Inspirational Organizational Leadership Quotes

Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.

Why fear feedback? Why stigmatize failure in the workplace when it’s bringing you closer to achieving your organizational goals.

Authentic leaders inspire us to engage with each other in powerful dreams that make the impossible possible. We are called on to persevere despite failure and pursue a purpose beyond the paycheck. This is at the core of innovation. It requires aligning the dreams of each individual to the broader dream of the organization.

We need leadership books that offer information as well as inspiration. Pop leadership is one of the most destructive forces today.

There is absolutely nothing more important than the organizational level of leadership. Nothing.

Being a leader doesn’t mean you have people reporting to you on an organizational chart—leadership is about inspiring and motivating those around you. A good leader affects a team’s ability to deliver code, architect good systems, and apply Lean principles to how the team manages its work and develops products. All of these have a measurable impact on an organization’s profitability, productivity, and market share.

Leadership is more than a job title: It can and does exist at every organizational level.

As leaders strive to be more authentic, they not only elevate their own leadership but also inspire authenticity within their teams, creating a ripple effect that can drive organizational success and create a legacy of positive influence.

Leading is about people and their wellbeing the first foundation to the organisations wellbeing.

Entrepreneurs who succeed in employing and promoting the right people for the work within their business and in establishing an appropriate corporate organizational surrounding create the conditions for healthy growth.

So many leaders are bound by a contract to lead when it should be bound by your choice to lead.

If you want a true Strategic Plan you must create and maintain a supportive, inspiring, forward-thinking Culture; the reverse is also true.

The most powerful features of an organizational culture are trust and respect.

Being a leader doesn’t mean you have people reporting to you on an organizational chart—leadership is about inspiring and motivating those around you.

Service journalists. That's how an editor-in-chief described us to a roomful of corporate communicators. We are, he said, purveyors of ideas, of information and inspiration through writing intended to produce a positive response. Call what we do, then, action journalism. Transcending the mere delivery of information, it is writing with the expectation that our readers will act as a result of reading our words. And because of what we expect from them as a result of our efforts, a huge difference separates our kind of writing from the standard journalist's. They report and analyze. We report and advocate. They help sell newspapers and magazines. We help achieve organizational goals by influencing action. We create and enhance employee, shareholder, and customer confidence, build faith in corporate leadership, pride in its products. We heighten employee morale, foster belief in our company's intrinsic worth and trust in its mission. Ours is journalism with a definite slant, specific points of view, ulterior motives, particular objectives, all tilted toward the company, institution, association, or agency employing us.

Whether a chief executive officer (CEO) is applying the practices to build an organizational vision or an employee is helping a colleague resolve a problem, anyone at any organizational level can leverage leadership practices.

Future strong is as focused on the success of every individual as it is on organizational success — creating an environment where people can achieve their dreams and full potential.

Transformational leadership means leaders inspiring and motivating followers to achieve higher performance by appealing to their values and sense of purpose, facilitating wide-scale organizational change. Such leaders encourage their teams to work toward a common goal through their vision, values, communication, example-setting, and their evident caring about their followers’ personal needs.

Management by objective (MBO) which means purposeful leadership to achieve a strategic objective is one of the keys to successful airline management. MBO is also referred to as Management by Results – MBR. This is a system where subordinates coordinate with their superiors to achieve the desired objective. Under this principle, the goals of the organization are linked to employee goals. Management objectives are made to meet operational objectives. And both management and operational objectives are made to achieve organizational long-term objectives. Organisational objectives are linked to the vision and mission of the organisation. The team is made aware of the achievable goals of the organization and unified effort is exerted in that direction; on the other hand, the employee whose performance is noteworthy will be rewarded by the organization. This builds a transparent and clean work culture on one hand and the other unclogs communication blocks.

Following the practice of the times, the grand princes and, later, the kings of Poland acquired the right of patronage; that is, they could appoint Orthodox bishops and even the metropolitan himself. Thus, the crucial issue of the leadership of the Orthodox faithful was left in the hands of secular rulers of another, increasingly antagonistic, church… The results were disastrous. With lay authorities capable of appointing bishops, the metropolitan's authority was undermined. And with every bishop acting as a law unto himself, the organizational discipline of the Orthodox church deteriorated rapidly. Even more deleterious was the corruption that lay patronage engendered… Under the circumstances, Orthodoxy's cultural contributions were limited. Schools, once one of the church's most attractive features, were neglected. Unqualified teachers barely succeeded in familiarizing their pupils with the rudiments of reading, writing, and Holy Scriptures. The curriculum of the schools had changed little since medieval times. The fall of Constantinople to the Ottomans in 1453 added to the intellectual and cultural stagnation by depriving the Orthodox of their most advanced and inspiring model. Lacking both external and internal stimuli, Orthodox culture slipped into ritualism, parochialism, and decay. The Poles, meanwhile, were enjoying a period of cultural growth and vitality. Benefiting from the West's prodigious outbursts of creative energy, they experienced the Renaissance with its stimulating reorientation of thought.

What is right is more important than who is right. Craving to be always right erodes the stature of a leader.

But for all that American industrial brawn and organizational ability could do, for all that the British and Canadians and other allies could contribute, for all the plans and preparations, for all the brilliance of the deception scheme, for all the inspired leadership, in the end success or failure in Operation Overlord came down to a relatively small number of junior officers, noncoms, and privates or seamen in the American, British, and Canadian armies, navies, air forces, and coast guards. If the paratroopers and gliderborne troops cowered behind hedgerows or hid out in barns rather than actively seek out the enemy; if the coxswains did not drive their landing craft ashore but instead, out of fear of enemy fire, dropped the ramps in too-deep water; if the men at the beaches dug in behind the seawall; if the noncoms and junior officers failed to lead their men up and over the seawall to move inland in the face of enemy fire—why, then, the most thoroughly planned offensive in military history, an offensive supported by incredible amounts of naval firepower, bombs, and rockets, would fail.

the facilitator’s role shifts from a coach who helps a team uncover and analyze “what is”—a left-brain activity—to a coach who inspires a team to innovate and design “what could be”—a right-brain activity. Skilled facilitators can easily shift between these two roles.

the facilitator's role shifts from a coach who helps a team uncover and analyze "What is"-a left-brain activity-to a coach who inspires a team to innovate and design "what could be"-a right-brain activity.

The ideology of leadership and management that underpins large-scale human organizations today is as limiting to organizational success as the ideology of feudalism was limiting to economic success in the sixteenth and seventeenth centuries.

I have been a member of and inspected dozens of commands in my military tenure. Unit morale is always readily detectable. Morale posts itself front and center to experienced organizational leaders and fresh recruits alike. Does that have anything to do with a unit's inherent limitations? Absolutely not. Those units are comprised of personnel cut from the same cloth as those of others. The difference is inspired leadership. It takes inspired executive leadership to foster healthy organizational cultures. Too often, leadership is assumed rather than considered. Implied rather than piloted. It takes thoughtful communication to develop the potential of those under one's charge. Organizational climates require molding, lest unhealthy ones smolder unchecked. Leadership properly executed is a calculated act. There are thousands of ways to skin this cat, but one certainty is that the skinning should be surgical.

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