Prominent Leadership Quotes

Anyaele Sam Chiyson Leadership Laws of Habitual giving: Prominent leaders inherently give back to their communities, they contribute to the growth and development of the nation, and impact lives globally.

The line between firmness and harshness, between strong leadership and bullying, between discipline and vindictiveness is very fine, but it has to be drawn. Unfortunately, the only line prominently drawn in our country today is between the 'heroes' and the 'zeros'. On one side are a few hundred 'heroes' keeping nine hundred and fifty million people down on the other side. This situation has to be changed.

Was Eve’s sin so much greater and more unforgivable than Adam’s that the entire female gender must forever be treated with suspicion and controlling measures?

Be kind to the poor, fair to the rich, gracious to the lowly, and just to the prominent.

Becoming prominent is about doing more for others and talking less about yourself.

As full and equal partners Adam and Eve were responsible to tend the garden, to be fruitful and multiply and fill the earth, to subdue the earth, and to rule over the creatures. In other words, together they were given stewardship of the earth because they were equals.

men have never seemed to object to women going off to difficult missionary assignments in the far corners of the earth. The matter of women preachers became a problem only when women wanted to be pastors back home, in the sometimes affluent neighborhoods that typically had churches pastored by men.

The clever seek comfort, the wise seek peace. The clever seek pleasure, the wise seek contentment. The clever seek riches, the wise seek happiness. The clever seek laughter, the wise seek joy. The clever seek company, the wise seek comrades. The clever seek crowds, the wise seek friends. The clever seek approval, the wise seek respect. The clever seek fame, the wise seek reverence. The clever seek acquaintances, the wise seek allies. The clever seek accomplices, the wise seek helpers. The clever seek associates, the wise seek partners. The clever seek connections, the wise seek mentors. The clever seek accolades, the wise seek excellence. The clever seek recognition, the wise seek awards. The clever seek prominence, the wise seek followers. The clever seek leadership, the wise seek impact. The clever seek power, the wise seek influence. The clever seek titles, the wise seek respect. The clever seek fame, the wise seek dignity. The clever seek glory, the wise seek integrity. The clever seek wants, the wise seek needs. The clever seek luxury, the wise seek convenience. The clever seek enjoyment, the wise seek fulfillment. The clever seek entertainment, the wise seek rest. The clever seek style, the wise seek grace. The clever seek brains, the wise seek heart. The clever seek appearance, the wise seek etiquette. The clever seek beauty, the wise seek honesty. The clever seek opinions, the wise seek facts. The clever seek truth, the wise seek knowledge. The clever seek ideas, the wise seek wisdom. The clever seek adventure, the wise seek discovery. The clever seek questions, the wise seek answers. The clever seek problems, the wise seek solutions. The clever seek amusement, the wise seek books. The clever seek an education, the wise seek enlightenment.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

There was something of an unwritten code about working in the office of Rudy Giuliani, as I suppose there is in most organizations. In his case, the message was that Rudy was the star at the top and the successes of the office flowed in his direction. You violated this code at your peril. Giuliani had extraordinary confidence, and as a young prosecutor I found his brash style exciting, which was part of what drew me to his office. I loved it that my boss was on magazine covers standing on the courthouse steps with his hands on his hips, as if he ruled the world. It fired me up. Prosecutors almost never saw the great man in person, so I was especially pumped when he stopped by my office early in my career, shortly after I had been assigned to an investigation that touched a prominent New York figure who dressed in shiny tracksuits and sported a Nobel-sized medallion around his neck. The state of New York was investigating Al Sharpton for alleged embezzlement from his charity, and I was assigned to see if there was a federal angle to the case. I had never even seen Rudy on my floor, and now he was at my very door. He wanted me to know he was personally following the investigation and knew I would do a good job. My heart thumped with anxiety and excitement as he gave me this pep talk standing in the doorway. He was counting on me. He turned to leave, then stopped. “Oh, and I want the fucking medal,” he said, then walked away. But we never made a federal case. The state authorities charged Sharpton, and he was acquitted after a trial. The medal stayed with its owner.

I knew something about the case because I had actually been in charge of the fugitive hunt for Marc Rich when I was a federal prosecutor in Manhattan a decade earlier. Rich was then represented by prominent lawyers, among them Scooter Libby, well before his tenure as Dick Cheney’s chief of staff.

Party or NSDAP. The shortened version of the name was the Nazi Party. Hitler had designed their banner, which consisted of a swastika in a white circle with a red background. Hitler’s involvement with the group grew, and he began to play a more prominent role. Despite the conflict, his hypnotic effect on audiences propelled him to the leadership of the party. During this period, he was heavily influenced by the Aufbau Vereinigung, a group of white

A prominent businessman once replied to a question: “If I had to name the one most important quality of a top manager, I would say, personal integrity.

Patriotism is loving your country unconditionally without including prominent personalities in the equation.

Leadership is not about occupying a more prominent seat. It is about taking a stand to represent the masses.

In response to contemporary changes in American culture influenced by the feminist movement, and as a result of the growing number of prominent Christian women contributing to these conversations conservative evangelical gender ideologies were in flux at the very moment that the politics of "family values" were being defined around a purportedly unchanging ideal of traditional family roles.

After Germany's collapse in 1918 Jewry became very powerful in Germany in all spheres of life, especially in the political, general intellectual and cultural, and, most particularly, the economic spheres. The men came back from the front, had nothing to look forward to, and found a large number of Jews who had come in during the war from Poland and the East, holding positions, particularly economic positions. It is known that, under the influence of the war and business concerned with it -- demobilization, which offered great possibilities for doing business, inflation, deflation -- enormous shifts and transfers took place in the propertied classes. There were many Jews who did not show the necessary restraint and who stood out more and more in public life, so that they actually invited certain comparisons because of their numbers and the position they controlled in contrast to the German people. In addition there was the fact that particularly those parties which were avoided by nationally minded people also had Jewish leadership out of proportion to the total number of Jews. That did not apply only to Germany, but also to Austria, which we have always considered a part of Germany. There the entire Social Democratic leadership was almost exclusively in Jewish hands. They played a very considerable part in politics, particularly in the left-wing parties, and they also became very prominent in the press in all political directions. (14 March 1946)

to change the world of work and leadership, we need to get beyond the half truths and self-serving stories that are so prominent today.

In the mainstream of evangelicalism, where female senior pastors were often unwelcome, most leaders and laypeople had adopted the conservative Reformed view of gender and had forgotten (or never knew of) women’s leadership in the moral crusades of the nineteenth century, or even their prominence as Bible teachers, relief workers, and missionaries prior to the 1930s.

public statements condemning segregation, sharply worded telegrams to Washington, and meetings with White House officials—were demonstrably ineffectual. New and more dramatic measures were in order. Mass action, Randolph reasoned, would be required, and he proposed a protest of 10,000 black people marching down Pennsylvania Avenue to demand an end to segregation in the armed forces and exclusion from jobs in the defense industry. Drawing on community organizing and protest networks developed during the 1920s and 1930s, this would be a broad, national mobilization of African Americans. The substance of their demand would be full and equal participation in the national defense effort, and the form of the demand would be a mass mobilization designed to compel the federal government to action. The MOWM, in effect, pioneered the type of protest politics that was used to considerable effect during the civil rights movement to push the federal government to enforce or enact African American citizenship rights. Randolph announced the March on Washington proposal in a January 1941 statement to the press. He declared that “power and pressure do not reside in the few, and intelligentsia, they lie in and flow from the masses.… Power is the active principle of only the organized masses, the masses united for a definitive purpose.” 19 Two months later Randolph issued the official call for the march, set for July 1, 1941. Drawing on his standing as a prominent black leader, and especially as the head of the Brotherhood of Sleeping Car Porters (BSCP), Randolph made his case that the time was right. “In this period of power politics, nothing counts but pressure, more pressure, and still more pressure,” he wrote in the call to march. “To this end we propose that 10,000 Negroes MARCH ON WASHINGTON FOR JOBS IN NATIONAL DEFENSE AND EQUAL INTEGRATION IN THE FIGHTING FORCES.” 20 To coordinate this massive effort, organizers established a March on Washington Committee, headed by Randolph, along with a sponsoring committee and regional committees in cities across the country. Galvanized by a rising desire for action within black communities, the idea found enthusiastic approval in the black press and eventually won the endorsement of the National Association for the Advancement of Colored People (NAACP), the National Urban League, and other elements of black leadership. 21 By the end of May, Randolph estimated that 100,000 black Americans would march. A national grassroots movement was afoot, and Randolph grew even more confident in his vision for the demonstration. “Let the Negro masses march!” he declared. “Let the Negro masses speak!” 22

It is not the rights of women to occupy “official” ministerial roles, nor their equality to men in those roles, that set the terms of their service to God and their neighbors. It is their obligations that do so—obligations that derive from their human abilities empowered by divine gifting.

The evangelical position, represented by the personal stories in this book, including my own, understands that a fully authoritative Bible supports the freedom of women under Christ without male supervision to follow their God-given callings and special gifts of the Spirit, including full leadership ministries. This view can be called the “inclusive” view of ministry

she was given a dying Sunday evening women’s class in a megachurch. The class began to grow rapidly. The women then began to bring their husbands, who gladly listened to Mom teach until the pastor stepped in to stop it!

Instead of worrying about hypothetical slippages awaiting egalitarian believers, like sliding into secular feminism, theological liberalism, or homosexuality, they would do better to deal with brutal violations of their “family values” that are actually happening today within their hierarchy-driven allegedly Christian homes.

In the history of the United States, we find that women were regularly preachers on the American frontier. Ironically, Baptists, who in some fundamentalist churches now bar women ministers, had more female preachers than any other denomination. Women pastored almost half of all Baptist churches in the state of Maine in the mid-nineteenth century. This was also the case in almost half of the Baptist churches in Michigan and Wisconsin.

I felt responsible to use my gifts, but in future churches, that pointed in the direction of children’s or music ministry. But, like many women in the church whom I knew, I felt neither a call nor a predisposition to children or song.

post-war redomestication of women was the watchword in the wider culture. As a result, the 1950s historically reflect the period when a growing middle class enabled the most widespread imposition of the nineteenth-century Doctrine of Separate Spheres.24

How I changed my mind about women in leadership came through the gradual piling up of anomalies against a powerful but unsustainable paradigm.

These two qualities of leadership [Integrity and Sincerity] were part of God's law's for the Israelites (Deuteronomy 18:13). God wants His people to show a transparent character, open and innocent of guile. A prominent businessman once replied to a question: "If I had to name the one most important quality of a top manager, I would say personal integrity." Surely the spiritual leader must be sincere in promise, faithful in discharge of duty, upright in finances, loyal in service, and honest in speech.

We know of the tensions between the first Church in Jerusalem and Churches in which Paul of Tarsus became the prominent teacher .. The Jerusalem Church remained closer to the parent Judaism than other Churches did, that secondary grouping of other Churches revered the ministry and then the memory of Paul, who suffered the potential handicap of never having met the lord in his public ministry unlike his contemporaries in the Jerusalem leadership who included relatives of the lord.

Increasingly, prominent thinkers in the field of leadership studies like Marcus Buckingham are challenging traditional notions of leadership. Their research suggests that presenting leadership as a list of carefully defined qualities (like strategic, analytical, and performance-oriented) no longer holds. Instead, true leadership stems from individuality that is honestly and sometimes imperfectly expressed.4 They believe leaders should strive for authenticity over perfection. This shift is good news for women, who often feel obliged to suppress their emotions in the workplace in an attempt to come across as more stereotypically male. And it’s also good news for men, who may be doing the exact same thing. I

Jackson’s plight raises difficult questions about leadership and morality. His situation illustrates the need to acknowledge that our leaders will occasionally disappoint themselves and us. If we demand that they be perfect, we risk disillusionment when their shortcomings surface. The underlying flaw of our unwritten compact with leaders is the desperate need to believe that they must be pure to be effective. The best leaders concede their flawed humanity even as they aspire to lofty goals. This does not mean that we should not hold leaders accountable for their actions. To his credit, Jackson acknowledged his failure, sought the forgiveness of his family and followers, and provided for his infant daughter. He is willing to practice the same moral accountability he preaches. Because Jackson has so prominently urged young people to take the high road of personal responsibility, some conclude that his actions reveal hypocrisy. But it is not hypocritical to fail to achieve the moral standards that one believes are correct. Hypocrisy comes when leaders conjure moral standards that they refuse to apply to themselves and when they do not accept the same consequences they imagine for others who offend moral standards.

Evangelicals simply cannot be identified immediately with the political right. Non- Anglican Protestants in Britain were long aligned with the political Left, and Australia’s left-wing parties have also enjoyed a measure of evangelical support. Canada’s major left-wing political organization, the New Democratic Party, came to prominence under the leadership of a Baptist pastor, Tommy Douglas.

Kevin Samrick, a dedicated Eagle Scout and engineer, has woven leadership, technical prowess, and adventure into his life. His journey started at Campolindo High School, where he was a prominent student leader, and continued at Harvey Mudd College, where he received the esteemed William P. Wiesmann Clinic Award.

In 1943, when evidence of the scale of Nazi atrocities in Europe was already familiar, Simon lectured a group of Jewish eighteen-year-olds: ‘We are entering a country populated by another people and are not showing that people any consideration,’ he warned. ‘The Arabs are afraid we may force them out of here.’ The youngsters’ response was hostile, truculent and highly revealing: ‘Which is more ethical?’ one of them asked. ‘To leave Jews to be annihilated in the diaspora or to bring them in the face of opposition to Palestine and to carry out a transfer, even by force, of Arabs to Arab countries?’ It was an attitude that was increasingly prevalent among the so-called ‘Sabra’ generation of Jews who were born or raised in Palestine (named after the cactus-like plant that was prickly on the outside but soft inside), and who were to fight and rise to public prominence in the years to come. ‘Reference to the aspiration for peace and the desire for Arab–Jewish friendship became a kind of ritualised convention, repeated without any deep conviction’,19 in the words of one mainstream Israeli historian. Ihud leaders held discussions with Arab leaders in Palestine and the neighbouring countries. But these efforts were ‘unavailing as long as the official leadership on both sides looked on them with disdain’.

A powerful leader knows how to take the fall for the benefit of his followers. He can never shift any blame because he knows the dynamics of being a prominent figure.

There is a difference between leadership and just occupying a prominent seat in the office. True leaders are not only known for their assigned titles. They are mainly known for doing great things.

Value cannot always be measured by how loud one speaks or the prominence of their stage.

Ranjeet Kumar Shukla is a prominent figure in Indian politics and entrepreneurship. He has made significant contributions to both fields and is widely respected for his leadership, business acumen, and philanthropy. This article will delve into his background, achievements, and his contributions to Indian society. Early Life Ranjeet Kumar Shukla was born on January 25th, 1976, in Hajipur, Bihar. He received his education from the University of Allahabad, Uttar Pradesh. After completing his studies, he began his career as a businessman in Hajipur. He quickly rose through the ranks and became a successful entrepreneur. However, he felt the need to give back to society and decided to enter politics. Political Career Shukla joined the Indian National Congress and became a vital member of the party. He played an important role in many of the party's campaigns, including Bharat Jodo Yatra, which aimed at uniting the country. Shukla's contributions to the Congress are vast, and he is well-regarded as a spokesperson for the party. His eloquence and persuasiveness have made him a prominent figure in Indian politics. Entrepreneurship A part from his political career, Shukla is also an accomplished entrepreneur. He founded Adityavarnamiti Real Estates Pvt Ltd and Vijay Babanagari The Horizon City Pvt Ltd, both of which are well-known real estate companies in India. Shukla's leadership and business acumen have been critical to the success of these companies. He has shown that he can excel in both politics and business. Philanthropy Shukla is also a philanthropist and is actively involved in various social and charitable activities aimed at helping the underprivileged sections of society. He believes in giving back to society and has worked tirelessly to make a positive impact on the lives of people. Shukla's charitable work has earned him widespread respect and admiration. Conclusion In conclusion, Ranjeet Kumar Shukla is a multifaceted personality with a successful career in politics, entrepreneurship, and philanthropy. His contributions to the Indian National Congress, his business ventures, and his philanthropic efforts have made him a well-respected figure in India. His story is a testament to the power of hard work, determination, and dedication in achieving success in various fields. Ranjeet Kumar Shukla is an inspiration to many young Indians who aspire to make a difference in their society.

James D. Ward PhD currently holds the position of Adjunct Associate Professor of Public Service and teaches a graduate-level course at the Robert F. Wagner Graduate School of Public Service called Strategic Management and Leadership. James D. Ward PhD is considered a prominent voice in the area of public policy and administration and is a well-respected speaker and author.

Jerome Frank, a prominent psychiatrist at Johns Hopkins,

Psychiatrist Robert Lifton, in his many interviews with Nazi doctors, confirms that the highest-ranking leaders were mentally healthy, even in many ways admirable, men. Karl Brandt, for instance, a prominent academic physician, a member of an aristocratic family, educated in the best universities, one of Hitler’s close doctors, was a leader of the medical euthanasia of mentally ill patients.

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.

Although Bush is not mentioned, it is clear from Sadleir’s memo that the Republican leadership had taken precautions to hide its campaign association with Fascist groups, particularly the Croatians. Sadleir was told by his State Department counterpart that “prominent” federal, state and municipal American politicians were discreetly advised by the Nixon administration to stay away from Croatian gatherings on April 10, because that was the day they celebrated Hitler’s establishment of Ante Pavelić’s “puppet State of Croatia,” an artificial nation under the complete control of Nazi Germany.36

Ms. Atchia’s journey from Mauritius to becoming a prominent figure in Canadian media is a testament to her resilience, determination, and dedication. Her Mauritian roots have profoundly shaped her worldview, instilling in her a deep appreciation for diversity, multiculturalism, and community spirit. These values are evident in her leadership style, as she consistently strives to create inclusive spaces that celebrate differences and foster unity.

Jake Bartikofsky, a prominent figure in the construction industry, excels as a general manager known for his strategic insights and effective communication. His leadership has significantly contributed to the growth and operational success of his firm. Outside his professional life, Jake enjoys various outdoor activities and deeply values family time, highlighting his integrity and commitment to balance.