No man can exercise vigorous leadership who lacks the gift of transmitting thought.—Clarence B. Randall, "The Myth of the Wicked Politician," Dun's Review
The strong leader can be popular in a general way but he has few, if any, really close friends. He understands his subordinates but cannot be clearly understood by them. His position tends to isolate him. In general he is a "father image" to his subordinates and they admire, respect, fear or hate him as dictated by their childhood patterns.—Jack S. Staehle
Little Mary arrived home one day with a mongrel female dog. She thought the animal was beautiful, but try as she might, she couldn't persuade her mother to keep the dog.
The climax of the debate came one day a week later When Mary arrived home from school, she found the dog running about the yard, closely followed by a pack of male dogs.
Mary, her eyes shining with pride, ran into the house. "Mommy," she called, "come to the window Our dog is just a natural born leader."—Journal of the American Medical Association
An anatomy of leadership: Princes, Heroes, and Supermen is a significant book in an unheroic age. It is a description and critical appraisal of contemporary concepts and behavioral patterns of leadership. The author, Eugene E. Jennings, defines three main types of leaders: "princes," or men driven to dominate others, "heroes," or men wholly dedicated to noble causes, and "supermen," or iron-willed individuals who destroy old values and create new ones. All great leaders combine these characteristics.
"Nothing is as difficult to explain as the knack of leadership," says Ludwig Hause. "But it's very easy to demonstrate. Place a 6-inch piece of string on top of your desk. Take hold of the back end of that string, and try to push it across the top of the desk. No luck? Now grab the front end and pull it. That's leadership!"—Horizons
People will follow your footsteps more readily than they follow your advice.—Survey Bulletin
A good leader inspires other men with confidence in him; a great leader inspires them with confidence in themselves.—Origin Unknown
The ability to keep a cool head in an emergency, maintain poise in the midst of excitement, and to refuse to be stampeded are true marks of leadership.—R. Shannon, Illinois Medical Journal
"The normal person," says a learned psychologist, "is also a mediocre person." Organizations, unfortunately, tend to select their leaders from men who think alike and act alike, according to the pattern of normality. "If we persist in penalizing people," he warns, "for having more than their share of intelligence, imagination, and energy—because they don't conform to the norm—we'll wind up with a group of happy nonentities for leaders."—Phoenix Flame
He who cannot lead and will not follow, at least makes a dandy road block.—Nuggets
Every great leader has had excellent reason to fulminate about the recalcitrance and stupidity of man.—John W. Campbell in Independents Star Magazine
The chief responsibility of an executive is to set up targets at which to shoot.—Thoughts for Today
Six centuries before Christ there lived a wise Chinese philosopher who gave us these three precious principles of leadership. As you read the pages of history you will find that the greatest men followed these simple principles. "I have three precious things which I cherish and prize," said the sage. "The first is gentleness, the second is frugality, and the third is humility. Be gentle and you may be bold; be frugal and you may be liberal; avoid putting yourself above others and you may become a leader."—Supervision
It was obvious he was cut out to be a leader. He was just sewed up wrong.
All great leaders have deliberated with caution but acted with decision and promptness.—Royal Bank of Canada Monthly Letter