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Leaders do not avoid, repress, or deny conflict, but rather see it as an opportunity

Warren G. Bennis

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Warren G. Bennis
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Leadership
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Rather
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Leaders
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Conflict

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People who know what they want and why they want it, and have the skills to communicate that to others in a way that gains support
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The manager does things right the leader does the right thing.
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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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First and foremost, effective leaders must continuously strive to make themselves smarter and better at making judgments.
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Almost without exception, members of great groups see themselves as winning underdogs, as a feisty David hurling fresh ideas at a big, backward-looking Goliath. They always have an enemy.
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Leaders are people who do the right thing: managers are people who do things right. Both roles are crucial, but they differ profoundly. I often observe people in top positions doing wrong things well.
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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.
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The most dangerous leadership myth is that leaders are born.
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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.
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I wanted the influence. In the end I wasn't very good at being a president. I looked out of the window and thought that the man cutting the lawn actually seemed to have more control over what he was doing.
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Walt Disney, of all people, did a good job of describing his own netony. People who have worked with me say I am 'innocence in action,' he wrote. They say I have the innocence and unselfconsciousness of a child. Maybe I have. I still look at the world with uncontaminated wonder.
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Trust is the emotional glue that binds followers and leaders together.
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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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I'd always rather err on the side of openness. But there's a difference between optimum and maximum openness, and fixing that boundary is a judgment call. The art of leadership is knowing how much information you're going to pass on - to keep people motivated and to be as honest, as upfront, as you can. But, boy, there really are limits to that.
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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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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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The basis of leadership is the capacity of the leader to change the mindset, the framework of the other person.
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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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Trust is difficult to define, but we know when it's present and when it's not.
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Trust is the lubrication that makes it possible for organizations to work.
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