Leadership is a matter of how to be - not how to do it.

Leadership is about vision and responsibility, not power.

Basically, to lead without a title is to derive your power within the organisation not from your position but from your competence, effectiveness, relationships, excellence, innovation and ethics.

Leadership is, among other things, the ability to inflict pain and get away with it - short-term pain for long-term gain.

Leadership cannot really be taught. It can only be learned.

Leadership is the capacity to translate vision into reality.

I fell in love with the topic of leadership. For three decades, that has been a major focus of my hands-on work: listening to and working with leaders, their teams and their organizations.

The first myth of management is that it exists. The second myth of management is that success equals skill.

Leaders establish the vision for the future and set the strategy for getting there.

I believe that the capacity that any organisation needs is for leadership to appear anywhere it is needed, when it is needed.

Leadership is particularly necessary to ensure ready acceptance of the unfamiliar and that which is contrary to tradition.

Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.

The true measure of the value of any business leader and manager is performance.

Divorced from ethics, leadership is reduced to management and politics to mere technique.

Leadership - mobilization toward a common goal.

I think that in any group activity - whether it be business, sports, or family - there has to be leadership or it won't be successful.

In the past a leader was a boss. Today's leaders must be partners with their people... they no longer can lead solely based on positional power.

Management is about arranging and telling. Leadership is about nurturing and enhancing.

Leadership is a mindset that shifts from being a victim to creating results. Any one of us can demonstrate leadership in our work and within our lives.

Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders.

Leadership is practiced not so much in words as in attitude and in actions.

Leadership demands that we make tough choices.

I think the most important leadership lessons I've learned have to do with understanding the context in which you are leading. Universities are places with enormously distributed authority and many different sorts of constituencies, all of whom have a stake in that institution.

Leadership is the capacity to translate vision into reality.

Leadership is one of the things I really strive to excel in in my life.

Overall, the challenge of leadership is both moral and one of developing the characteristics that make us respected by one another.

A titled leader relies heavily on positional power to get things done; a natural leader is able to mobilize others without the whip of formal authority.

In politics, as in business, leadership is crucial.

A manager is responsible for the application and performance of knowledge.

There is a new model of leadership in the world that rides on the premise that every single person in the organisation can be a leader. Titles are important for structure and order, but real power does not come from titles.

An important part of leadership is being able to hold two things in your mind at once: Dealing with the reality, whatever it may be, and focus on hope for the future. Any leader helping an organization through challenges needs to be able to do both.

Management is doing things right; leadership is doing the right things.

Showing leadership doesn't mean every employee will run the organization; that would lead to chaos. Businesses do need someone to set the vision and then lead the team to it.

I'm sad to report that in the past few years, ever since uncertainty became our insistent 21st century companion, leadership has taken a great leap backwards to the familiar territory of command and control.

Good leaders must communicate vision clearly, creatively, and continually. However, the vision doesn't come alive until the leader models it.

Good leadership consists of showing average people how to do the work of superior people.

I think leadership is service and there is power in that giving: to help people, to inspire and motivate them to reach their fullest potential.

Agility is fundamental to leading a team through times of change.

Effective leadership is putting first things first. Effective management is discipline, carrying it out.

My sports were team sports: ice hockey and baseball. The whole team dynamic is similar in business. Leadership is earned - the captain earns that role; it's not because he's the coach's son. These are all things we know, but in today's world, it's not a bad idea to remind ourselves.

Leadership appears to be the art of getting others to want to do something you are convinced should be done.

Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.

Leadership has become a heavy industry. Concern and interest about leadership development is no longer an American phenomenon. It is truly global. Though I will probably be in less demand, I wanted to move on.

Success in management requires learning as fast as the world is changing.

Good management consists in showing average people how to do the work of superior people.

Don't manage - lead change before you have to.

Leadership means forming a team and working toward common objectives that are tied to time, metrics, and resources.

The signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict?

Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them.

Leadership and learning are indispensable to each other.

Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.

Servant leadership is the foundation and the secret of Sam Walton's ability to achieve team synergy.

Leadership experts and the public alike extol the virtues of transformational leaders - those who set out bold objectives and take risks to change the world. We tend to downplay 'transactional' leaders, whose goals are more modest, as mere managers.

And I'd say one of the great lessons I've learned over the past couple of decades, from a management perspective, is that really when you come down to it, it really is all about people and all about leadership.

Leadership - leadership is about taking responsibility, not making excuses.

Leaders must be close enough to relate to others, but far enough ahead to motivate them.

Leadership is more about clarity than it is about control.

Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.

A leadership culture is one where everyone thinks like an owner, a CEO or a managing director. It's one where everyone is entrepreneurial and proactive.

Leadership is influence.

Leadership is hard. It's a skill. It's a technique.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

The most important ingredient for the success of any company is the quality of its people, starting with its leadership team.

True leadership lies in guiding others to success. In ensuring that everyone is performing at their best, doing the work they are pledged to do and doing it well.