Partial Leadership Quotes

The quality of a Municipal Bond is partially determined by the quality of leadership responsible for the municipality.

When leaders confront you, allow them. When leaders criticize you, permit them. When leaders annoy you, tolerate them. When leaders oppose you, debate them. When leaders provoke you, challenge them. When leaders encourage you, appreciate them. When leaders protect you, value them. When leaders help you, cherish them. When leaders guide you, treasure them. When leaders inspire you, revere them. When leaders fail you, pardon them. When leaders disappoint you, forgive them. When leaders exploit you, defy them. When leaders abandon you, disregard them. When leaders betray you, discipline them. When leaders regard you, acknowledge them. When leaders accommodate you, embrace them. When leaders favor you, esteem them. When leaders bless you, honor them. When leaders reward you, promote them. When your leaders are weak, uphold them. When your leaders are discouraged, comfort them. When your leaders are disappointed, strengthen them. When your leaders are defeated, encourage them. When your leaders are dejected, revitalize them. When your leaders are strong, approve them. When your leaders are brave, applaud them. When your leaders are determined, extol them. When your leaders are persevering, endorse them. When your leaders are fierce, exalt them. When your leaders are abusive, rebuke them. When your leaders are manipulative, chastise them. When your leaders are corrupt, punish them. When your leaders are evil, imprison them. When your leaders are tyrannical, overthrow them. When your leaders are considerate, receive them. When your leaders are compassionate, welcome them. When your leaders are appreciative, love them. When your leaders are generous, praise them. When your leaders are kind, venerate them. When your leaders are clever, keep them. When your leaders are prudent, trust them. When your leaders are shrewd, observe them. When your leaders are wise, believe them. When your leaders are enlightened, follow them. When your leaders are naive, caution them. When your leaders are shallow, teach them. When your leaders are unschooled, educate them. When your leaders are stupid, impeach them. When your leaders are foolish, depose them. When your leaders are able, empower them. When your leaders are open, engage them. When your leaders are honest, support them. When your leaders are impartial, respect them. When your leaders are noble, serve them. When your leaders are incompetent, train them. When your leaders are unqualified, develop them. When your leaders are dishonest, admonish them. When your leaders are partial, demote them. When your leaders are useless, remove them.

It's evident that with Beethoven the Romantic Revolution had already begun, bringing with it the new Artist, the artist as Priest and Prophet. This new creator had a new self-image: he felt himself possessed of divine rights, of almost Napoleonic powers and liberties — especially the liberty to break rules and make new ones, to invent new forms and concepts, all in the name of greater expressivity. His mission was to lead the way to a new aesthetic world, confident that history would follow his inspirational leadership. And so there exploded onto the scene Byron, Jean Paul, Delacroix, Victor Hugo, E. T. A. Hoffmann, Schumann, Chopin, Berlioz — all proclaiming new freedoms. Where music was concerned, the new freedoms affected formal structures, harmonic procedures, instrumental color, melody, rhythm — all of these were part of a new expanding universe, at the center of which lay the artist's personal passions. From the purely phonological point of view, the most striking of these freedoms was the new chromaticism, now employing a vastly enriched palette, and bringing with it the concomitant enrichment of ambiguity. The air was now filled with volcanic, chromatic sparks. More and more the upper partials of the harmonic series were taking on an independence of their own, playing hide-and-seek with their sober diatonic elders, like defiant youngsters in the heyday of revolt.

The most intriguing correlations obtained by the Minnesota study were also among the most unexpected. Social and political attitudes between twins reared apart were just as concordant as those between twins reared together: liberals clustered with liberals, and orthodoxy was twinned with orthodoxy. Religiosity and faith were also strikingly concordant: twins were either both faithful or both nonreligious. Traditionalism, or “willingness to yield to authority,” was significantly correlated. So were characteristics such as “assertiveness, drive for leadership, and a taste for attention.” Other studies on identical twins continued to deepen the effect of genes on human personality and behavior. Novelty seeking and impulsiveness were found to have striking degrees of correlation. Experiences that one might have imagined as intensely personal were, in fact, shared between twins. “Empathy, altruism, sense of equity, love, trust, music, economic behavior, and even politics are partially hardwired.” As one startled observer wrote, “A surprisingly high genetic component was found in the ability to be enthralled by an esthetic experience such as listening to a symphonic concert.” Separated by geographic and economic continents, when two brothers, estranged at birth, were brought to tears by the same Chopin nocturne at night, they seemed to be responding to some subtle, common chord struck by their genomes.

Can you give us some examples of the intangible benefits being conveyed by a salesperson? Absolutely. Here’s a partial list of some of the things you might bring to the table in a sale: • Integrity • Honesty • Thought leadership • Competence • Confidence • Capability • Responsiveness • Accountability • Follow-through • Comfort level • Humility • Attitude • Vision • Being forthright • Humor • Knowledge • Experience • Expertise • Understanding • Empathy • Caring …just to name a few. Of course, I can keep going. A successful rep is also hardworking, diligent, well prepared, credible, purposeful, professional, relevant, and customer focused, rather than self-serving. Are these intangible benefits important in the strategic sales process? You bet they are! In fact, your ability to convey many of these qualities in a short period of time is likely to be the difference between gaining the customer’s trust or losing the sale. The challenge for sellers is knowing how to convey this much intangible value without trying to personally claim it.

The state leadership and the Jewish Agency feared for Israel’s character as a European pioneering society if Oriental immigration was to continue unchecked. The expected demographic change that would result from mass immigration from Oriental countries was at the heart of this fear. Such preoccupations were enhanced by the fact that, following the destruction of most of European Jewry, North Africa had become the main reservoir for new immigrants.107 As Yaron Tsur argues, this fear was partially material for the political decision makers. The Labor establishment was afraid that the new immigrants would strengthen the ranks of the Revisionist opposition.108 Yet fear of Levantinization was not simply a matter of quantitative aspects of Mizrachi immigration; it was also associated with qualitative aspects of what Ashkenazi officials imagined to be a “Levantine” way of life. In closed forums, they quite openly discussed the anticipated negative consequences for Israeli state building. During the discussions regarding selection guidelines for 1953, Giora Josephthal, the head of the Klitah (Absorption) Department of the Jewish Agency, stated, for instance: “I say that this land is in danger, its ethical and social existence are in danger because of this Aliyah [from Oriental countries]. . . . They say that life in Israel will obtain a Levantine character, I am convinced that some of us are already afraid of the immigrants.

Solomon’s temple lasted about 380 years, occasionally falling into disrepair. Destroyed by Babylon’s King Nebuchadnezzar, it was partially rebuilt under the leadership of Ezra and Nehemiah and then reconstructed by King Herod in Jesus’ day. Jesus walked in the temple on “Solomon’s Porch.” The early church met on the temple grounds, Peter preached there, and Ananias and Sapphira probably died there (see Acts 5). Currently the temple site is occupied by a Muslim mosque.

It is much easier to evaluate perfect rather than partial results.

Adaptive leadership is about developing capabilities that include both deep analysis and broad environmental scanning. It isn’t that reductive analysis has been fruitless - it has simply been a partial answer that has too often been treated as the final word. Demanding environments are proving the inadequacy of reductive thinking. We live and lead in settings that are deeply connected, highly populated and therefore complex. And in navigating this landscape, straight lines aren’t possible.

It was as though most managers in the world were primarily interested either in results or in people. The managers who were interested in results often seemed to be labeled "autocratic," while the managers interested in people were often labeled "democratic." The young man thought each of these managers — the "tough" autocrat and the "nice" democrat — were only partially effective. "It's like being half a manager," he thought.

Since the fall of Kiev in 1240, the western lands of Galicia and Volhynia had served as the stage for major developments in Ukrainian history. However, by the end of the i6th century, the focus of events shifted back to the east, to the lands of the Dnieper basin that had long been partially depopulated. In that vast frontier, which at that time was specifically referred to as Ukraina - the land on the periphery of the civilized world - the age-old struggle of the sedentary population against the nomads flared up with renewed intensity, fueled by the bitter confrontation between Christianity and Islam. The oppressive conditions that obtained in the settled western areas provided numerous recruits who preferred the dangers of frontier life to serfdom. As a result, a new class of Cossack-frontiersmen emerged. Initially, the Cossacks concentrated on pushing back the Tatars, thereby opening up the frontier to colonization. But as they honed their military and organizational skills and won ever more impressive victories against the Tatars and their Ottoman Turkish over lords, Ukrainian society came to perceive the Cossacks not only as champions against the Muslim threat, but also as defenders against the religion, national and socioeconomic oppression of the Polish szlachta. Gradually, moving to the forefront of Ukrainian society, the Cossacks became heavily involved in the resolution of these central issues in Ukrainian life and, for the next several centuries, provided Ukrainian society with the leadership it had lost as a result of the Polonization of the Ukrainian nobility.

Many nationalist authoritarian regimes have some of the characteristics of fascism, just as all Communist regimes have had and still have some of the characteristics of Fascism. These features include: 1.​Permanent nationalistic one-party authoritarianism, neither temporary nor a real prelude to internationalism. 2.​The charismatic leadership principle, incorporated by many different kinds of regimes. 3.​The search for a synthetic ethnicist ideology, distinct from liberalism and Marxism. 4.​An authoritarian state system and political economy of corporatism or partial socialism, more limited and pluralist than the Communist model. 5.​The philosophical principle of voluntarist activism, unbounded by any philosophical determinism.

The virtually static trench fronts tied down millions for months on end, creating a new collective consciousness of a separate society, a warrior group partially isolated from the rest of the nation and from normal experiences, bonded by a prolonged camaraderie and a new sense of collective identity, a consciousness made more deep and lasting by common suffering and self-sacrifice. This sense of collective identity and mission would survive the war and help to create a new sense of nationalist identity, mission, and purpose among many veterans. It produced the sense of a perceived new “civilian military class” that would play a special role of militance and leadership in postwar nationalism, and in the political endeavors of the 1920s and 1930s. It made concepts of “blood socialism” and “trenchocracy” valid in the thinking of hundreds of thousands of veterans.

VPs of Administration and Finance represent the interests of that business vertical. They are also strongly partial to the systems used by that business vertical. For example, within a medical university, they cannot be expected to also represent marketing; advancement; communications; business development; client relations; disease control; provost; faculty; student life; or other departments. Think about your enterprise: How can the person overseeing finance be impartial or well-informed across all your departments? Under many organizations' reporting structures, the CIO is expected to develop relationships with these other business verticals, but since they report to the CFO they are excluded from the very cabinet meetings where leaders congregate. Even when CIOs are invited, they are not considered of equal rank -- because they are not. Everyone views the CFO as the final authority for IT decisions, leading to some serious problems. In these organizations, finance drives strategy instead of strategy driving finance. IT is seen as a cost center and there is a perennial pressure to cut costs and reduce expenditures -- often at the detriment of strategy. Cybersecurity may be non-existent in these organizations. Setting appropriate salaries for CIOs and people reporting to the CIOs becomes impossible.

practical enterprise, engineering is hugely dependent on honestly facing the hard data. If you pursue your own personal “truth,” or if you settle for a partial or parochial truth, or if you deny the truth because it’s awkward or inconvenient, your bridge falls down.

EMBODY THE VALUES To live in a fashion consistent with your stated values. The principle behind the practice: More of leadership is caught rather than taught. In other words, people watch the leader and learn from his or her example. Single-word focus: Credibility Key Questions • What values or beliefs do I want to drive the behavior of my organization? • How can I communicate these values? • Which of these values do I most consistently model? • Which of these values do I need to work on? • What are my actions communicating? Caution: If the leader doesn’t embody the values, the trust of his or her followers will erode, and ultimately the leader will forfeit the opportunity to lead. Food for Thought • What have I learned about leadership during this journey? • Why does it matter? • What do I do with all that I’ve learned? • What am I willing to do today to improve my leadership? • What one thing can I put into practice this week? • Who can I ask to help me? THE ULTIMATE QUESTION Am I a serving leader or a self-serving leader? Self-Assessment Are You a Serving Leader? Rate each statement using the following scale: 5 = Completely agree 4 = Partially agree 3 = Neither agree nor disagree

This is due partially, I think, to the Democratic Party’s more or-less official response to its waning fortunes. The Democratic Leadership Council (DLC), the organization that produced such figures as Bill Clinton, Al Gore, Joe Lieberman, and Terry McAuliffe, has long been pushing the party to forget blue-collar voters and concentrate instead on recruiting affluent, white-collar professionals who are liberal on social issues.

The Saudi religious establishment is almost exclusively Wahhabi and, in addition to the Al al-Sheikh, has its own partially hereditary leadership elite. Its senior ranks are nearly all Nejdis, and often come from a religious aristocracy that is every bit as real as its royal or tribal counterparts.

Whether in basketball or business, you must be able to perform all aspects of your job, not just part of it. You must be able to “get open” and “shoot.” One without the other makes you a partial performer, someone who can be replaced because your skills are incomplete.

When leaders confront you, allow them. When leaders criticize you, permit them. When leaders annoy you, tolerate them. When leaders oppose you, debate them. When leaders provoke you, challenge them. When leaders encourage you, appreciate them. When leaders protect you, value them. When leaders help you, cherish them. When leaders guide you, treasure them. When leaders inspire you, revere them. When leaders fail you, pardon them. When leaders disappoint you, forgive them. When leaders exploit you, defy them. When leaders abandon you, disregard them. When leaders betray you, discipline them. When leaders regard you, acknowledge them. When leaders accommodate you, embrace them. When leaders favor you, esteem them. When leaders bless you, honor them. When leaders reward you, promote them. When your leaders are weak, uphold them. When your leaders are discouraged, comfort them. When your leaders are disappointed, strengthen them. When your leaders are defeated, encourage them. When your leaders are dejected, revitalize them. When your leaders are strong, approve them. When your leaders are brave, applaud them. When your leaders are determined, extol them. When your leaders are persevering, endorse them. When your leaders are fierce, exalt them. When your leaders are abusive, rebuke them. When your leaders are manipulative, chastise them. When your leaders are corrupt, punish them. When your leaders are evil, imprison them. When your leaders are tyrannical, overthrow them. When your leaders are considerate, receive them. When your leaders are compassionate, welcome them. When your leaders are appreciative, love them. When your leaders are generous, praise them. When your leaders are kind, venerate them. When your leaders are clever, keep them. When your leaders are prudent, trust them. When your leaders are shrewd, observe them. When your leaders are wise, believe them. When your leaders are enlightened, follow them. When your leaders are naive, caution them. When your leaders are shallow, teach them. When your leaders are unschooled, educate them. When your leaders are stupid, impeach them. When your leaders are foolish, depose them. When your leaders are able, empower them. When your leaders are open, engage them. When your leaders are honest, support them. When your leaders are impartial, respect them. When your leaders are noble, serve them. When your leaders are incompetent, train them. When your leaders are unqualified, develop them. When your leaders are dishonest, admonish them. When your leaders are partial, demote them. When your leaders are useless, remove them.

A major aspect of relational leadership, then, is that it recognises that leadership emerges partially because followers interpret themselves as having a leadership relationship with a leader.

What is life if not bitter of arguments, you know? Partially plastic and partly fake, I know! I couldn’t cry over spoiled milk. Their habits upon cultivation improved theory, theory of dichotomy in leadership.(Great, Katheline, pp. 217- 230)

Pragmatically, there is an evident need for the continuation of many of the functions of the original apostles. This would include church planting, laying good foundations in churches, continuing to oversee those churches, appointing the leaders, giving ongoing fatherly care to leaders, and handling difficult questions that may arise from those churches. There are really only three ways for churches to carry out these functions: 1. Each church is free to act totally independently and to seek God’s mind for its own government and pastoral wisdom, without any help from outside, unless the church may choose to seek it at any particular time. When we started the church which I am still a part of, for example, we were so concerned to be ‘independent’ that we would not even join the Fellowship of Independent Evangelical Churches, although we adopted their trust deed and constitution because that would prevent us being purely independent. We were at that time very proud of our ‘independence’! 2. Churches operate under some sort of structured and formal oversight, as in many denominations today, where local church leaders are appointed by and accountable to regional leadership, whether ‘bishops’, ‘superintendents’ or ‘overseers’. It is hard to justify this model from the pages of the New Testament, though we recognize that it developed very early in church history. Even the word episkopos, translated ‘bishop’ or ‘overseer’, which came to be used of those having wider authority and oversight over other leaders and churches, was used in the New Testament as a synonym for the local leaders or elders of a particular church. The three main forms of church government current in the institutional church are Episcopalianism (government by bishops), Presbyterianism (government by local elders) and Congregationalism (government by the church meeting). Each of these is only a partial reflection of the New Testament. Commenting on these forms of government without apostolic ministry, Phil Greenslade says, ‘We assert as our starting point what the other three viewpoints deny: that the apostolic role is as valid and vital today as ever before. This is to agree with the German charismatic theologian, Arnold Bittlinger, when he says “the New Testament nowhere suggests that the apostolic ministry was intended only for first-century Christians”.’39 3. We aim to imitate the New Testament practice of travelling ministries of apostles and prophets, with apostles having their own spheres of responsibility as a result of having planted and laid the foundations in the churches they oversee. Such ministries continue the connection with local churches as a result of fatherly relationships and not denominational election or appointment, recognizing that there will need to be new charismatically gifted and friendship-based relationships continuing into later generations. This is the model that the ‘New Apostolic Reformation’ (to use Peter Wagner’s phrase) is attempting to follow. Though mistakes have been made, including some quite serious ones involving controlling authority, and though those of us involved are still seeking to find our way with the Holy Spirit’s help, it seems to reflect more accurately the New Testament pattern and a present-day outworking of scriptures such as 1 Corinthians 12 and Ephesians 4. ‘Is the building finished? Is the Bride ready? Is the Body full-grown, are the saints completely equipped? Has the church attained its ordained unity and maturity? Only if the answer to these questions is “yes” can we dispense with apostolic ministry. But as long as the church is still growing up into Christ, who is its head, this ministry is needed. If the church of Jesus Christ is to grow faster than the twentieth century population explosion, which I assume to be God’s intention, then we will need to produce, recognize and use Pauline apostles.’40