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The manager has a short-range view the leader has a long-range perspective.

Warren G. Bennis

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Warren G. Bennis
Leader
Manager
Inspirational
Managers
Long
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Management
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Leaders do not avoid, repress, or deny conflict, but rather see it as an opportunity
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Servant leadership teaches us that you have to lay your cards on the table.
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Successful leadership is not about being tough or soft, sensitive or assertive, but about a set of attributes. First and foremost is character
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Unlike top management at Enron, exemplary leaders reward dissent. They encourage it. They understand that, whatever momentary discomfort they experience as a result of being told they might be wrong, it is more than offset by the fact that the information will help them make better decisions.
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The leader has a clear idea of what he wants to do professionally and personally, and the strength to persist in the face of setbacks, even failures
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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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Great groups deliver great results. And for everyone involved in a great group, great work is its own reward.
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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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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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Encourage dissent: Leaders should have associates who have contrary views, who are devil's advocates, variance sensors who can tell them the difference between what is expected and what is really happening, between what they want to hear and what they need to hear. There are too many naked emperors running around today.
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There is a profound difference between information and meaning.
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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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The opposite of hope is despair, and when we despair, it is because we feel there are no choices.
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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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That's nonsense in fact, the opposite is true. Leaders are made rather than born.
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Understand the Gretzky Factor: Cultivate an instinct, a touch, call it what you will, that enables you to know both where the puck is now and where it will be soon.
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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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In order to serve its purpose, a vision has to be a shared vision.
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People in great groups have blinders on. Their work is all they see. They value failures as learning opportunities. They are optimistic, not realistic, as they proceed from one challenge and crisis to the next.
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Becoming a leader is synonymous with becoming yourself. It is precisely that simple, and it is also that difficult.
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