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The manager has his eye on the bottom line the leader has his eye on the horizon.

Warren G. Bennis

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Warren G. Bennis
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Leader

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If I were to give off-the-cuff advice to anyone trying to institute change, I would say, How clear is the metaphor?
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The failure to find the right niche for people - or to let them find their own perfect niches - is a major reason that so many workplaces are mediocre, even toxic, in spite of the presence of talent. Leaders of great groups give them whatever they need and free them from everything else.
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The manager does things right the leader does the right thing.
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A passion for continual learning, a refined, discerning ear for the moral and ethical consequences of their actions, and an understanding of the purposes of work and human organisations
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Government is like an onion. To understand it, you have to peel through many different layers. Most outsiders never get beyond the first or second layer.
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The most dangerous leadership myth is that leaders are born.
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Effective leaders make a full commitment to be a learner, to keep increasing and nourishing their knowledge and wisdom.
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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.
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Leaders wonder about everything, want to learn as much as they can, are willing to take risks, experiment, try new things. They do not worry about failure but embrace errors, knowing they will learn from them.
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Great groups give the lie to the remarkably persistent but incorrect notion that successful organizations are the lengthened shadow of a great woman or man. However, each great group has a strong leader. In fact, great groups and great leaders create each other.
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Listening to the inner voice - trusting the inner voice - is one of the most important lessons of leadership.
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Excellence is a better teacher than mediocrity. The lessons of the ordinary are everywhere. Truly profound and original insights are to be found only in studying the exemplary.
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Create strategic alliances and partnerships: Now and in years to come, shrewd leaders will create allegiances with other organizations whose fates are correlated with their own.
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The manager has a short-range view the leader has a long-range perspective.
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Around the world, the generals are being ousted, and the poets are taking charge.
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Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential.
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If great teams don't have an enemy, they create one for themselves because, as former Coca-Cola CEO Roberto Goizueta pointed out, you can't have a war without one.
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Leaders should always expect the very best of those around them. They know that people can change and grow.
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Frank Gehry designs buildings that make other architects half his age (he's 78) gasp with envy. Neotony is what makes him lace up his skates and whirl around the ice rink, while visionary buildings come to life and dance in his head.
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Innovation- any new idea-by definition will not be accepted at first. It takes repeated attempts, endless demonstrations, monotonous rehearsals before innovation can be accepted and internalized by an organization. This requires courageous patience.
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