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Available in 19 languages" > <label id="p-lang-btn-label" for="p-lang-btn-checkbox" class="vector-dropdown-label cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--action-progressive mw-portlet-lang-heading-19" aria-hidden="true" ><span class="vector-icon mw-ui-icon-language-progressive mw-ui-icon-wikimedia-language-progressive"></span> <span class="vector-dropdown-label-text">19 languages</span> </label> <div class="vector-dropdown-content"> <div class="vector-menu-content"> <ul class="vector-menu-content-list"> <li class="interlanguage-link interwiki-az mw-list-item"><a href="https://az.wikiquote.org/wiki/R%C9%99hb%C9%99rlik" title="Rəhbərlik – Azerbaijani" lang="az" hreflang="az" data-title="Rəhbərlik" data-language-autonym="Azərbaycanca" data-language-local-name="Azerbaijani" class="interlanguage-link-target"><span>Azərbaycanca</span></a></li><li class="interlanguage-link interwiki-bg mw-list-item"><a href="https://bg.wikiquote.org/wiki/%D0%9B%D0%B8%D0%B4%D0%B5%D1%80%D1%81%D1%82%D0%B2%D0%BE_%E2%80%94_%D0%92%D0%BE%D0%B4%D0%B0%D1%87%D0%B5%D1%81%D1%82%D0%B2%D0%BE_%E2%80%94_%D0%A0%D1%8A%D0%BA%D0%BE%D0%B2%D0%BE%D0%B4%D1%81%D1%82%D0%B2%D0%BE_%E2%80%94_%D0%9C%D0%B5%D0%BD%D0%B8%D0%B4%D0%B6%D0%BC%D1%8A%D0%BD%D1%82" title="Лидерство — Водачество — Ръководство — Мениджмънт – Bulgarian" lang="bg" hreflang="bg" data-title="Лидерство — Водачество — Ръководство — Мениджмънт" data-language-autonym="Български" data-language-local-name="Bulgarian" class="interlanguage-link-target"><span>Български</span></a></li><li class="interlanguage-link interwiki-bn mw-list-item"><a href="https://bn.wikiquote.org/wiki/%E0%A6%A8%E0%A7%87%E0%A6%A4%E0%A7%83%E0%A6%A4%E0%A7%8D%E0%A6%AC" title="নেতৃত্ব – Bangla" lang="bn" hreflang="bn" data-title="নেতৃত্ব" data-language-autonym="বাংলা" data-language-local-name="Bangla" class="interlanguage-link-target"><span>বাংলা</span></a></li><li class="interlanguage-link interwiki-de mw-list-item"><a href="https://de.wikiquote.org/wiki/F%C3%BChrung" title="Führung – German" lang="de" hreflang="de" data-title="Führung" data-language-autonym="Deutsch" data-language-local-name="German" class="interlanguage-link-target"><span>Deutsch</span></a></li><li class="interlanguage-link interwiki-eo mw-list-item"><a href="https://eo.wikiquote.org/wiki/Estro" title="Estro – Esperanto" lang="eo" hreflang="eo" data-title="Estro" data-language-autonym="Esperanto" data-language-local-name="Esperanto" class="interlanguage-link-target"><span>Esperanto</span></a></li><li class="interlanguage-link interwiki-es mw-list-item"><a href="https://es.wikiquote.org/wiki/Liderazgo" title="Liderazgo – Spanish" lang="es" hreflang="es" data-title="Liderazgo" data-language-autonym="Español" data-language-local-name="Spanish" class="interlanguage-link-target"><span>Español</span></a></li><li class="interlanguage-link interwiki-et mw-list-item"><a href="https://et.wikiquote.org/wiki/Juhtimine" title="Juhtimine – Estonian" lang="et" hreflang="et" data-title="Juhtimine" data-language-autonym="Eesti" data-language-local-name="Estonian" class="interlanguage-link-target"><span>Eesti</span></a></li><li class="interlanguage-link interwiki-fa mw-list-item"><a href="https://fa.wikiquote.org/wiki/%D8%B1%D9%87%D8%A8%D8%B1%DB%8C" title="رهبری – Persian" lang="fa" hreflang="fa" data-title="رهبری" data-language-autonym="فارسی" data-language-local-name="Persian" class="interlanguage-link-target"><span>فارسی</span></a></li><li class="interlanguage-link interwiki-he mw-list-item"><a href="https://he.wikiquote.org/wiki/%D7%9E%D7%A0%D7%94%D7%99%D7%92%D7%95%D7%AA" title="מנהיגות – Hebrew" lang="he" hreflang="he" data-title="מנהיגות" data-language-autonym="עברית" data-language-local-name="Hebrew" class="interlanguage-link-target"><span>עברית</span></a></li><li class="interlanguage-link interwiki-hi mw-list-item"><a href="https://hi.wikiquote.org/wiki/%E0%A4%A8%E0%A5%87%E0%A4%A4%E0%A4%BE" title="नेता – Hindi" lang="hi" hreflang="hi" data-title="नेता" data-language-autonym="हिन्दी" data-language-local-name="Hindi" class="interlanguage-link-target"><span>हिन्दी</span></a></li><li class="interlanguage-link interwiki-it mw-list-item"><a href="https://it.wikiquote.org/wiki/Leadership" title="Leadership – Italian" lang="it" hreflang="it" data-title="Leadership" data-language-autonym="Italiano" data-language-local-name="Italian" class="interlanguage-link-target"><span>Italiano</span></a></li><li class="interlanguage-link interwiki-ko mw-list-item"><a href="https://ko.wikiquote.org/wiki/%EB%A6%AC%EB%8D%94%EC%8B%AD" title="리더십 – Korean" lang="ko" hreflang="ko" data-title="리더십" data-language-autonym="한국어" data-language-local-name="Korean" class="interlanguage-link-target"><span>한국어</span></a></li><li class="interlanguage-link interwiki-lt mw-list-item"><a href="https://lt.wikiquote.org/wiki/Lyderis" title="Lyderis – Lithuanian" lang="lt" hreflang="lt" data-title="Lyderis" data-language-autonym="Lietuvių" data-language-local-name="Lithuanian" class="interlanguage-link-target"><span>Lietuvių</span></a></li><li class="interlanguage-link interwiki-pt mw-list-item"><a href="https://pt.wikiquote.org/wiki/Lideran%C3%A7a" title="Liderança – Portuguese" lang="pt" hreflang="pt" data-title="Liderança" data-language-autonym="Português" data-language-local-name="Portuguese" class="interlanguage-link-target"><span>Português</span></a></li><li class="interlanguage-link interwiki-sr mw-list-item"><a href="https://sr.wikiquote.org/wiki/%D0%A0%D1%83%D0%BA%D0%BE%D0%B2%D0%BE%D0%B4%D1%81%D1%82%D0%B2%D0%BE" title="Руководство – Serbian" lang="sr" hreflang="sr" data-title="Руководство" data-language-autonym="Српски / srpski" data-language-local-name="Serbian" class="interlanguage-link-target"><span>Српски / srpski</span></a></li><li class="interlanguage-link interwiki-ta mw-list-item"><a href="https://ta.wikiquote.org/wiki/%E0%AE%A4%E0%AE%B2%E0%AF%88%E0%AE%AE%E0%AF%88%E0%AE%A4%E0%AF%8D%E0%AE%A4%E0%AF%81%E0%AE%B5%E0%AE%AE%E0%AF%8D" title="தலைமைத்துவம் – Tamil" lang="ta" hreflang="ta" data-title="தலைமைத்துவம்" data-language-autonym="தமிழ்" data-language-local-name="Tamil" class="interlanguage-link-target"><span>தமிழ்</span></a></li><li class="interlanguage-link interwiki-te mw-list-item"><a href="https://te.wikiquote.org/wiki/%E0%B0%A8%E0%B0%BE%E0%B0%AF%E0%B0%95%E0%B0%A4%E0%B1%8D%E0%B0%B5%E0%B0%82" title="నాయకత్వం – Telugu" lang="te" hreflang="te" data-title="నాయకత్వం" data-language-autonym="తెలుగు" data-language-local-name="Telugu" class="interlanguage-link-target"><span>తెలుగు</span></a></li><li class="interlanguage-link interwiki-tr mw-list-item"><a href="https://tr.wikiquote.org/wiki/Liderlik" title="Liderlik – Turkish" lang="tr" hreflang="tr" data-title="Liderlik" data-language-autonym="Türkçe" data-language-local-name="Turkish" class="interlanguage-link-target"><span>Türkçe</span></a></li><li class="interlanguage-link interwiki-uk mw-list-item"><a href="https://uk.wikiquote.org/wiki/%D0%9B%D1%96%D0%B4%D0%B5%D1%80%D1%81%D1%82%D0%B2%D0%BE" title="Лідерство – Ukrainian" lang="uk" hreflang="uk" data-title="Лідерство" data-language-autonym="Українська" data-language-local-name="Ukrainian" class="interlanguage-link-target"><span>Українська</span></a></li> </ul> <div class="after-portlet after-portlet-lang"><span class="wb-langlinks-edit wb-langlinks-link"><a href="https://www.wikidata.org/wiki/Special:EntityPage/Q484275#sitelinks-wikiquote" title="Edit interlanguage links" class="wbc-editpage">Edit links</a></span></div> </div> </div> </div> </header> <div class="vector-page-toolbar"> <div class="vector-page-toolbar-container"> <div id="left-navigation"> <nav aria-label="Namespaces"> <div id="p-associated-pages" class="vector-menu vector-menu-tabs mw-portlet mw-portlet-associated-pages" > <div 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item</span></a></li> </ul> </div> </div> </div> </div> </div> </div> </nav> </div> </div> </div> <div class="vector-column-end"> <div class="vector-sticky-pinned-container"> <nav class="vector-page-tools-landmark" aria-label="Page tools"> <div id="vector-page-tools-pinned-container" class="vector-pinned-container"> </div> </nav> <nav class="vector-appearance-landmark" aria-label="Appearance"> <div id="vector-appearance-pinned-container" class="vector-pinned-container"> <div id="vector-appearance" class="vector-appearance vector-pinnable-element"> <div class="vector-pinnable-header vector-appearance-pinnable-header vector-pinnable-header-pinned" data-feature-name="appearance-pinned" data-pinnable-element-id="vector-appearance" data-pinned-container-id="vector-appearance-pinned-container" data-unpinned-container-id="vector-appearance-unpinned-container" > <div class="vector-pinnable-header-label">Appearance</div> <button class="vector-pinnable-header-toggle-button 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href="/wiki/File:King_Arthur_and_the_Knights_of_the_Round_Table.jpg" class="mw-file-description"><img src="//upload.wikimedia.org/wikipedia/commons/thumb/f/fc/King_Arthur_and_the_Knights_of_the_Round_Table.jpg/220px-King_Arthur_and_the_Knights_of_the_Round_Table.jpg" decoding="async" width="220" height="191" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/f/fc/King_Arthur_and_the_Knights_of_the_Round_Table.jpg/330px-King_Arthur_and_the_Knights_of_the_Round_Table.jpg 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/f/fc/King_Arthur_and_the_Knights_of_the_Round_Table.jpg/440px-King_Arthur_and_the_Knights_of_the_Round_Table.jpg 2x" data-file-width="1200" data-file-height="1042" /></a><figcaption><a href="/wiki/Solomon" title="Solomon">I</a> lead in the way of <a href="/wiki/Righteousness" title="Righteousness">righteousness</a>, in the midst of the paths of <a href="/wiki/Judgment" title="Judgment">judgment</a>: That I may cause those that <a href="/wiki/Love" title="Love">love</a> me to inherit substance; and I will fill their <a href="/wiki/Treasures" class="mw-redirect" title="Treasures">treasures</a>. ~ <i><a href="/wiki/Book_of_Proverbs" title="Book of Proverbs">Book of Proverbs</a></i> 8:20 (KJV)</figcaption></figure> <p><b><a href="https://en.wikipedia.org/wiki/Leadership" class="extiw" title="wikipedia:Leadership">Leadership</a></b> is both a research area and a practical skill encompassing the ability of an individual or <a href="/wiki/Organization" title="Organization">organization</a> to "lead" or guide other individuals, teams, or entire organizations. </p> <div role="navigation" style="margin-left: 2em;"> <p>Arranged alphabetically by author or source:<br /><a href="#A">A</a> · <a href="#B">B</a> · <a href="#C">C</a> · <a href="#D">D</a> · <a href="#E">E</a> · <a href="#F">F</a> · <a href="#G">G</a> · <a href="#H">H</a> · <a href="#I">I</a> · <a href="#J">J</a> · <a href="#K">K</a> · <a href="#L">L</a> · <a href="#M">M</a> · <a href="#N">N</a> · <a href="#O">O</a> · <a href="#P">P</a> · <a href="#Q">Q</a> · <a href="#R">R</a> · <a href="#S">S</a> · <a href="#T">T</a> · <a href="#U">U</a> · <a href="#V">V</a> · <a href="#W">W</a> · <a href="#X">X</a> · <a href="#Y">Y</a> · <a href="#Z">Z</a> · <a href="#See_also">See also</a> · <a href="#External_links">External links</a> </p> </div> <dl><dd><small>Alphabetized by author </small></dd></dl> <div class="mw-heading mw-heading2"><h2 id="A">A</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=1" title="Edit section: A"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>As we look over the list of the early leaders of the republic, <a href="/wiki/George_Washington" title="George Washington">Washington</a>, <a href="/wiki/John_Adams" title="John Adams">John Adams</a>, <a href="/wiki/Alexander_Hamilton" title="Alexander Hamilton">Hamilton</a>, and others, we discern that they were all men who insisted upon being themselves and who refused to truckle to the people. With each succeeding generation, the growing demand of the people that its elective officials shall not lead but merely register the popular will has steadily undermined the independence of those who derive their power from popular election. The persistent refusal of the Adamses to sacrifice the integrity of their own intellectual and moral standards and values for the sake of winning public office or popular favor is another of the measuring rods by which we may measure the divergence of American life from its starting point. <ul><li><a href="/wiki/James_Truslow_Adams" title="James Truslow Adams">James Truslow Adams</a>, <i>The Adams Family</i> (1930), p. 95</li></ul></li></ul> <ul><li>He who has never learned to obey cannot be a good commander. <ul><li><a href="/wiki/Aristotle" title="Aristotle">Aristotle</a>, in <i>Politics</i> as translated by Benjamin Jowett</li></ul></li></ul> <ul><li>If your actions inspire others to dream more, learn more, do more and become more, you are a leader. <ul><li><a href="/wiki/John_Quincy_Adams" title="John Quincy Adams">John Quincy Adams</a>, attributed, <i>The Paradox of Power</i></li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="B">B</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=2" title="Edit section: B"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>The born leader is a fiction invented by 'born followers'. Leadership is not a gift at birth; it is an award for growing to full moral stature. It is the only prize that a man must win everyday. The prize is the respect of others, earned by the disciplines that generate self-respect. <ul><li>Colonel <a href="/wiki/Wheeler_L._Baker" title="Wheeler L. Baker">Wheeler L. Baker</a>, USMC, Ret., as quoted in <i>The Cadence</i> (2009), yearbook of Hargrave Military Academy, p. F</li></ul></li></ul> <ul><li>A political leader must keep looking over his shoulder all the time to see if the boys are still there. If they aren’t still there, he’s no longer a political leader. <ul><li><a href="/wiki/Bernard_Baruch" title="Bernard Baruch">Bernard Baruch</a>, as quoted in his obituary, <i><a href="https://en.wikipedia.org/wiki/New_York_Times" class="extiw" title="wikipedia:New York Times">New York Times</a></i> (21 June 1965)</li></ul></li></ul> <ul><li>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. <ul><li><a href="/wiki/Warren_Bennis" title="Warren Bennis">Warren Bennis</a>, in <i>Reinventing Leadership : Strategies to Empower the Organization</i> (2005), by Warren G. Bennis and Robert Townsend, p. 91</li></ul></li></ul> <ul><li>Leadership is understanding people and involving them to help you do a job. That takes all of the good characteristics, like integrity, dedication of purpose, selflessness, knowledge, skill, implacability, as well as determination not to accept failure. <ul><li>Admiral <a href="https://en.wikipedia.org/wiki/Arleigh_Burke" class="extiw" title="wikipedia:Arleigh Burke">Arleigh Burke</a>, quoted in <i>Naval Leadership : Voices of Experience</i> (1998) by Karel Montor, p. 18</li></ul></li></ul> <ul><li>The object of leadership may be stated as having a system whereby a leader recognizes what is good for the good of the <a href="/wiki/Government" title="Government">government</a>, for the good of the nation, for the good of humanity, and recognizes the qualities he has and what he can do within his own limitations. He cannot do, and should not attempt to do, the impossible, but he should not fail to attempt something that might be extremely difficult and may be possible. <ul><li>Admiral <a href="https://en.wikipedia.org/wiki/Arleigh_Burke" class="extiw" title="wikipedia:Arleigh Burke">Arleigh Burke</a>, quoted in <i>Naval Leadership : Voices of Experience</i> (1998) by Karel Montor, p. 18</li></ul></li></ul> <ul><li>When we think we lead, we are most led <ul><li><a href="/wiki/Lord_Byron" title="Lord Byron">Lord Byron</a>, <a href="https://en.wikipedia.org/wiki/The_Two_Foscari_(Byron)" class="extiw" title="w:The Two Foscari (Byron)">The Two Foscari</a> (1821)</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="C">C</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=3" title="Edit section: C"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <figure class="mw-default-size mw-halign-right" typeof="mw:File/Thumb"><a href="/wiki/File:APEC_Leaders_Retreat.jpg" class="mw-file-description"><img src="//upload.wikimedia.org/wikipedia/commons/thumb/7/77/APEC_Leaders_Retreat.jpg/220px-APEC_Leaders_Retreat.jpg" decoding="async" width="220" height="147" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/7/77/APEC_Leaders_Retreat.jpg/330px-APEC_Leaders_Retreat.jpg 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/7/77/APEC_Leaders_Retreat.jpg/440px-APEC_Leaders_Retreat.jpg 2x" data-file-width="514" data-file-height="343" /></a><figcaption>No man will make a great leader who wants to do it all himself, or to get all the credit for doing it. ~ <a href="/wiki/Andrew_Carnegie" title="Andrew Carnegie">Andrew Carnegie</a></figcaption></figure> <ul><li>No man will make a great leader who wants to do it all himself, or to get all the credit for doing it. <ul><li><a href="/wiki/Andrew_Carnegie" title="Andrew Carnegie">Andrew Carnegie</a>, as quoted in <i>Managing Software Development Projects : Formula for Success</i> (1995) by Neal Whitten, p. 63</li></ul></li></ul> <ul><li>"Safety first" has been the motto of the human race for half a million years; but it has never been the motto of leaders. A leader must face danger. He must take the risk and the blame, and the brunt of the storm. <ul><li><a href="/wiki/Herbert_N._Casson" title="Herbert N. Casson">Herbert N. Casson</a> in: <i>The Office Economist</i> (1935) Vol. 17-21. p. 145</li></ul></li></ul> <ul><li>A leader must have the <a href="/wiki/Courage" title="Courage">courage</a> to act against an <a href="/wiki/Expert" title="Expert">expert</a>'s advice. <ul><li><a href="/wiki/James_Callaghan" title="James Callaghan">James Callaghan</a>, <i>The Harvard Business Review</i> (1 November 1986)</li></ul></li></ul> <ul><li>A leader has to <i>appear</i> consistent. That doesn't mean he has to be consistent. <ul><li><a href="/wiki/James_Callaghan" title="James Callaghan">James Callaghan</a>, <i>The Harvard Business Review</i> (1 November 1986)</li></ul></li></ul> <ul><li>Persistence in a single view has never been regarded as a merit in political leaders. <ul><li><a href="/wiki/Marcus_Tullius_Cicero" class="mw-redirect" title="Marcus Tullius Cicero">Marcus Tullius Cicero</a> in <i>Epistulae ad Familiares,</i> I, 9, 21</li></ul></li></ul> <ul><li>You must surely know by now, Winters, that a leader’s authority is limited to giving her followers orders that they will actually <i>obey.</i> <ul><li><a href="/wiki/Genevieve_Cogman" title="Genevieve Cogman">Genevieve Cogman</a>, <i>The Untold Story</i> (2021), <small> <a href="/wiki/Special:BookSources/978-1-9848-0480-8" title="Special:BookSources/978-1-9848-0480-8">ISBN 978-1-9848-0480-8</a> </small>, Chapter 22 (p. 318)</li></ul></li></ul> <ul><li>When...perfect order.. prevails, the world is like a Commonwealth State shared by all, not a dictatorship. Virtuous, worthy, wise and capable people are chosen as leaders... Honesty and trust are promoted, and good neighborliness cultivated... All people respect and love their own parents and children, as well as the parents and children of others... The aged are cared for until death; adults are employed in jobs that make full use of their abilities; and children are nourished, educated, and fostered;...orphans... the disabled and the diseased are all well taken care of.... They hate not to make use of their abilities... they do not necessarily work for their own self-interest... Thus intrigues and conspiracies do not arise, and thievery and robbery do not occur; therefore doors need never be locked.. This is the ideal world – a perfect world of equality, fraternity, harmony, welfare, and justice. <ul><li><a href="/wiki/Confucius" title="Confucius">Confucius</a> in <i>A Great Utopia, Li-Yun-Da-Tong (Li-Yun-Dah-Tong</i>) Section, the Record of Rites, Book IX, (BC 551 - 479) <a rel="nofollow" class="external text" href="https://www.tienshintemple.com/a-great-utopia.html">(full text)</a></li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="D">D</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=4" title="Edit section: D"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <figure class="mw-default-size mw-halign-right" typeof="mw:File/Thumb"><a href="/wiki/File:Double-alaskan-rainbow.jpg" class="mw-file-description"><img src="//upload.wikimedia.org/wikipedia/commons/thumb/5/5c/Double-alaskan-rainbow.jpg/220px-Double-alaskan-rainbow.jpg" decoding="async" width="220" height="116" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/5/5c/Double-alaskan-rainbow.jpg/330px-Double-alaskan-rainbow.jpg 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/5/5c/Double-alaskan-rainbow.jpg/440px-Double-alaskan-rainbow.jpg 2x" data-file-width="1919" data-file-height="1008" /></a><figcaption>Management is doing things right; leadership is doing the right things. ~ <a href="/wiki/Peter_Drucker" title="Peter Drucker">Peter Drucker</a></figcaption></figure> <ul><li><b>I never had much faith in leaders. I am willing to be charged with almost anything, rather than to be charged with being a leader. I am suspicious of leaders, and especially of the <a href="/wiki/Intellectual" title="Intellectual">intellectual</a> variety. Give me the rank and file every day in the week.</b> <ul><li><a href="/wiki/Eugene_V._Debs" title="Eugene V. Debs">Eugene V. Debs</a>, "<a rel="nofollow" class="external text" href="https://www.marxists.org/archive/debs/works/1918/canton.htm">The Canton, Ohio Speech, Anti-War Speech</a>" in <i>The Call</i> (16 June 1918)</li></ul></li></ul> <ul><li>The first <a href="/wiki/Responsibility" title="Responsibility">responsibility</a> of a leader is to define <a href="/wiki/Reality" title="Reality">reality</a>. The last is to say thank you. In between the two, the leader must become a <a href="/wiki/Servitude" title="Servitude">servant</a> and a <a href="/wiki/Debtor" title="Debtor">debtor</a>. That sums up the progress of an artful leader. <ul><li><a href="https://en.wikipedia.org/wiki/Max_De_Pree" class="extiw" title="wikipedia:Max De Pree">Max De Pree</a>, in <i>Leadership Is an Art</i> (1989), p. 9</li></ul></li></ul> <ul><li>It is not a question of how well each process works, the question is how well they all work together. <ul><li><a href="https://en.wikipedia.org/wiki/Lloyd_Dobyns" class="extiw" title="wikipedia:Lloyd Dobyns">Lloyd Dobyns</a> and Clare Crawford-Mason, in <i>Thinking About Quality : Progress, Wisdom, and the Deming Philosophy</i> (1994)</li></ul></li></ul> <ul><li><a href="/wiki/Management" title="Management">Management</a> is doing things right; leadership is doing the right things. <ul><li><a href="/wiki/Peter_Drucker" title="Peter Drucker">Peter Drucker</a>, and <a href="/wiki/Warren_Bennis" title="Warren Bennis">Warren Bennis</a>, as quoted in <i>Seven Habits of Highly Effective People</i> (1989) by Stephen R. Covey, p. 101</li></ul></li></ul> <ul><li>Successful leaders don’t start out asking, "What do I want to do?" They ask, "What needs to be done?" Then they ask, "Of those things that would make a difference, which are right for me?" They don’t tackle things they aren’t good at. They make sure other necessities get done, but not by them. Successful leaders make sure that they succeed! They are not afraid of strength in others. <a href="/wiki/Andrew_Carnegie" title="Andrew Carnegie">Andrew Carnegie</a> wanted to put on his gravestone, "Here lies a man who knew how to put into his service more able men than he was himself." <ul><li><a href="/wiki/Peter_Drucker" title="Peter Drucker">Peter Drucker</a>, as quoted in "‘What Needs to Be Done’, Peter Drucker On Leadership", an interview with Rich Karlgaard in Forbes magazine (19 November 2004)</li></ul></li></ul> <ul><li><i>Don't follow leaders, watch your parkin' meters.</i> <ul><li><a href="/wiki/Bob_Dylan" title="Bob Dylan">Bob Dylan</a>, <i><a href="https://en.wikipedia.org/wiki/Subterranean_Homesick_Blues" class="extiw" title="wikipedia:Subterranean Homesick Blues">Subterranean Homesick Blues</a></i>, 1965.</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="E">E</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=5" title="Edit section: E"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <figure class="mw-default-size" typeof="mw:File/Thumb"><a href="/wiki/File:William_Blake_Moses_and_the_brazen_serpent.jpg" class="mw-file-description"><img src="//upload.wikimedia.org/wikipedia/commons/thumb/8/89/William_Blake_Moses_and_the_brazen_serpent.jpg/220px-William_Blake_Moses_and_the_brazen_serpent.jpg" decoding="async" width="220" height="232" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/8/89/William_Blake_Moses_and_the_brazen_serpent.jpg/330px-William_Blake_Moses_and_the_brazen_serpent.jpg 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/8/89/William_Blake_Moses_and_the_brazen_serpent.jpg/440px-William_Blake_Moses_and_the_brazen_serpent.jpg 2x" data-file-width="1253" data-file-height="1321" /></a><figcaption>I am firmly convinced that the <a href="/wiki/Passionate" class="mw-redirect" title="Passionate">passionate</a> <a href="/wiki/Will" class="mw-disambig" title="Will">will</a> for <a href="/wiki/Justice" title="Justice">justice</a> and <a href="/wiki/Truth" title="Truth">truth</a> has done more to improve man's condition than calculating <a href="/wiki/Political" class="mw-redirect" title="Political">political</a> shrewdness which in the long run only breeds general <a href="/wiki/Distrust" title="Distrust">distrust</a>. Who can <a href="/wiki/Doubt" title="Doubt">doubt</a> that <a href="/wiki/Moses" title="Moses">Moses</a> was a better leader of <a href="/wiki/Humanity" title="Humanity">humanity</a> than <a href="/wiki/Machiavelli" class="mw-redirect" title="Machiavelli">Machiavelli</a>? ~ <a href="/wiki/Albert_Einstein" title="Albert Einstein">Albert Einstein</a></figcaption></figure> <ul><li>I am firmly convinced that the <a href="/wiki/Passionate" class="mw-redirect" title="Passionate">passionate</a> <a href="/wiki/Will" class="mw-disambig" title="Will">will</a> for <a href="/wiki/Justice" title="Justice">justice</a> and <a href="/wiki/Truth" title="Truth">truth</a> has done more to improve man's condition than calculating <a href="/wiki/Political" class="mw-redirect" title="Political">political</a> shrewdness which in the long run only breeds general distrust. Who can <a href="/wiki/Doubt" title="Doubt">doubt</a> that Moses was a better leader of <a href="/wiki/Humanity" title="Humanity">humanity</a> than <a href="/wiki/Machiavelli" class="mw-redirect" title="Machiavelli">Machiavelli</a>? <ul><li><a href="/wiki/Albert_Einstein" title="Albert Einstein">Albert Einstein</a>, in <a rel="nofollow" class="external text" href="http://books.google.com/books?id=Q1UxYzuI2oQC&pg=PA262&dq=Albert+Einstein+Zionism&lr=&as_drrb_is=q&as_minm_is=0&as_miny_is=&as_maxm_is=0&as_maxy_is=&num=30&as_brr=3&ei=LtvyS6r-IpTukgSI94n9Cg&cd=4#v=snippet&q=Moral%20Decay%20&f=false">"Moral Decay"</a> (1937) in <i>Out of My Later Years</i> (1950)</li></ul></li></ul> <ul><li>Now I think, speaking roughly, by leadership we mean the art of getting someone else to do something that you want done because he wants to do it. <ul><li><a href="/wiki/Dwight_D._Eisenhower" title="Dwight D. Eisenhower">Dwight D. Eisenhower</a>, as quoted in <i>The Federal Career Service : A Look Ahead</i> (1954)</li></ul></li></ul> <ul><li><a href="/wiki/Character" title="Character">Character</a> in many ways is everything in leadership. It is made up of many things, but I would say character is really integrity. When you delegate something to a subordinate, for example, it is absolutely your responsibility, and he must understand this. You as a leader must take complete responsibility for what the subordinate does. I once said, as a sort of wisecrack, that leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well. <ul><li><a href="/wiki/Dwight_D._Eisenhower" title="Dwight D. Eisenhower">Dwight D. Eisenhower</a>, as quoted in <i>Nineteen Stars : a Study in Military Character and Leadership</i> (1971) by Edgar F. Puryear Jr.</li></ul></li></ul> <ul><li><b>The essence of leadership is to get others to do something because they think you want it done and because they know it is worth while doing</b> -- that is what we are talking about. <ul><li><a href="/wiki/Dwight_D._Eisenhower" title="Dwight D. Eisenhower">Dwight D. Eisenhower</a>, Remarks at the Republican Campaign Picnic at the President's Gettysburg Farm (September 12, 1956). Source: Eisenhower Presidential Library. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20210125121539/https://www.eisenhowerlibrary.gov/eisenhowers/quotes">Archived</a> from the <a rel="nofollow" class="external text" href="https://www.eisenhowerlibrary.gov/eisenhowers/quotes">original</a> on January 25, 2021.</li></ul></li></ul> <ul><li>Throughout the <a href="/wiki/Old_Testament" class="mw-redirect" title="Old Testament">Old Testament</a> we see God choosing what is weak and humble to represent him (the stammering Moses, the infant Samuel, Saul from an insignificant family, David confronting Goliath, etc.). Paul tells us that God chooses the weak things of the world to confound the mighty. Here, however, we have a striking contradiction. In <a href="/wiki/Constantine" class="mw-disambig" title="Constantine">Constantine</a> God is supposedly choosing an Augustus, a triumphant military leader. This vision and this miracle are totally impossible. But they are not impossible in the context of Christianity that is already <a href="/wiki/Constantinian_shift" title="Constantinian shift">off the rails</a>, that thinks of God as the one who directs history and is the motive power in politics. <ul><li><a href="/wiki/Jacques_Ellul" title="Jacques Ellul">Jacques Ellul</a>, <i>The Subversion of Christianity</i> (1982), G. Bromiley, trans. (1986), p. 123</li></ul></li></ul> <ul><li>Vivacity, leadership, must be had, and we are not allowed to be nice in choosing. We must fetch the pump with dirty water, if clean cannot be had. <ul><li><a href="/wiki/Ralph_Waldo_Emerson" title="Ralph Waldo Emerson">Ralph Waldo Emerson</a> "Power" in <i>The Conduct of Life</i> (1860)</li></ul></li></ul> <ul><li>Many times leaders have one agenda, followers have another. <ul><li><a href="/wiki/Lorenzo_Kom%27boa_Ervin" title="Lorenzo Kom'boa Ervin">Lorenzo Kom'boa Ervin</a>, <i><a rel="nofollow" class="external text" href="https://theanarchistlibrary.org/library/lorenzo-kom-boa-ervin-anarchism-and-the-black-revolution">Anarchism and the Black Revolution</a></i> (1993)</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="F">F</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=6" title="Edit section: F"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>The quality of leadership, more than any other single factor, determines the success or failure of an <a href="/wiki/Organization" title="Organization">organization</a>. <ul><li><a href="https://en.wikipedia.org/wiki/Fred_Fiedler" class="extiw" title="wikipedia:Fred Fiedler">Fred Fiedler</a> <a href="https://en.wikipedia.org/wiki/Martin_Chemers" class="extiw" title="wikipedia:Martin Chemers">Martin Chemers</a> in <i>Improving Leadership Effectiveness</i> (1976)</li></ul></li></ul> <ul><li>If you command wisely, you'll be obeyed cheerfully. <ul><li><a href="/wiki/Thomas_Fuller" title="Thomas Fuller">Thomas Fuller</a> in <i>Gnomologia</i> (1732), 2746</li></ul></li></ul> <ul><li>When a leader correctly identifies real hurt and insecurity in our country, and instead of addressing it, goes to look for someone to blame, there is perhaps nothing more devastating to a pluralistic society. Leadership knows that most often a good place to start in assigning blame is to look somewhat closer to home. Leadership knows where the buck stops. <ul><li><a href="/wiki/Jeff_Flake" title="Jeff Flake">Jeff Flake</a>, Republican senator from Arizona, in a speech on October 24, 2017, announcing he would not be running for re-election in 2018.</li></ul></li></ul> <ul><li><a href="/wiki/Humility" title="Humility">Humility</a> helps, character counts. Leadership does not knowingly encourage or feed ugly or debased appetites in us. Leadership lives by the American creed, “<a href="/wiki/E_pluribus_unum" title="E pluribus unum">E pluribus unum</a>.” From many one. American leadership looks to the world and just as Lincoln did, sees the family of man. <ul><li><a href="/wiki/Jeff_Flake" title="Jeff Flake">Jeff Flake</a>, Republican senator from Arizona, in a speech on October 24, 2017, announcing he would not be running for re-election in 2018.</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="G">G</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=7" title="Edit section: G"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major <a href="/wiki/Anxiety" title="Anxiety">anxiety</a> of their people in their time. This, and not much else, is the essence of leadership. <ul><li><a href="/wiki/John_Kenneth_Galbraith" title="John Kenneth Galbraith">John Kenneth Galbraith</a>, <i>The Age of Uncertainty</i> (1977), Ch. 12</li></ul></li></ul> <ul><li>The old man was as American as it got, but in what she thought of as some very recently archaic way. Someone who would’ve been in charge of something, in America, when grown-ups still ran things. <ul><li><a href="/wiki/William_Gibson" title="William Gibson">William Gibson</a>, <a href="/wiki/Spook_Country" class="mw-redirect" title="Spook Country">Spook Country</a>, 2007.</li></ul></li></ul> <ul><li>Successful people become great leaders when they learn to shift the focus from themselves to others. <ul><li><a href="/wiki/Marshall_Goldsmith" title="Marshall Goldsmith">Marshall Goldsmith</a> (2010), <i>What Got You Here Won't Get You There.</i> p. 72</li></ul></li></ul> <ul><li>There are many leaders, not just one. Leadership is distributed. It resides not solely in the individual at the top, but in every person at every level who, in one way or another, acts as a leader to a group of followers - wherever in the organization that person is, whether shop steward, team head, or <a href="/wiki/Chief_executive_officer" title="Chief executive officer">CEO</a>. <ul><li><a href="/wiki/Daniel_Goleman" title="Daniel Goleman">Daniel Goleman</a>, <a href="/wiki/Richard_Boyatzis" title="Richard Boyatzis">Richard Boyatzis</a> and Annie McKee (2002) <i>Primal Leadership: Realizing the Power of Emotional Intelligence</i>. p. xiii-xiv</li></ul></li></ul> <ul><li>Leadership is a quality of those who earn the respect of others through the wisdom of the combination of their words and their actions. <ul><li><a href="https://en.wikipedia.org/wiki/Walter_Grant_IV" class="extiw" title="wikipedia:Walter Grant IV">Walter Grant IV</a>, past President — University of Redlands Whitehead Leadership Society. As quoted in <i>Leadership Greatness: Best Practices To Become A Great Leader</i> By <a href="https://en.wikipedia.org/wiki/Tri_Junarso" class="extiw" title="wikipedia:Tri Junarso">Tri Junarso</a></li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="H">H</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=8" title="Edit section: H"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>What was leadership, after all, but the blind choice of one route over another and the confident pretence that the decision was based on reason. <ul><li><a href="https://en.wikipedia.org/wiki/Robert_Harris_(novelist)" class="extiw" title="w:Robert Harris (novelist)">Robert Harris</a>, in <i><a href="https://en.wikipedia.org/wiki/Pompeii_(novel)" class="extiw" title="w:Pompeii (novel)">Pompeii</a></i> (2003)</li></ul></li></ul> <ul><li>The leader has to be practical and a <a href="/wiki/Reality" title="Reality">realist</a>, yet must talk the language of the visionary and the <a href="/wiki/Idealism" title="Idealism">idealist</a>. <br /> The leader personifies the certitude of the creed and the defiance and grandeur of power. He articulates and justifies the resentment damned up in the souls of the frustrated. He kindles the vision of a breath-taking future so as to justify the sacrifice of a transitory present. He stages a world of make-believe so indispensable for the realization of self-sacrifice and united action. <ul><li><a href="/wiki/Eric_Hoffer" title="Eric Hoffer">Eric Hoffer</a>, in <i><a href="https://en.wikipedia.org/wiki/The_True_Believer" class="extiw" title="w:The True Believer">The True Believer: Thoughts On The Nature Of Mass Movements</a></i> (1951), p. 111</li></ul></li></ul> <ul><li><a href="/wiki/Winston_Churchill" title="Winston Churchill">Winston Churchill</a> famously claimed that of all human qualities, <a href="/wiki/Courage" title="Courage">courage</a> was the most esteemed, because it guaranteed all others. He was right. Courage—moral courage—is the companion of great <a class="mw-selflink selflink">leadership</a>...And historically there would have been no social progress if not for the presence of specific humans <a href="/wiki/Dissent" title="Dissent">dissenting</a> and breaking from <a href="https://en.wikipedia.org/wiki/herd" class="extiw" title="w:herd">herd</a>-inspired <a href="/wiki/Suspicion" title="Suspicion">suspicion</a> and <a href="/wiki/Fear" title="Fear">fear</a>. <br />Look at today’s <a href="/wiki/Politicians" title="Politicians">politicians</a>... keen to be viewed as the virile <a href="/wiki/Leader" class="mw-redirect" title="Leader">leaders</a> of their respective countries; eager to inflate their image by harming <a href="https://en.wikipedia.org/wiki/migrants" class="extiw" title="w:migrants">migrants</a> and <a href="/wiki/Refugees" class="mw-redirect" title="Refugees">refugees</a>, the most <a href="/wiki/Vulnerable" class="mw-redirect" title="Vulnerable">vulnerable</a> in society. If there is courage in that, I fail to see it. <a href="/wiki/Authoritarianism" title="Authoritarianism">Authoritarian leaders</a>, or elected leaders inclined toward it, are bullies, deceivers, selfish cowards. If they are growing in number it is because (with exceptions) many other politicians are mediocre... focused on their own image... too afraid to stand up... If we do not change course quickly, we will inevitably encounter an incident where that first domino is tipped—triggering a sequence of unstoppable events that will mark <a href="https://en.wikipedia.org/wiki/Nuclear_holocaust" class="extiw" title="w:Nuclear holocaust">the end of our time</a> on this tiny planet... My hope lies in... the leaders of <a href="/wiki/Communities" class="mw-redirect" title="Communities">communities</a> and <a href="/wiki/Social_movements" class="mw-redirect" title="Social movements">social movements</a>, big and small, who are willing to forfeit everything—including their lives—in defence of <a href="/wiki/Human_rights" title="Human rights">human rights</a>. Their valour is unalloyed; it is selfless. There is no discretion or weakness here. They represent the best of us... There are <a href="/wiki/Grassroots_movement" title="Grassroots movement">grassroots</a> leaders of movements against <a href="/wiki/Discrimination" title="Discrimination">discrimination</a> and <a href="/wiki/Inequality" class="mw-redirect" title="Inequality">inequalities</a> in every region… the real store of moral courage and leadership among us.. <ul><li><a href="https://en.wikipedia.org/wiki/Zeid_Ra%E2%80%99ad_Al_Hussein" class="extiw" title="w:Zeid Ra’ad Al Hussein">Zeid Ra’ad Al Hussein</a> in <a rel="nofollow" class="external text" href="https://www.economist.com/open-future/2018/08/30/grassroots-leaders-provide-the-best-hope-to-a-troubled-world"><i><b>Grassroots leaders provide the best hope to a troubled world</b>, The Economist</i>,</a> (30 August 2018)</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="J">J</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=9" title="Edit section: J"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>The liberalist slogan “You can’t get ahead of the people” is meaningless. From what other position can one lead? From the rear? Rearguard leadership?!! A typical Yankee innovation. I think most of these irresponsible excuse-slogans are based on dread—a secret wish to avoid the discomfiture of people’s war. In all the successful class struggles and colonial wars of liberation, the vanguard elements did get ahead of the people and pull. There is no other way in forward mass movement. <ul><li><a href="/wiki/George_Jackson_(activist)" title="George Jackson (activist)">George Jackson</a>, <i>Blood in My Eye</i> (1971), p. 15</li></ul></li></ul> <ul><li>The rulers of the Gentiles lord it over them, and their great ones are tyrants over them. It will not be so among you; but whoever wishes to be great among you must be your servant, and whoever wishes to be first among you must be your slave; just as the <a href="https://en.wikipedia.org/wiki/Son_of_Man" class="extiw" title="wikipedia:Son of Man">Son of Man</a> came not to be served but to serve. <ul><li><a href="/wiki/Jesus" title="Jesus">Jesus</a> as reported by <a href="/wiki/Gospel_of_Matthew" title="Gospel of Matthew">Matthew</a> 20:25-27</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="K">K</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=10" title="Edit section: K"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <figure class="mw-default-size" typeof="mw:File/Thumb"><a href="/wiki/File:MartinLutherKingMalcolmX.jpg" class="mw-file-description"><img src="//upload.wikimedia.org/wikipedia/commons/thumb/c/c6/MartinLutherKingMalcolmX.jpg/220px-MartinLutherKingMalcolmX.jpg" decoding="async" width="220" height="151" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/c/c6/MartinLutherKingMalcolmX.jpg/330px-MartinLutherKingMalcolmX.jpg 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/c/c6/MartinLutherKingMalcolmX.jpg/440px-MartinLutherKingMalcolmX.jpg 2x" data-file-width="3608" data-file-height="2479" /></a><figcaption>Ultimately a genuine <a href="/wiki/Leader" class="mw-redirect" title="Leader">leader</a> is not a searcher for consensus, but a molder of consensus. ~ <a href="/wiki/Martin_Luther_King,_Jr." class="mw-redirect" title="Martin Luther King, Jr.">Martin Luther King, Jr.</a></figcaption></figure> <ul><li>Ye call me chief, and ye do well to call him chief who, for twelve long years, has met upon the arena every shape of man or beast that the broad Empire of Rome could furnish, and has never yet lowered his arm. And if there be one among you who can say that, ever, in public fight or private brawl, my actions did belie my tongue, let him step forth and say it. If there be three in all your throng dare face me on the bloody sand, let them come on! Yet I was not always thus, a hired butcher, a savage chief of still more savage men. <ul><li><a href="https://en.wikipedia.org/wiki/Elijah_Kellogg" class="extiw" title="wikipedia:Elijah Kellogg">Elijah Kellogg</a>, "Spartacus to the Gladiators"; in Wilmot B. Mitchell, <i>Elijah Kellogg: The Man and His Work</i> (1903), p. 206. Written by Kellogg as a student at Andover Theological Seminary in 1840–1843, and published in various books on public speaking and oratory.</li></ul></li></ul> <ul><li>Two things are absolutely necessary in any leader or any person that aspires, wishes, to be a leader. That is <a href="/wiki/Moral" class="mw-redirect" title="Moral">moral</a> compass and second is <a href="/wiki/Empathy" title="Empathy">empathy</a>. <ul><li><a href="/wiki/Khizr_and_Ghazala_Khan" title="Khizr and Ghazala Khan">Khizr Khan</a>, on an interview with <i><a href="https://en.wikipedia.org/wiki/CNN" class="extiw" title="wikipedia:CNN">CNN</a></i> about <a href="/wiki/Donald_Trump" title="Donald Trump">Donald Trump</a>. <a rel="nofollow" class="external autonumber" href="http://transcripts.cnn.com/TRANSCRIPTS/1607/31/sotu.01.html">[1]</a> (July 31, 2016)</li></ul></li></ul> <ul><li>None has more contempt for what it is to be a man than they who make it their profession to lead the crowd. <ul><li><a href="/wiki/S%C3%B8ren_Kierkegaard" title="Søren Kierkegaard">Søren Kierkegaard</a>, in <i>Existentialism from Dostoevsky to Sartre</i>, p. 96</li></ul></li></ul> <ul><li>Leadership is rooted not in power and authority, but in service and wisdom. <ul><li><a href="/wiki/Robin_Wall_Kimmerer" title="Robin Wall Kimmerer">Robin Wall Kimmerer</a>, <cite style="font-style:normal" class="book"><i><a href="https://en.wikipedia.org/wiki/Braiding_Sweetgrass" class="extiw" title="wikipedia:Braiding Sweetgrass">Braiding Sweetgrass</a>: Indigenous Wisdom, Scientific Knowledge and the Teachings of Plants</i>. Milkweed Editions. 16 September 2013. p. 112. <a href="/wiki/Special:BookSources/978-1-57131-871-8" title="Special:BookSources/978-1-57131-871-8">ISBN 978-1-57131-871-8</a>.</cite><span class="Z3988" title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=%5B%5B%3Awikipedia%3ABraiding+Sweetgrass%7CBraiding+Sweetgrass%5D%5D%3A+Indigenous+Wisdom%2C+Scientific+Knowledge+and+the+Teachings+of+Plants&rft.date=16+September+2013&rft.pages=p.%26nbsp%3B112&rft.pub=Milkweed+Editions&rft.isbn=978-1-57131-871-8&rfr_id=info:sid/en.wikipedia.org:Leadership"><span style="display: none;"> </span></span></li></ul></li></ul> <ul><li>Most people are indifferent, unless their self-interest is at stake. Then there are the chronic complainers. [...] Fortunately, there are those in every organization, few but invaluable, who know their responsibilities and seem to thrive on meeting them. They get things done. These are the ones we all rely upon, the people who take care of the rest of us, quiet leaders. <ul><li><a href="/wiki/Robin_Wall_Kimmerer" title="Robin Wall Kimmerer">Robin Wall Kimmerer</a>, <cite style="font-style:normal" class="book"><i><a href="https://en.wikipedia.org/wiki/Braiding_Sweetgrass" class="extiw" title="wikipedia:Braiding Sweetgrass">Braiding Sweetgrass</a>: Indigenous Wisdom, Scientific Knowledge and the Teachings of Plants</i>. Milkweed Editions. 16 September 2013. p. 169. <a href="/wiki/Special:BookSources/978-1-57131-871-8" title="Special:BookSources/978-1-57131-871-8">ISBN 978-1-57131-871-8</a>.</cite><span class="Z3988" title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=%5B%5B%3Awikipedia%3ABraiding+Sweetgrass%7CBraiding+Sweetgrass%5D%5D%3A+Indigenous+Wisdom%2C+Scientific+Knowledge+and+the+Teachings+of+Plants&rft.date=16+September+2013&rft.pages=p.%26nbsp%3B169&rft.pub=Milkweed+Editions&rft.isbn=978-1-57131-871-8&rfr_id=info:sid/en.wikipedia.org:Leadership"><span style="display: none;"> </span></span></li></ul></li></ul> <ul><li><b>Ultimately a genuine leader is not a searcher for consensus, but a molder of consensus.</b> <ul><li><a href="/wiki/Martin_Luther_King,_Jr." class="mw-redirect" title="Martin Luther King, Jr.">Martin Luther King, Jr.</a>, In an address at the Episcopal National Cathedral, Washington D.C. (31 March 1968)</li></ul></li></ul> <ul><li>If someone took <a href="/wiki/Control" title="Control">control</a> of your <a href="/wiki/Mind" title="Mind">mind</a> and you were not able to <a href="/wiki/Think" class="mw-redirect" title="Think">think</a> as yourself any longer, you would no longer be yourself. You'd be something in his <a href="/wiki/Command" title="Command">command</a>. You as an <a href="/wiki/Individual" class="mw-redirect" title="Individual">individual</a> would be <a href="/wiki/Dead" class="mw-redirect" title="Dead">dead</a>. That's <a href="https://en.wikipedia.org/wiki/Anti-Life" class="extiw" title="w:Anti-Life">Anti-Life</a>. In other words, if you gave yourself to some <a href="/wiki/Cause" class="mw-redirect" title="Cause">cause</a>, and gave up everything as an individual and you were at the beck and call of some <a href="/wiki/Leader" class="mw-redirect" title="Leader">leader</a>, you would be dead as an individual. <ul><li><a href="/wiki/Jack_Kirby" title="Jack Kirby">Jack Kirby</a>, <a rel="nofollow" class="external text" href="https://twomorrows.com/kirby/articles/17tot.html">"Jack Kirby interview"</a>, <i>Train of Thought</i> #5, (1971); February 1990, posted May 23, 2011 in issue 134 of "The Comics Journal", now on TCJ Archive</li></ul></li></ul> <ul><li>If the proverbial man of the planet Mars would come to this earth and inquire about the difference between "leader" and "<a href="/wiki/Ruler" title="Ruler">ruler</a>" he would learn that "rulers" are strange people who dressed in ermine, wore crowns, married foreign women, kept strictly to themselves, and had the inclination to administer the country without asking the people about their wishes. A "leader," on the other hand, he would be told, is a regular fellow in a simple uniform who embodies his nation, who tries desperately to create by <a href="/wiki/Propaganda" title="Propaganda">propaganda</a> complete unison between his ideas and the people. A leader, he might hear, was a local boy who made good, who spoke everybody's language, who never traveled abroad and disliked titles and royal paraphernalia. <ul><li><a href="/wiki/Erik_von_Kuehnelt-Leddihn" title="Erik von Kuehnelt-Leddihn">Erik von Kuehnelt-Leddihn</a>, <i>The Menace of the Herd</i> (1943), p. 313</li></ul></li></ul> <ul><li>It was the beginning of the end of the <a href="/wiki/Cold_War" title="Cold War">cold war</a> and the dawn of a new geopolitical order. Within that order, the nature of <a href="/wiki/Politics" title="Politics">politics</a> and leaders changed. The <a href="/wiki/Pierre_Trudeau" title="Pierre Trudeau">Trudeau</a> approach to leadership, where a figure is known by style rather than substance, has become entrenched. <a href="/wiki/Marshall_McLuhan" title="Marshall McLuhan">Marshall McLuhan</a>, that great prophet of the 1960s, predicted "The politician will be only too happy to abdicate in favor of his image, because the image will be so much more powerful than he could ever be." The political leaders of the <a href="/wiki/1968" title="1968">1968</a> generation who have come to power, such as <a href="/wiki/Bill_Clinton" title="Bill Clinton">Bill Clinton</a> in the <a href="/wiki/United_States" title="United States">United States</a> or <a href="/wiki/Tony_Blair" title="Tony Blair">Tony Blair</a> in the <a href="/wiki/United_Kingdom" title="United Kingdom">United Kingdom</a>, have shown an intuitive fluency with this concept of leadership. <ul><li><a href="/wiki/Mark_Kurlansky" title="Mark Kurlansky">Mark Kurlansky</a>, <i>1968: The Year that Rocked the World</i> (2004), <a href="/wiki/Special:BookSources/0345455819" class="internal mw-magiclink-isbn">ISBN 0-345-45581-9</a></li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="L">L</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=11" title="Edit section: L"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>Men fight more fiercely for a king who shares their peril than one who hides behind his mother's skirts. <ul><li><a href="https://en.wikipedia.org/wiki/Tyrion_Lannister" class="extiw" title="wikipedia:Tyrion Lannister">Tyrion Lannister</a>, <a href="/wiki/George_R._R._Martin" title="George R. R. Martin">George R.R. Martin</a>, <i><a href="/wiki/A_Song_of_Ice_and_Fire#A_Clash_of_Kings" title="A Song of Ice and Fire">A Clash of Kings</a></i>, Chapter Tyrion (XII)</li></ul></li></ul> <ul><li>A leader is best when people barely know he exists; Not so good when people obey and acclaim him; worst when they despise him; but a good leader who talks little when his work is done, his aim fulfilled, they will say "We did it our selves!" <ul><li><a href="/wiki/Laozi" title="Laozi">Laozi</a>, in the <i><a href="https://en.wikipedia.org/wiki/Tao_Te_Ching" class="extiw" title="w:Tao Te Ching">Tao Te Ching</a></i></li></ul></li></ul> <ul><li>Superior leaders get things done with very little motion. They impart instruction not through many words, but through a few deeds. They keep informed about everything but interfere hardly at all. They are catalysts, and though things would not get done as well if they were not there, when they succeed they take no credit. And, because they take no credit, credit never leaves them. <ul><li><a href="/wiki/Laozi" title="Laozi">Laozi</a>, as quoted in <i>Growing the Distance: Timeless Principles for Personal, Career, and Family Success</i> (1999) by Jim Clemmer, p. 137</li></ul></li></ul> <ul><li>Bad leaders make you feel bad about yourself. Good leaders make you feel good about them. The best leaders make you feel good about yourself. The great leaders are like the best conductors — they reach beyond the notes to reach the magic in the players. <ul><li><a href="https://en.wikipedia.org/wiki/Blaine_Lee" class="extiw" title="w:Blaine Lee">Blaine Lee</a>, in <i>The Power Principle : Influence With Honor</i> (1998), p. 272</li></ul></li></ul> <ul><li>I cannot consent to place in the control of others one who cannot control himself. <ul><li><a href="/wiki/Robert_E._Lee" title="Robert E. Lee">Robert E. Lee</a>, in a comment regarding officers who became inebriated, as quoted in <i>Personal Reminiscences, Anecdotes, and Letters of Gen. Robert E. Lee</i> (1874) by John William Jones, p. 170</li></ul></li></ul> <ul><li>There go the people. I must follow them, for I am their leader. <ul><li>An unknown comedian is quoted as saying "il faut bien que je les suive, puisque je suis leur chef", <i>Galerie des Contemporains Illustres</i>, vol. 3 (1841), M. Mauguin p. 6; see also <i>Revue Britannique</i>, ser. 6, vol. 30 (1850), p. 342. Attributed to <a href="https://en.wikipedia.org/wiki/Alexandre_Ledru-Rollin" class="extiw" title="w:Alexandre Ledru-Rollin">Alexandre Ledru-Rollin</a>, one of the leaders of the February Revolution of 1848 in France, <a href="https://en.wikipedia.org/wiki/fr:Eug%C3%A8ne_de_Mirecourt" class="extiw" title="w:fr:Eugène de Mirecourt">Eugène de Mirecourt</a>, <a rel="nofollow" class="external text" href="http://books.google.com/books?id=iA-5arv1bBYC&q=%22Eh+je+suis+leur+chef+il+fallait+bien+les+suivre%22&pg=PA11#v=onepage">Histoire Contemporaine, No. 79</a> (1857). James Michael Curley uses this quotation as an epigraph at the beginning of chapter 4 of his autobiography, <i>I'd Do It Again</i> (1957), p. 44, and attributes it to a French Revolutionist. Attribution to Gandhi of "I must follow the people for I am their leader" is made by Leon Howell, "The Delta Ministry", <i>Christianity and Crisis</i> (August 8, 1966), p. 192. Alvin R. Calman, <i>Ledru-Rollin and the Second French Republic (Studies in History, Economics and Public Law</i>), vol. 103, no. 2, (1922), p. 374, says Ledru-Rollin's use of "I am their chief; I must follow them" is probably apocryphal.</li></ul></li></ul> <ul><li>The final test of a leader is that he leaves behind him in other men the conviction and the will to carry on. ... The genius of a good leader is to leave behind him a situation which common sense, without the grace of genius, can deal with successfully. <ul><li><a href="/wiki/Walter_Lippmann" title="Walter Lippmann">Walter Lippmann</a>, in "<a href="/wiki/Franklin_Delano_Roosevelt" class="mw-redirect" title="Franklin Delano Roosevelt">Roosevelt</a> Has Gone" in <i>The New York Herald Tribune</i> (14 April 1945)</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="M">M</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=12" title="Edit section: M"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <figure class="mw-default-size mw-halign-right" typeof="mw:File/Thumb"><a href="/wiki/File:Brocken-tanzawa.JPG" class="mw-file-description"><img src="//upload.wikimedia.org/wikipedia/commons/thumb/a/a5/Brocken-tanzawa.JPG/220px-Brocken-tanzawa.JPG" decoding="async" width="220" height="165" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/a/a5/Brocken-tanzawa.JPG/330px-Brocken-tanzawa.JPG 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/a/a5/Brocken-tanzawa.JPG/440px-Brocken-tanzawa.JPG 2x" data-file-width="1600" data-file-height="1200" /></a><figcaption>No <a href="/wiki/Man" title="Man">man</a> is <a href="/wiki/Great" class="mw-redirect" title="Great">great</a> enough or <a href="/wiki/Wise" class="mw-redirect" title="Wise">wise</a> enough for any of us to surrender our <a href="/wiki/Destiny" title="Destiny">destiny</a> to. The only way in which anyone can lead us is to restore to us the <a href="/wiki/Belief" title="Belief">belief</a> in our own guidance. ~ <a href="/wiki/Henry_Miller" title="Henry Miller">Henry Miller</a> </figcaption></figure> <ul><li>The <a href="/wiki/Art" title="Art">art</a> of leading, in operations large or small, is the art of dealing with <a href="/wiki/Humanity" title="Humanity">humanity</a>, of working diligently on behalf of men, of being sympathetic with them, but equally, of insisting that they make a square facing toward their own problems. <ul><li><a href="https://en.wikipedia.org/wiki/S.L.A._Marshall" class="extiw" title="w:S.L.A. Marshall">S. L. A. Marshall</a> in <i>Men Against Fire : The Problem of Battle Command in Future War</i> (1954), p. 160</li></ul></li></ul> <ul><li>If you're a leader, you don't push wet spaghetti, you pull it. The U.S. Army still has to learn that. The British understand it. <a href="/wiki/George_S._Patton" title="George S. Patton">Patton</a> understood it. I always admired Patton. Oh, sure, the stupid bastard was crazy. He was insane. He thought he was living in the Dark Ages. Soldiers were peasants to him. I didn't like that attitude, but I certainly respected his theories and the techniques he used to get his men out of their foxholes. <ul><li><a href="/wiki/Bill_Mauldin" title="Bill Mauldin">Bill Mauldin</a> in <i>The Brass Ring</i> (1971)</li></ul></li></ul> <ul><li>Leaders touch a <a href="/wiki/Heart" title="Heart">heart</a> before they ask for a hand. <ul><li><a href="https://en.wikipedia.org/wiki/John_C._Maxwell" class="extiw" title="wikipedia:John C. Maxwell">John C. Maxwell</a>, in "Leaders Touch a Heart before They Ask for a Hand", in <i>Josh McDowell's Youth Ministry Handbook: Making the Connection</i> (2000), Ch. 14</li></ul></li></ul> <ul><li>Leaders are not necessarily popular. For soldiers, the choice between popularity and effectiveness is ultimately no choice at all. Soldiers want to win; their survival depends on it. They will accept, and even take pride in, the quirks and shortcomings of a leader if they believe he can produce success. <ul><li>Stanley A. McChrystal, <i>My Share of the Task</i> (2013), p. 392</li></ul></li></ul> <ul><li>The real leader has no <a href="/wiki/Need" title="Need">need</a> to lead — he is content to point the way. <ul><li><a href="/wiki/Henry_Miller" title="Henry Miller">Henry Miller</a>, "The Wisdom of the Heart" in <i>The Wisdom of the Heart</i> (1941)</li></ul></li></ul> <ul><li>No <a href="/wiki/Person" class="mw-redirect" title="Person">man</a> is <a href="/wiki/Great" class="mw-redirect" title="Great">great</a> enough or <a href="/wiki/Wise" class="mw-redirect" title="Wise">wise</a> enough for any of us to surrender our <a href="/wiki/Destiny" title="Destiny">destiny</a> to. The only way in which anyone can lead us is to restore to us the <a href="/wiki/Belief" title="Belief">belief</a> in our own guidance. <ul><li><a href="/wiki/Henry_Miller" title="Henry Miller">Henry Miller</a>, in <i>The Wisdom of the Heart</i> (1941)</li></ul></li></ul> <ul><li><a href="/wiki/Political" class="mw-redirect" title="Political">Political</a> leaders are never leaders. For leaders we have to look to the Awakeners! <a href="/wiki/Laozi" title="Laozi">Lao Tse</a>, <a href="/wiki/Gautama_Buddha" title="Gautama Buddha">Buddha</a>, <a href="/wiki/Socrates" title="Socrates">Socrates</a>, <a href="/wiki/Jesus" title="Jesus">Jesus</a>, <a href="https://en.wikipedia.org/wiki/Milarepa" class="extiw" title="w:Milarepa">Milarepa</a>, <a href="/wiki/G._I._Gurdjieff" title="G. I. Gurdjieff">Gurdjiev</a>, <a href="/wiki/Jiddu_Krishnamurti" title="Jiddu Krishnamurti">Krishnamurti</a>. <ul><li><a href="/wiki/Henry_Miller" title="Henry Miller">Henry Miller</a>, in <i>My Bike & Other Friends</i> (1977), p. 12</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="N">N</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=13" title="Edit section: N"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>One can lead a nation only by helping it see a bright outlook. A leader is a dealer in hope. <ul><li><a href="/wiki/Napoleon_I_of_France" class="mw-redirect" title="Napoleon I of France">Napoleon I of France</a>, in <i>Napoleon : In His Own Words</i> (1916) edited by Jules Bertaut, as translated by Herbert Edward Law and Charles Lincoln Rhodes</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="P">P</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=14" title="Edit section: P"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <figure class="mw-default-size mw-halign-right" typeof="mw:File/Thumb"><a href="/wiki/File:Meta-Leadership_Dimensions.jpg" class="mw-file-description"><img src="//upload.wikimedia.org/wikipedia/commons/thumb/2/23/Meta-Leadership_Dimensions.jpg/220px-Meta-Leadership_Dimensions.jpg" decoding="async" width="220" height="144" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/2/23/Meta-Leadership_Dimensions.jpg/330px-Meta-Leadership_Dimensions.jpg 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/2/23/Meta-Leadership_Dimensions.jpg/440px-Meta-Leadership_Dimensions.jpg 2x" data-file-width="1641" data-file-height="1071" /></a><figcaption>Lead, follow or get out of the way! ~ <a href="/wiki/George_S._Patton" title="George S. Patton">George S. Patton</a></figcaption></figure> <ul><li>When the word leader, or leadership, returns to current use, it connotes a relapse into barbarism. For a civilized people, it is the most ominous word in any language. <ul><li><a href="/wiki/Isabel_Paterson" title="Isabel Paterson">Isabel Paterson</a>, The God of the Machine (1943)</li></ul></li></ul> <ul><li>Wars may be fought with weapons, but they are won by men. It is the spirit of the men who follow and of the man who leads that gains the victory. <ul><li><a href="/wiki/George_S._Patton" title="George S. Patton">George S. Patton</a>, in <i>Cavalry Journal</i> (September 1933)</li></ul></li></ul> <ul><li>Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity. <ul><li><a href="/wiki/George_S._Patton" title="George S. Patton">George S. Patton</a>, in <i>War As I Knew It</i> (1947) "Reflections and Suggestions"</li></ul></li></ul> <ul><li>We herd sheep, we drive cattle, we lead people. Lead me, follow me, or get out of my way. <ul><li><a href="/wiki/George_S._Patton" title="George S. Patton">George S. Patton</a>, as quoted in <i>Pocket Patriot : Quotes from American Heroes</i> (2005) edited by Kelly Nickell, p. 157</li></ul></li></ul> <ul><li>He who has God alone for his leader, he alone is free. <ul><li><a href="/wiki/Philo" title="Philo">Philo</a>, <i>Every Good Man is Free</i>, 20</li></ul></li></ul> <ul><li>Leadership is the <a href="/wiki/Art" title="Art">art</a> of accomplishing more than the <a href="/wiki/Science" title="Science">science</a> of <a href="/wiki/Management" title="Management">management</a> says is <a href="/wiki/Possible" class="mw-redirect" title="Possible">possible</a>. <ul><li><a href="/wiki/Colin_Powell" title="Colin Powell">Colin Powell</a>, <i>The Powell Principles</i> (2003)</li></ul></li></ul> <ul><li>Do I look for good managers or good leaders? Let us bury that old distinction. Good managers are good leaders, and good leaders are good managers. But great leaders have a special touch that separates them from managers. Good management gets 100 percent of a team's designed capability. Great leaders seek a higher ground. They take their followers to 110, 120, 150 percent of what anyone thought was possible. Great leaders do not just motivate followers; they inspire them. <ul><li><a href="/wiki/Colin_Powell" title="Colin Powell">Colin Powell</a>, <i>It Worked For Me: In Life and Leadership</i> (2012), p. 99</li></ul></li></ul> <ul><li>"What is a leader?" people ask me. My simple answer: "Someone unafraid to take charge. Someone people respond to and are willing to follow." I believe that leaders must be born with a natural connection and affinity to others, which then must be encouraged and developed by parents and teachers and molded by training, experience, and mentoring. You can learn to be a better leader. And you can also waste your natural talents by ceasing to learn and grow. <ul><li><a href="/wiki/Colin_Powell" title="Colin Powell">Colin Powell</a>, <i>It Worked For Me: In Life and Leadership</i> (2012), p. 101</li></ul></li></ul> <ul><li>I lead in the way of <a href="/wiki/Righteousness" title="Righteousness">righteousness</a>, in the midst of the paths of <a href="/wiki/Judgment" title="Judgment">judgment</a>: That I may cause those that <a href="/wiki/Love" title="Love">love</a> me to inherit substance; and I will fill their <a href="/wiki/Treasures" class="mw-redirect" title="Treasures">treasures</a>. <ul><li><i><a href="/wiki/Book_of_Proverbs" title="Book of Proverbs">Book of Proverbs</a></i> 8:20 (KJV)</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="R">R</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=15" title="Edit section: R"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>As more and more <a href="/wiki/Artificial_intelligence" title="Artificial intelligence">artificial intelligence</a> is entering into the world, more and more emotional intelligence must enter into <a class="mw-selflink selflink">leadership</a>. <ul><li><a href="/wiki/Amit_Ray" title="Amit Ray">Amit Ray</a> <a rel="nofollow" class="external text" href="https://books.google.com/books/about/Compassionate_Artificial_Intelligence.html?id=wZt7DwAAQBAJ&redir_esc=y"><i>Compassionate Artificial Intelligence: Frameworks and Algorithms</i> (2018) p. 124</a>.</li></ul></li></ul> <ul><li>Emotional intelligence is the foundation of <a class="mw-selflink selflink">leadership</a>. It balances flexibility with toughness, vision with passion, compassion with justice. <ul><li><a href="/wiki/Amit_Ray" title="Amit Ray">Amit Ray</a> Mindfulness Meditation for Corporate Leadership and Management (2017)</li></ul></li> <li>You cannot be a leader, and ask other people to follow you, unless you know how to follow, too. <ul><li><a href="/wiki/Sam_Rayburn" title="Sam Rayburn">Sam Rayburn</a>, <i>The Leadership of Speaker Sam Rayburn, Collected Tributes of His Congressional Colleagues</i> (1961), p. 34. House Doc. 87–247. "A compilation of tributes paid him in the Hall of the House of Representatives, June 12, 1961, and other pertinent material, to celebrate the occasion of his having served as Speaker twice as long as any of his predecessors in the history of the United States: Sixteen years and 273 days" (title page)</li></ul></li></ul> <ul><li>The future is taking shape now in our own beliefs and in the courage of our leaders. Ideas and leadership — not natural or social "forces" — are the prime movers in human affairs. <ul><li><a href="https://en.wikipedia.org/wiki/George_Roche_III" class="extiw" title="w:George Roche III">George Roche III</a>, <i>A World Without Heroes : The Modern Tragedy</i> (1987), p. 346</li></ul></li></ul> <ul><li>Could the terrors and crimes of today be possible if both Origins had been balanced? In the hands of woman lies the salvation of humanity and of our planet. Woman must realize her significance... she should be prepared to take responsibility for the destiny of humanity. Mother, the life-giver, has every right to direct the destiny of her children. The voice of woman, the mother, should be heard amongst the leaders of humanity. The mother suggests the first conscious thoughts to her child. She gives direction and quality to all his aspirations and abilities. But the mother who possesses no thought of culture can suggest only the lower expressions of human nature. <br />But in her striving toward education, woman must remember that all educational systems are only the means for the development of a higher knowledge and culture. The true culture of thought is developed by the culture of spirit and heart. Only such a combination gives that great synthesis without which it is impossible to realize the real grandeur, diversity, and complexity of human life in its cosmic evolution. Therefore, while striving to knowledge, may woman remember the Source of Light and the Leaders of Spirit—those great Minds who, verily, created the consciousness of humanity. In approaching this Source, this leading Principle of Synthesis, humanity will find the way to real evolution. <ul><li><a href="/wiki/Helena_Roerich" title="Helena Roerich">Helena Roerich</a> <i>Letters I,</i> (1 March 1929)</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="S">S</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=16" title="Edit section: S"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <figure class="mw-default-size mw-halign-right" typeof="mw:File/Thumb"><a href="/wiki/File:Marina_Sirtis_Photo_Op_GalaxyCon_Raleigh_2023.jpg" class="mw-file-description"><img src="//upload.wikimedia.org/wikipedia/commons/thumb/0/02/Marina_Sirtis_Photo_Op_GalaxyCon_Raleigh_2023.jpg/220px-Marina_Sirtis_Photo_Op_GalaxyCon_Raleigh_2023.jpg" decoding="async" width="220" height="293" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/0/02/Marina_Sirtis_Photo_Op_GalaxyCon_Raleigh_2023.jpg/330px-Marina_Sirtis_Photo_Op_GalaxyCon_Raleigh_2023.jpg 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/0/02/Marina_Sirtis_Photo_Op_GalaxyCon_Raleigh_2023.jpg/440px-Marina_Sirtis_Photo_Op_GalaxyCon_Raleigh_2023.jpg 2x" data-file-width="766" data-file-height="1021" /></a><figcaption>Leadership grows from self-confidence. ~ <a href="https://en.wikipedia.org/wiki/Hannah_Louise_Shearer" class="extiw" title="w:Hannah Louise Shearer">Hannah Louise Shearer</a> </figcaption></figure> <figure class="mw-default-size mw-halign-right" typeof="mw:File/Thumb"><a href="/wiki/File:Brocken_Spectre_at_Peak_Korzhenevskaya.jpg" class="mw-file-description"><img src="//upload.wikimedia.org/wikipedia/commons/thumb/f/fb/Brocken_Spectre_at_Peak_Korzhenevskaya.jpg/220px-Brocken_Spectre_at_Peak_Korzhenevskaya.jpg" decoding="async" width="220" height="154" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/f/fb/Brocken_Spectre_at_Peak_Korzhenevskaya.jpg/330px-Brocken_Spectre_at_Peak_Korzhenevskaya.jpg 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/f/fb/Brocken_Spectre_at_Peak_Korzhenevskaya.jpg/440px-Brocken_Spectre_at_Peak_Korzhenevskaya.jpg 2x" data-file-width="813" data-file-height="569" /></a><figcaption>I will not go where the path may lead, but I will go instead where there is no path, and I will leave a trail. ~ Muriel Strode</figcaption></figure> <figure class="mw-default-size mw-halign-right" typeof="mw:File/Thumb"><a href="/wiki/File:Jean-Luc_Picard_2.jpg" class="mw-file-description"><img src="//upload.wikimedia.org/wikipedia/commons/thumb/2/2e/Jean-Luc_Picard_2.jpg/220px-Jean-Luc_Picard_2.jpg" decoding="async" width="220" height="197" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/2/2e/Jean-Luc_Picard_2.jpg/330px-Jean-Luc_Picard_2.jpg 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/2/2e/Jean-Luc_Picard_2.jpg/440px-Jean-Luc_Picard_2.jpg 2x" data-file-width="1009" data-file-height="904" /></a><figcaption>Knowing your limitations is one thing. Advertising them to a crew can damage your credibility as a leader. ~ Melinda M. Snodgrass</figcaption></figure> <ul><li>Serve To Lead <ul><li>Motto of the Royal Military Academy Sandhurst, located in Sandhurst, Berkshire, England. RMA Sandhurst has served as the officer training school of the British Army since the former's foundation in 1802.</li></ul></li></ul> <ul><li>With the changes in technological complexity, especially in information technology, the leadership task has changed. Leadership in a networked organization is a fundamentally different thing from leadership in a traditional hierarchy. <ul><li><a href="/wiki/Edgar_H._Schein" title="Edgar H. Schein">Edgar H. Schein</a> (2011), <i>Organizational Culture and Leadership,</i> p. 12-13</li></ul></li></ul> <ul><li>Leadership does not mean domination. The <a href="/wiki/World" title="World">world</a> is always well supplied with people who wish to <a href="/wiki/Rule" class="mw-disambig" title="Rule">rule</a> and dominate others. <br /> The <a href="/wiki/True" class="mw-redirect" title="True">true</a> leader is a different sort; he seeks effective <a href="/wiki/Activity" class="mw-redirect" title="Activity">activity</a> which has a truly beneficent <a href="/wiki/Purpose" title="Purpose">purpose</a>. He <a href="/wiki/Inspires" class="mw-redirect" title="Inspires">inspires</a> others to follow in his wake, and holding aloft the torch of <a href="/wiki/Wisdom" title="Wisdom">wisdom</a>, leads the way for <a href="/wiki/Society" title="Society">society</a> to realize its genuinely <a href="/wiki/Great" class="mw-redirect" title="Great">great</a> <a href="/wiki/Aspirations" class="mw-redirect" title="Aspirations">aspirations</a>. <ul><li><a href="/wiki/Haile_Selassie_I" class="mw-redirect" title="Haile Selassie I">Haile Selassie I</a>, <a href="https://en.wikisource.org/wiki/Selassie%27s_speech_on_Leadership" class="extiw" title="s:Selassie's speech on Leadership">Speech on Leadership</a> in <i>Speeches Delivered on Various Occasions, May 1957-December 1959</i> (1960), p. 138</li></ul></li></ul> <ul><li>The art of leadership is in the ability to make people want to work for you, while they are really under no obligation to do so. Leaders are people, who raise the standards by which they judge themselves and by which they are willing to be judged. The goal chosen, the objective selected, the requirements imposed, are not mainly for their followers alone. <br /> They develop with consumate energy and devotion, their own skill and knowledge in order to reach the standard they themselves have set. <br /> This whole-hearted acceptance of the demands imposed by even higher standards is the basis of all human progress. A love of higher quality, we must remember, is essential in a leader. <ul><li><a href="/wiki/Haile_Selassie_I" class="mw-redirect" title="Haile Selassie I">Haile Selassie I</a>, <a href="https://en.wikisource.org/wiki/Selassie%27s_speech_on_Leadership" class="extiw" title="s:Selassie's speech on Leadership">Speech on Leadership</a> in <i>Speeches Delivered on Various Occasions, May 1957-December 1959</i> (1960), p. 138</li></ul></li></ul> <ul><li><b>Leadership grows from self-confidence</b>, which is also part of a Starfleet officer's education. <ul><li>Spoken by <a href="https://en.wikipedia.org/wiki/Marina_Sirtis" class="extiw" title="w:Marina Sirtis">Marina Sirtis</a> as Counselor (Lt. Cmdr.) <a href="https://en.wikipedia.org/wiki/Deanna_Troi" class="extiw" title="w:Deanna Troi">Deanna Troi</a> in the Star Trek: The Next Generation episode "<a href="https://en.wikipedia.org/wiki/Pen_Pals_(Star_Trek:_The_Next_Generation)" class="extiw" title="w:Pen Pals (Star Trek: The Next Generation)">Pen Pals</a>" (1 May 1989) by <a href="https://en.wikipedia.org/wiki/Hannah_Louise_Shearer" class="extiw" title="w:Hannah Louise Shearer">Hannah Louise Shearer</a></li></ul></li></ul> <ul><li><dl><dd><b><a href="https://en.wikipedia.org/wiki/William_Riker" class="extiw" title="w:William Riker">William T. Riker</a></b>: Wes, <b>responsibility and authority go hand in hand.</b> I know you're responsible, now we've got to teach you a little bit of authority. One of the reasons you've been given command is so you can make a few right decisions, that will establish a pattern of success and help build self-confidence. <b>If you don't trust your own judgment, you don't belong in the command chair.</b></dd> <dd><b>Wesley Crusher</b>: But what if I'm wrong?</dd> <dd><b>William T. Riker</b>: Then you're wrong. <b>It's arrogant to think you'll never make a mistake.</b></dd> <dd><b>Wesley Crusher</b>: But what if it's something really important. I mean, not just a mineral survey. What if someone dies because I made a mistake?</dd> <dd><b>William T. Riker</b>: In your position, <b>it's important to ask yourself one question. What would <a href="/wiki/Jean-Luc_Picard" title="Jean-Luc Picard">Picard</a> do?</b></dd> <dd><b>Wesley Crusher</b>: <b>He'd listen to everyone's opinion, then make his own decision.</b> But he's Captain Picard.</dd></dl> <ul><li>"<a href="https://en.wikipedia.org/wiki/Pen_Pals_(Star_Trek:_The_Next_Generation)" class="extiw" title="w:Pen Pals (Star Trek: The Next Generation)">Pen Pals</a>" (1 May 1989) by <a href="https://en.wikipedia.org/wiki/Hannah_Louise_Shearer" class="extiw" title="w:Hannah Louise Shearer">Hannah Louise Shearer</a></li></ul></li></ul> <ul><li><dl><dd><b><a href="https://en.wikipedia.org/wiki/Beverly_Crusher" class="extiw" title="w:Beverly Crusher">Beverly Crusher</a></b>: Data, telling us why you're going to fail before you make the attempt is never wise.*</dd> <dd><b><a href="https://en.wikipedia.org/wiki/Data" class="extiw" title="w:Data">Data</a></b>: But is not honesty always the preferred choice?</dd> <dd><b>Jean-Luc Picard</b>: <b>Excessive honesty can be disastrous, particularly in a commander.</b></dd> <dd><b>Data</b>: Indeed?</dd> <dd><b>Jean-Luc Picard</b>: <b>Knowing your limitations is one thing. Advertising them to a crew can damage your credibility as a leader.</b></dd></dl> <ul><li><a href="/wiki/Star_Trek:_The_Next_Generation" title="Star Trek: The Next Generation">Star Trek: The Next Generation</a> episode "<a href="https://en.wikipedia.org/wiki/The_Ensigns_of_Command" class="extiw" title="w:The Ensigns of Command">The Ensigns of Command</a>" (2 October 1989) by Melinda M. Snodgrass.</li></ul></li></ul> <ul><li>I will not follow where the path may lead; instead I will go where there is no path and leave a trail. <ul><li>Muriel Strode, from <i>My Little Book of Prayer</i>, Open Court Publishing (1905). p. 11 (commonly and incorrectly attributed to <a href="/wiki/Ralph_Waldo_Emerson" title="Ralph Waldo Emerson">Ralph Waldo Emerson</a>)</li></ul></li></ul> <ul><li>As we, the leaders, deal with tomorrow, our task is not to try to make perfect plans. Our task is to create organizations that are sufficiently flexible and versatile that they can take our imperfect plans and make them work in execution. That is the essential character of the <a href="/wiki/Learning_organization" title="Learning organization">learning organization</a>. <ul><li><a href="https://en.wikipedia.org/wiki/Gordon_R._Sullivan" class="extiw" title="w:Gordon R. Sullivan">Gordon R. Sullivan</a> & <a href="https://en.wikipedia.org/wiki/Michael_V._Harper" class="extiw" title="w:Michael V. Harper">Michael V. Harper</a>, in <i>Hope is Not a Method</i> (1997), Ch. 11 : Growing the Learning Organization</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="T">T</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=17" title="Edit section: T"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>Leadership: whatever happens, you're responsible. If it doesn't happen, you're responsible. <ul><li><a href="/wiki/Donald_Trump" title="Donald Trump">Donald Trump</a>. <a rel="nofollow" class="external text" href="https://twitter.com/realdonaldtrump/status/398887965302091776">Tweet (8 November 2013)</a></li></ul></li> <li>One cannot assert authority by accepting one's own fallibility. Simply, people need to be blinded by knowledge - we are made to follow leaders who can gather people together because the advantages of being in groups trump the disadvantages of being alone. It has been more profitable for us to bind together in the wrong direction than to be alone in the right one. Those who have followed the assertive idiot rather than the introspective wise person have passed us some of their genes. This is apparent from a social pathology: psychopaths rally followers. <ul><li><a href="/wiki/Nassim_Nicholas_Taleb" title="Nassim Nicholas Taleb">Nassim Nicholas Taleb</a>, <i>The Black Swan: The Impact of the Highly Improbable</i> (2007) Ch. 12: Epistemocracy, a Dream, p. 192.</li></ul></li></ul> <ul><li>I suppose men are born with traits that can be cultivated in the direction of leadership. But there is also no doubt that leadership can be cultivated The idea of any man being born an army commander or being born to be a theater commander, such as General Eisenhower, just isn’t so. The characteristics of leadership, necessarily has to have certain decisiveness and confidence come from knowledge based on studies and training. The fundamental thing is your basic knowledge, the development of your mind, and your ability to apply this knowledge as you go along your military career. <ul><li><a href="/wiki/Lucian_Truscott" title="Lucian Truscott">Lucian Truscott</a>, as quoted in <i>Nineteen Stars: A Study in Military Character & Leadership</i> (CA: Presidio, 1971), by Edgar F. Puryear, Jr.— in answer to the question of whether leaders are born or made posed by author.</li></ul></li></ul> <ul><li>Character is what you are. Reputation is what others think you are. The reason that some fail to climb the ladder of success, or of leadership if you want to call it that, is that there is a difference between reputation and character. The two do not always coincide. A man may be considered to have sterling character. Opportunity might come to that man; but if he has the reputation for something he is not, he may fail that opportunity. I think character is the foundation of successful leadership. <ul><li><a href="/wiki/Lucian_Truscott" title="Lucian Truscott">Lucian Truscott</a>, as quoted in <i>Air Force Journal of Logistics</i>, March 22, 2005, Notable quotes</li></ul></li></ul> <ul><li>I am a leader by default, only because nature does not allow a vacuum. <ul><li><a href="/wiki/Desmond_Tutu" title="Desmond Tutu">Desmond Tutu</a>, As quoted in <i><a href="https://en.wikipedia.org/wiki/The_Christian_Science_Monitor" class="extiw" title="w:The Christian Science Monitor">The Christian Science Monitor</a></i> (20 December 1984)</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="U">U</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=18" title="Edit section: U"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>Remember, I have not appointed you as commanders and tyrants over the <a href="/wiki/People" class="mw-redirect" title="People">people</a>. I have sent you as leaders instead, so that the people may follow your <a href="/wiki/Example" title="Example">example</a>. Give the Muslims their rights and do not beat them lest they become abused. Do not praise them unduly, lest they fall into the <a href="/wiki/Error" title="Error">error</a> of <a href="/wiki/Conceit" title="Conceit">conceit</a>. Do not keep your <a href="/wiki/Doors" class="mw-redirect" title="Doors">doors</a> shut in their <a href="/wiki/Faces" title="Faces">faces</a>, lest the more powerful of them eat up the weaker ones. And do not behave as if you were superior to them, for that is tyranny over them. <ul><li><a href="/wiki/Umar" title="Umar">Umar</a> as quoted in <i>Omar the Great : The Second Caliph Of Islam</i> (1962) by Muhammad Shibli Numani, Vol. 2, p. 33</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="V">V</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=19" title="Edit section: V"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li><a href="/wiki/Narcissism" title="Narcissism">Narcissism</a> is often the driving force behind the desire to obtain a leadership position. Perhaps individuals with strong narcissistic personality features are more willing to undertake the arduous process of attaining a position of power. <ul><li><a href="/wiki/Manfred_F.R._Kets_de_Vries" title="Manfred F.R. Kets de Vries">Manfred F.R. Kets de Vries</a> and Danny Miller. "Narcissism and leadership: An object relations perspective." <i>Human Relations</i> 38.6 (1985): 583-601</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="W">W</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=20" title="Edit section: W"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it's amazing what they can accomplish. <ul><li><a href="/wiki/Sam_Walton" title="Sam Walton">Sam Walton</a>, attributed, <i>The 101 Greatest Business Principles of All Time</i></li></ul></li></ul> <ul><li>In <a href="/wiki/Organizations" class="mw-redirect" title="Organizations">organizations</a>, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions. <ul><li><a href="/wiki/Margaret_Wheatley" title="Margaret Wheatley">Margaret Wheatley</a>, as quoted in <i>100 Ways to Motivate Yourself</i> (2004) by Steve Chandler, p. 123</li></ul></li></ul> <ul><li>A great nation is not led by a man who simply repeats the talk of the street-corners or the opinions of the <a href="/wiki/Newspapers" title="Newspapers">newspapers</a>. A nation is led by a man who hears more than those things; or who, rather, hearing those things, understands them better, unites them, puts them into a common meaning; speaks, not the rumors of the street, but a new principle for a new age; a man in whose ears the voices of the nation do not sound like the accidental and discordant notes that come from the voice of a mob, but concurrent and concordant like the united voices of a chorus, whose many meanings, spoken by melodious tongues, unite in his understanding in a single meaning and reveal to him a single vision, so that he can speak what no man else knows, the common meaning of the common voice. Such is the man who leads a great, free, democratic nation. <ul><li><a href="/wiki/Woodrow_Wilson" title="Woodrow Wilson">Woodrow Wilson</a>, president of Princeton, address, "Abraham Lincoln: A Man of the People", Chicago, Illinois (February 12, 1909); in Arthur S. Link, ed., <i>The Papers of Woodrow Wilson</i> (1975), vol. 19, p. 42</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="X">X</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=21" title="Edit section: X"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>If we were at war and wanted to choose a leader most capable of helping us to save ourselves and conquer the enemy, should we choose one whom we knew to be the slave of the belly, or of wine, or lust, or sleep? <ul><li><a href="/wiki/Xenophon" title="Xenophon">Xenophon</a>, <a href="/wiki/Socrates" title="Socrates">Socrates</a> in <i><a href="/wiki/Memorabilia" class="mw-redirect" title="Memorabilia">Memorabilia</a></i>, 1.5.1</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="Z">Z</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=22" title="Edit section: Z"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>Most leaders lack the discipline to do routine <a href="https://en.wikipedia.org/wiki/Risk_management" class="extiw" title="w:Risk management">risk-based</a> horizon scanning, and fewer still develop the requisite contingency plans. Even rarer is the leader who has the foresight to correctly identify the top threat far enough in advance to develop and implement those plans. <ul><li><a href="/wiki/Micah_Zenko" title="Micah Zenko">Micah Zenko</a>, <i><a rel="nofollow" class="external text" href="https://foreignpolicy.com/2020/03/25/coronavirus-worst-intelligence-failure-us-history-covid-19/">The coronavirus is the worst intelligence failure in US history</a></i>, 25 March 2020, <i><a href="https://en.wikipedia.org/wiki/Foreign_Policy" class="extiw" title="wikipedia:Foreign Policy">Foreign Policy</a></i></li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="Author_unknown">Author unknown</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=23" title="Edit section: Author unknown"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>Some citizens are so good that nothing a leader can do will make them better. Others are so incorrigible that nothing can be done to improve them. But the great bulk of the people go with the moral tide of the moment. The leader must help create that tide. <ul><li>Author unknown. Reported in <i>Respectfully Quoted: A Dictionary of Quotations</i> (1989) as attributed to a nineteenth century Japanese philosopher by John W. Gardner, as quoted by <a href="https://en.wikipedia.org/wiki/Edward_P._Morgan" class="extiw" title="wikipedia:Edward P. Morgan">Edward P. Morgan</a> in his syndicated column. <i><a href="https://en.wikipedia.org/wiki/The_Washington_Post" class="extiw" title="wikipedia:The Washington Post">The Washington Post</a></i> (September 29, 1970), p. A18</li></ul></li></ul> <div class="mw-heading mw-heading2"><h2 id="See_also">See also</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=24" title="Edit section: See also"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li><a href="/wiki/Ability" title="Ability">Ability</a></li> <li><a href="/wiki/Benevolence" title="Benevolence">Benevolence</a></li> <li><a href="/wiki/Competence" title="Competence">Competence</a></li> <li><a href="/wiki/Ethics" title="Ethics">Ethics</a></li> <li><a href="/wiki/Harmlessness" title="Harmlessness">Harmlessness</a></li> <li><a href="/wiki/Honesty" title="Honesty">Honesty</a></li> <li><a href="/wiki/Justice" title="Justice">Justice</a></li> <li><a href="/wiki/Karma" title="Karma">Law of cause and effect (Karma)</a></li> <li><a href="/wiki/Integrity" title="Integrity">Integrity</a></li> <li><a href="/wiki/Management" title="Management">Management</a></li> <li><a href="/wiki/Maslow%27s_hierarchy_of_needs" title="Maslow's hierarchy of needs">Maslow's hierarchy of needs</a></li> <li><a href="/wiki/Noblesse_oblige" title="Noblesse oblige">Noblesse oblige</a></li> <li><a href="/wiki/Respect" title="Respect">Respect</a></li> <li><a href="/wiki/Responsibility" title="Responsibility">Responsibility</a></li> <li><a href="/wiki/Virtue" title="Virtue">Virtue</a></li></ul> <div class="mw-heading mw-heading2"><h2 id="External_links">External links</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Leadership&action=edit&section=25" title="Edit section: External links"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li><a rel="nofollow" class="external text" href="https://emeritus.org/in/learn/what-is-leadership/">What is Leadership</a></li></ul> <div class="noprint" style="clear: right; border: solid #aaa 1px; margin: 0 0 1em 1em; font-size: 90%; background: #f9f9f9; width: 250px; padding: 4px; spacing: 0px; text-align: left; float: right;"> <div style="float: left;"><figure class="mw-halign-none" typeof="mw:File"><a href="/wiki/File:Wikipedia-logo-v2.svg" class="mw-file-description" title="Wikipedia"><img alt="Wikipedia" src="//upload.wikimedia.org/wikipedia/commons/thumb/8/80/Wikipedia-logo-v2.svg/50px-Wikipedia-logo-v2.svg.png" decoding="async" width="50" height="46" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/8/80/Wikipedia-logo-v2.svg/75px-Wikipedia-logo-v2.svg.png 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/8/80/Wikipedia-logo-v2.svg/100px-Wikipedia-logo-v2.svg.png 2x" data-file-width="103" data-file-height="94" /></a><figcaption>Wikipedia</figcaption></figure></div> <div style="margin-left: 60px;"><a href="/wiki/Wikipedia" title="Wikipedia">Wikipedia</a> has an article about: <div style="margin-left: 10px;"><i><b><a href="https://en.wikipedia.org/wiki/Leadership" class="extiw" title="wikipedia:Leadership">Leadership</a></b></i></div> </div> </div> <div class="noprint metadata" style="clear: right; 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