Leadership is the capacity to translate vision into reality.
The factory of the future will have only two employees, a man and a dog. The man will be there to feed the dog. The dog will be there to keep the man from touching the equipment.
Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning.
Emotional intelligence, more than any other factor, more than I.Q. or expertise, accounts for 85% to 90% of success at work... I.Q. is a threshold competence. You need it, but it doesn't make you a star. Emotional intelligence can.
Leaders are people who do the right thing; managers are people who do things right.
Growing other leaders from the ranks isn't just the duty of the leader, it's an obligation.
You are your own raw material. When you know what you consist of and what you want to make of it, then you can invent yourself.
The leader...is rarely the brightest person in the group. Rather they have extraordinary taste, which makes them more curators than creators. They are appreciators of talent and nurturers of talent and they have the ability to recognize valuable ideas.
Leaders do not avoid, repress, or deny conflict, but rather see it as an opportunity
Becoming a leader is synonymous with becoming yourself. It is precisely that simple, and it is also that difficult.
The learning person looks forward to failure or mistakes. The worst problem in leadership is basically early success.
Trust is the emotional glue that binds followers and leaders together.
Leaders learn by leading, and they learn bestby leading in the face of obstacles. As weather shapes mountains, problems shape leaders.
In life, change is inevitable. In business, change is vital.
Good leaders make people feel that they're at the very heart of things, not at the periphery.
The most dangerous leadership myth is that leaders are born...
People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
There is a profound difference between information and meaning.
Followers who tell the truth, and leaders who listen to it, are an unbeatable combination.
Failing organizations are usually over-managed and under-led.
Taking charge of your own learning is a part of taking charge of your life, which is the sine qua non in becoming an integrated person.
The manager does things right; the leader does the right thing.
To become a leader, then, you must become
yourself, become the maker of your own life
I am reminded how hollow the label of leadership sometimes is and how heroic followership can be.
Learning to be an effective leader is no different than learning to be an effective person. And that's the hard part
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