Gandhi Leadership Quotes

A Manifesto for Introverts 1. There's a word for 'people who are in their heads too much': thinkers. 2. Solitude is a catalyst for innovation. 3. The next generation of quiet kids can and must be raised to know their own strengths. 4. Sometimes it helps to be a pretend extrovert. There will always be time to be quiet later. 5. But in the long run, staying true to your temperament is key to finding work you love and work that matters. 6. One genuine new relationship is worth a fistful of business cards. 7. It's OK to cross the street to avoid making small talk. 8. 'Quiet leadership' is not an oxymoron. 9. Love is essential; gregariousness is optional. 10. 'In a gentle way, you can shake the world.' -Mahatma Gandhi

The history of the world is full of men who rose to leadership, by sheer force of self-confidence, bravery and tenacity.

King and Gandhi had found a way to use aggressive impulses to resist injustice without hurting others. Where did the aggression go? The answer, as King would later tell Poussaint, was this: into the courage needed to resist without fighting back physically...

I might be broke but I am not Broken

My life is circus

Do we create an impact to make money or de we make money to create an IMPACT ?

If your sad about your work then remember there are people who clean actual shit for a living

I am LIMITLESS not bent by the foundations of my own mind.I can create endless possibilities with the world as my canvas

India, created by collective leadership and built on principles of diversity and tolerance, has become a country addicted to debate; Pakistan,

...if we do not know how to defend ourselves, our women and our places of worship by force of suffering, i.e., nonviolence, we must, if we are men, be at least able to defend all these by fighting." (MLK) "...If given a choice between violent resistance and passive acceptance, King and Gandhi both accepted violence..." "...like violence, it [non-violent resistance] was aggressive, but it was spiritually, bot physically, so." "...At the same time the mind and the emotions are active, actively trying to persuade the opponent to change his ways and convince him that he is mistaken and to lift him to a higher level of existence.

My own view – speaking as a historian rather than citizen – is that as long as Pakistan exists there will be Hindu fundamentalists in India. In times of stability, or when the political leadership is firm, they will be marginal or on the defensive. In times of change, or when the political leadership is irresolute, they will be influential and assertive.

India had a very long independence movement. It started in 1886, [with] the first generation of Western-educated Indians. They were all liberals. They followed the Liberal Party in Britain, and they were very proud of their knowledge of parliamentary systems, parliamentary manners. They were big debaters. They [had], as it were, a long apprenticeship in training for being in power. Even when Gandhi made it a mass movement, the idea of elective representatives, elected working committees, elected leadership, all that stayed because basically Indians wanted to impress the British that they were going to be as good as the British were at running a parliamentary democracy. And that helped quite a lot.

Mandal vs Mandir The V.P. Singh government was the biggest casualty of this confrontation. Within the BJP and its mentor, the RSS, the debate on whether or not to oppose V.P. Singh and OBC reservations reached a high pitch. Inder Malhotra | 981 words It was a blunder on V.P. Singh’s part to announce his acceptance of the Mandal Commission’s report recommending 27 per cent reservations in government jobs for what are called Other Backward Classes but are, in fact, specified castes — economically well-off, politically powerful but socially and educationally backward — in such hot haste. He knew that the issue was highly controversial, deeply emotive and potentially explosive, which it proved to be instantly. But his top priority was to outsmart his former deputy and present adversary, Devi Lal. He even annoyed those whose support “from outside” was sustaining him in power. BJP leaders were peeved that they were informed of what was afoot practically at the last minute in a terse telephone call. What annoyed them even more was that the prime minister’s decision would divide Hindu society. The BJP’s ranks demanded that the plug be pulled on V.P. Singh but the top leadership advised restraint, because it was also important to keep the Congress out of power. The party leadership was aware of the electoral clout of the OBCs, who added up to 52 per cent of the population. As for Rajiv Gandhi, he was totally and vehemently opposed to the Mandal Commission and its report. He eloquently condemned V.P. Singh’s decision when it was eventually discussed in Parliament. This can be better understood in the perspective of the Mandal Commission’s history. Having acquired wealth during the Green Revolution and political power through elections, the OBCs realised that they had little share in the country’s administrative apparatus, especially in the higher rungs of the bureaucracy. So they started clamouring for reservations in government jobs. Throughout the Congress rule until 1977, this demand fell on deaf ears. It was the Janata government, headed by Morarji Desai, that appointed the Mandal Commission in 1978. Ironically, by the time the commission submitted its report, the Janata was history and Indira Gandhi was back in power. She quietly consigned the document to the deep freeze. In Rajiv’s time, one of his cabinet ministers, Shiv Shanker, once asked about the Mandal report.

This book is really about the making of a great leader. In my own research and writings over many decades, I have concluded the following about leadership: You can neither manufacture nor can you buy leadership. You must earn it. Great leaders are great doers. They have a knack of organizing and inspiring the followers. Sometimes, they even generate cult-like loyalty. When the followers are ready, the leaders show up. Therefore, in times of crisis, uncertainty and chronic dissatisfaction, unexpected people become leaders. This was the case with Nelson Mandela, Martin Luther King, Mahatma Gandhi, and Sardar Vallabhbhai Patel. In short, ordinary people become extraordinary leaders. Great leaders are driven by purpose and passion. They derive boundless energy from their purpose and passion. To them, leadership is all about people. Management is all about grit and determination. Great leaders not only promise the future but deliver it. Great leaders are great architects. Like good architects, they imagine building something unique, enduring, and inspiring. Examples include the Pyramids, the ancient temples, churches and mosques; more recently, the Opera House in Sydney; the Olympic Stadium (Bird’s Nest) in Beijing; and Putrajaya, the new capital of Malaysia. There are three universal qualities of all great leaders: passion, caring, and capability. This is also true of great teachers.

A leader is solution oriented and a philosopher is problem oriented.

Mahatma Gandhi said, “The best way to find yourself is to lose yourself in the service of others.

India—the land of Buddha, Mahavir, Ashoka and Gandhi—imagines itself to be a civilization rooted in non-violence. But the fact that these great apostles of peace belong to India only accentuates the terror that has blighted this land for centuries. Unfortunately, the history, geography, composition and reality of Indian society make terrorist violence almost inevitable. This would be true of any society with similar characteristics—a hugely diverse population that is riven with divisions and inequities. And it is our misfortune that we have rarely been blessed with a strong, non-partisan, non-sectarian leadership that can keep turbulence in check.

After Sonia Gandhi-led UPA came to power with the support of Left parties in 2004, NDTV’s golden days started. NDTV became a go between Congress leadership and its Left partners. Money started pumping in NDTV from tax havens, violating all norms of Finance Ministry during P Chidambaram’s tenure. Padma Shri awards were granted to Barkha Dutt and Rajdeep Sardesai though NDTV was one of the originators of paid journalism; especially during the 10-year long Congress regime and was at last exposed in the Niira Radia tapes.

NDTV was attracting several investors during the UPA regime. Mukesh Ambani and Naveen Jindal’s father in law’s Oswal Group were funding NDTV. Niira Radia tapes tell us that she brought Mukesh Ambani to NDTV. One must remember that these were the days of 2G, Coal, Krishna Godavari (KG) Basin scams[8] under the leadership of Sonia Gandhi. NDTV was accepting money from all the culprits in the scams. Now it is found that NDTV even had a money trail of $40 million from Malaysia’s Maxis Group which was illegally allowed to take over Aircel mobile phone operator by Sonia Gandhi’s Finance Minister P Chidambaram in 2006[9]

Great Leadership is known only when it goes missing 12 Mar 1930 Dandi March celebrated as Amrit Mahotsav

Lincoln, Susan B. Anthony, Gandhi, King, Havel, Mandela, and many other memorable leaders have found in righteous indignation the psychological edge they needed to endure years of doubt and trial. However, such an emotion is not something everyone can control, and it has, when unleashed, enough destructive energy to turn grand potential to failure.

Gandhi, who assumed leadership of the nationalist movement several years after Aurobindo's withdrawal from politics, he was more deeply committed to the liberation of Indian consciousness than to political independence.

Afterward a reporter asked Gandhi’s assistant, Mahadev Desai, how the Indian statesman had been able to deliver such a speech without any notes. “You don’t understand Gandhi,” Desai responded. “You see, what he thinks is what he feels. What he feels is what he says. What he says is what he does. What Gandhi feels, what he thinks, what he says, and what he does are all the same. He does not need notes.

Rajput forces resisting them did not lack ‘in numbers’ or ‘the martial spirit’, but evidently they were ‘inferior in terms of organization and leadership…and did not have a unified command’.

In March 1748, different Sikh jathas or groups agreed to form a Dal Khalsa, an army of the Singhs, under the leadership of another Jassa Singh—Jassa Singh Ahluwalia81—who advanced the idea that the Khalsa should one day govern Punjab.

Many of the battles these women fought are still relevant. Almost thirty years ago, Antonia Fraser, in her groundbreaking book Boadicea’s Chariot, traced the line of ‘warrior queens’ from the ancient world to the Iron Lady. She identified several tropes of female leadership-the Chaste Syndrome and the Voracity Syndrome, the role of a woman as Holy (Armed) Figurehead or Peacemaker-and traced them from Celtic mythology and the Roman Empire to the female leaders of her own day: Golda Meir, Margaret Thatcher, Indira Gandhi.

Gandhi made virtues out of necessities. For instance, he

GANDHI WOULD LEARN, however, that empathy had its limits, an insight previously reached by the psychiatrist/philosopher Karl Jaspers, famous for making empathy central to his thinking. Jaspers boldly resisted Nazism and was one of the few prominent anti-Nazi philosophers who stayed in Germany after Hitler took power. In both his psychiatric and political experience, Jaspers discovered the limits of empathy. In psychiatry, he found that the inability to empathize was a sign of psychosis, the loss of touch with reality that characterizes bizarre delusions or hallucinations. The psychotic’s inability to empathize with others is mirrored by our inability to empathize with his delusions. If you firmly believe that your entrails are being invaded by Martians, no matter how much I try to understand your life and feelings and thoughts, I cannot make sense of—or empathize with—your delusion. Just as Jaspers argued that there are limits to empathy in psychiatry, he found that he could not empathize with the Nazi evil; it was the political equivalent of a delusion—a pure falsehood with which he could not conceivably empathize. His discovery would be repeated by Gandhi’s experience during the last decade of his life, and, initially, with the same challenge: Adolf Hitler.

As with Martin Luther King, Gandhi’s nonviolent method sought to achieve psychological, not just political, ends.

I believe that Gandhi’s letters to Hitler should be read psychologically. While they were naïve politically, they reflected a deep psychological commitment to a politics of radical empathy. The failure of this radical politics with Hitler does not negate the method; it merely suggests that, in politics as in psychiatry, empathy has its limits. GANDHI WOULD SOON SEE these limits within India itself.

Mahatma Gandhi and Martin Luther King are the bookends of depressive activism, the innovators of a new politics of radical empathy that didn’t exist before Gandhi and hasn’t persisted after King. Though their countries and the world remain deeply influenced by their legacies, neither India nor the United States could now be said to exemplify the nonviolent ideals of these men. Their politics of radical empathy could not be maintained by leaders who lacked their vision—and their illness. They both attempted suicide as teenagers, endured at least one depressive episode in midlife, and suffered a very severe depressive episode in their final years, before they were killed. They each pushed the politics of empathy to its limits, and found their followers—the mass of normal humankind—unable to keep up with them. Each man is now sanctified in the public mind, but few of us really appreciate them for who they were, for their weaknesses as well as their strengths, for the rejection they faced during their lives, and the depression they repeatedly endured and—in their empathy for others’ suffering—ultimately overcame.

General Sherman and cable entrepreneur Ted Turner exemplify how the symptoms of bipolar disorder can enhance creativity. The careers of Abraham Lincoln and Winston Churchill show the special relationship between depression and realism. So too do Mahatma Gandhi and Martin Luther King Jr.; their lives also highlight the strong link between depression and empathy.

Leader is someone whose courage everyone (in the crowd) wears

The moment there is suspicion about a person's motives, everything he does becomes tainted. - Mahatma Gandhi