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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
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Leader
Manager
Inspirational
Managers
Long
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Management
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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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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 manager asks how and when the leader asks what and why.
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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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To become a leader, then, you must become yourself, become the maker of your own life
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The learning person looks forward to failure or mistakes. The worst problem in leadership is basically early success.
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Great things are accomplished by talented people who believe they will accomplish them.
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Think of successful creative collaborations are dreams with deadlines.
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Successful leaders are great askers
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There is a profound difference between information and meaning.
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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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Understand the Pygmalion Effect: Leaders should always expect the very best of those around them. They know that people can change and grow.
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You need people who can walk their companies into the future rather than back them into the future.
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Ineffective leaders often act on the advice and counsel of the last person they talked to.
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One of the worst mistakes is to do nothing.
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People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
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Leaders know the importance of having someone in their lives who will unfailingly and fearlessly tell them the truth.
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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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