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Perhaps the central task of the leader of leaders thus becomes the development of other leaders.

Warren G. Bennis

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Warren G. Bennis
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To be authentic is literally to be your own author... to discover your own native energies and desires, and then to find your own way of acting on them.
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Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do.
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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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Expect the best from your people and they will usually deliver but your expectations must be realistic.
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Every great group is an island... but an island with a bridge to the mainland.
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That's nonsense in fact, the opposite is true. Leaders are made rather than born.
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Leaders do not avoid, repress, or deny conflict, but rather see it as an opportunity
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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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Leaders should always expect the very best of those around them. They know that people can change and grow.
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The most dangerous leadership myth is that leaders are born.
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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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If you're the leader, you've got to give up your omniscient and omnipotent fantasies - that you know and must do everything. Learn how to abandon your ego to the talents of others.
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If knowing yourself and being yourself were as easy to do as to talk about, there wouldn't be nearly so many people walking around in borrowed postures, spouting secondhand ideas, trying desperately to fit in rather than to stand out.
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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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Taking charge of your own learning is a part of taking charge of your life, which is the sine qua non in becoming an integrated person.
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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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A new leader has to be able to change an organization that is dreamless, soulless and visionless... someone's got to make a wake up call.
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The manager asks how and when the leader asks what and why.
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Success in management requires learning as fast as the world is changing.
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The manager administers the leader innovates. The manager has a short-range view the leader has a long-range perspective. The manager asks how and when the leader asks what and why. The manager has his eye on the bottom line the leader has his eye on the horizon. The manager accepts the status quo the leader challenges it.
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