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The manager accepts the status quo the leader challenges it.

Warren G. Bennis

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Warren G. Bennis
Challenges
Accepts
Inspirational
Manager
Status
Encouragement
Managers
Management
Accepting
Leader

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Just as no great painting has ever been created by a committee, no great vision has ever emerged from the herd.
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Don't over-react to the trouble makers.
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People vary enormously in how they learn. Some learn through their eyes - by reading but also by responding to all kinds of visual information. Others learn mostly through their ears or touch or other senses.
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Leaders must earn the trust of their teams, their organizations, and their stakeholders before attempting to engage their support.
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We have more information now than we can use, and less knowledge and understanding than we need. Indeed, we seem to collect information because we have the ability to do so, but we are so busy collecting it that we haven't devised a means of using it. The true measure of any society is not what it knows but what it does with what it knows.
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Trust resides squarely between faith and doubt.
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Expect the best from your people and they will usually deliver but your expectations must be realistic.
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Great groups deliver great results. And for everyone involved in a great group, great work is its own reward.
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Servant leadership teaches us that you have to lay your cards on the table.
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Organizations should try to find out if their learning programs actually work.
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If I had to reduce the responsibilities of a good follower to a single rule, it would be to speak truth to power.
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The manager has his eye on the bottom line the leader has his eye on the horizon.
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Who succeeds in forming and leading a Great Group? He or she is almost always a pragmatic dreamer. They are people who get things done, but they are people with immortal longings. Often, they are scientifically minded people with poetry in their souls.
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Great leaders love talent and know where to find it. They surround themselves with talented people who can work effectively together.
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Some of the strongest resistance to necessary change is the result of what Jim O'Toole has so aptly characterized as the ideology of comfort and the tyranny of custom.
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This duality, making yourself better while teaching and developing others' judgment capabilities, is the key to leadership that is both productive and principled.
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See the long view: By all means plant the corn, milk the cows, and feed the horses but always keep the eventual harvest in mind.
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First and foremost, effective leaders must continuously strive to make themselves smarter and better at making judgments.
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