally necessary supports for leadership.
The leader is one who mobilizes others toward a goal shared by leaders and followers... Leaders, followers and goals make up the three equally necessary supports for leadership.
Not many of us will be leaders; and even those who are leaders must also be followers much of the time. This is the crucial role. Followers judge leaders. Only if the leaders pass that test do they have any impact. The potential followers, if their judgment is poor, have judged themselves. If the leader takes his or her followers to the goal, to great achievements, it is because the followers were capable of that kind of response.
Such leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality.
Times of upheaval require not just more leadership but more leaders. People at all organizational levels, whether anointed or self-appointed, must be empowered to share leadership responsibilities.
The legitimacy of the leadership depends on what that country thinks of its leaders. When we lay off, more and more Iranians tend to be critical of Mahmoud Ahmadinejad. The more abusive we are and the more pressure we put on them, the more nationalism fuses with fundamentalism in Iran.
Often, in a given project team or network, one sees leadership roles shifting among various members at various times. Attempts to fit these into traditional views of "leader" and "follower" don't quite work. It's more like Twitter: the "leader" has "followers" - but the "followers" are empowered to alter the relationship unilaterally, and the "leader" must continually earn the consent of the "followers."
Respect for leaders by followers can't be mandated; it must be earned. It has to be given to leaders by their followers.
"Leadership" is a big topic today. We know that the world - nations and communities in addition to companies - needs more and better leaders. So I wanted to explore how leaders make a difference, how they can shift a negative cycle, turn around a losing organization, propel a team to victory when conditions aren't perfect. I saw that what leaders do is build confidence in advance of victory. Then the confidence they produce makes the hope of success turn into the reality of success, because people behave differently when they are surrounded by a culture of confidence.
One of the problems with industrialism is that it's based on the premise of more and more. It has to keep expanding to keep going. More and more television sets. More and more cars. More and more steel, and more and more pollution. We don't question whether we need any more or what we'll do with them. We just have to keep on making more and more if we are to keep going. Sooner or later it's going to collapse. ... Look what we have done already with the principle of more and more when it comes to nuclear weapons.
Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes.
Someone once said that innovation is a done idea. I agree. I believe that creativity is the individual development and conceptualization and that innovation in an organizational sense is implementing ideas and intentions that come from that creativity. So in a sense, creativity is more a leadership function and innovation is more a managerial function.
The best form of leadership is to be conscious of the leadership potential with the followers and to let them unleash this potential in a spontaneous way. When a great leader accomplishes this task with effortless ease, the followers say, "We did it ourselves."
More than anything else today, followers believe they are part of a system, a process that lacks heart. If there is one thing a leader can do to connect with followers at a human, or better still a spiritual level, it is to become engaged with them fully, to share experiences and emotions, and to set aside the processes of leadership we have learned by rote.
Leaders earn a heck of a lot more money than followers.
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