True Leadership Qualities Quotes

Leaders are not, as we are often led to think, people who go along with huge crowds following them. Leaders are people who go their own way without caring, or even looking to see, whether anyone is following them. "Leadership qualities" are not the qualities that enable people to attract followers, but those that enable them to do without them. They include, at the very least, courage, endurance, patience, humor, flexibility, resourcefulness, stubbornness, a keen sense of reality, and the ability to keep a cool and clear head, even when things are going badly. True leaders, in short, do not make people into followers, but into other leaders.

The quality of ideas seems to play a minor role in mass movement leadership. What counts is the arrogant gesture, the complete disregard of the opinion of others, the singlehanded defiance of the world.

Self-leaders are still true leaders even if they have no known followers. True leaders inspire by the influence of their characters and general self-made brands. Leadership is defined by the virtues of one's behaviour.

Contrary to popular opinion, leadership is not a reserved position for a particular group of people who were elected or appointed, ordained or enthroned. Leadership is self-made, self-retained, self-inculcated and then exposed through a faithful, sincere and examplary life.

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.... Leaders should strive for authenticity over perfection.

Self-leaders do not look for followers because they are busily pursuing their influencial dreams that followers will trace and ask for. Followers look for influence and that can be obtained from self-leaders.

You might lose battles in your life time. However, every person that stands bravely on the side of justice, for people that have no voice, wins the true battle---Gods.

To have reservations is to show true leadership. To have certainty without question, to lead people to battle with no qualms, or to prosecute without hesitation are qualities of a tyrant.

A young child is a leader to an elderly person once his purpose has a faithful, sincere and trustworthy influence on people. Leadership is not restricted to position and age; it is self-made and influencial. Everyone has this self-leadership quality.

True leaders are willing to die for their dreams. They don't oppress with ignorance; they impress with visions". They live like Martin Luther King Jr, Nelson Mandela...

A true leader is still a leader even when he takes up servants' duty, provided he maintains a human face and added integrity to his self-retained qualities.

You can be in your room and lead people. Just develop your potentials and publicize them and you will see people looking for your product. That is influence; self-made leaders do not look for followers. Followers look for them.

Your title is what you are; your visions are who you are. When you know who you are, then you will know where you can be useful most.

The concept of leadership is abused by people who think a person becomes a leader when he grows grey hair, put into a position and expected to function. Everyone has a leadership potential carried within in a specific area of his or purpose. Leadership is universal and built on trust.

The leader-leader structure is fundamentally different from the leader-follower structure. At its core is the belief that we can all be leaders and, in fact, it’s best when we all are leaders. Leadership is not some mystical quality that some possess and others do not. As humans, we all have what it takes, and we all need to use our leadership

Christ manifests his divine leadership in your sincere followership. Christ's followers become true leaders because Christ is the model of true leadership.

A “self-leader” is the positively influence you have on yourself and on others without any influence with your titles and positions. You must be able to lead yourself before you can lead others.

Leadership is not some mystical quality that some possess and others do not. As humans, we all have what it takes, and we all need to use our leadership abilities in every aspect of our work life.

As I have earlier noted, the most important things in life and in business can’t be measured. The trite bromide 'If you can measure it, you can manage it' has been a hindrance in the building a great real-world organization, just as it has been a hindrance in evaluating the real-world economy. It is character, not numbers, that make the world go ‘round. How can we possibly measure the qualities of human existence that give our lives and careers meaning? How about grace, kindness, and integrity? What value do we put on passion, devotion, and trust? How much do cheerfulness, the lilt of a human voice, and a touch of pride add to our lives? Tell me, please, if you can, how to value friendship, cooperation, dedication, and spirit. Categorically, the firm that ignores the intangible qualities that the human beings who are our colleagues bring to their careers will never build a great workforce or a great organization.

Amongst many qualities of a true leader, he is a successful manager who has mastered the art of people management.

The fact that people are in positions does not justify the means that they are leaders. A leader can be blind and to know this, check his sense of vision.

A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the quality of his actions and the integrity of his intent. [Leadership]

Try This Counterintuitive Way To Be Well-Liked: One of the biggest misconceptions about connecting is seeking, first, to be liked. In fact, the counterintuitive way to get someone to like you is in knowing this core truth: If they like the way they feel when around you, they will like you. In fact, they will project onto you the character traits they most like in others, even if you have not yet exhibited them. Conversely, if they do not like the way they act when around you, they will instinctively blame you for it, regardless of the true reason. They will project onto you some of the qualities they most dislike in others. What's worse, they will go out of their way to prove they are right, even in ways that damage their reputation as well as yours.

The whole suggestion is predicated on a damnable fucking lie—the BIG lie, actually—one which Richman himself happily helped create and which he works hard, on a daily basis, to keep alive. See … it makes for a better article when you associate the food with a personality. Richman, along with the best and worst of his peers, built up these names, helped make them celebrities by promoting the illusion that they cook—that if you walk into one of dozens of Jean-Georges’s restaurants, he’s somehow back there on the line, personally sweating over your halibut, measuring freshly chopped herbs between thumb and forefinger. Every time someone writes “Mr. Batali is fond of strong, assertive flavors” (however true that might be) or “Jean Georges has a way with herbs” and implies or suggests that it was Mr. Batali or Mr. Vongerichten who actually cooked the dish, it ignores the reality, if not the whole history, of command and control and the creative process in restaurant kitchens. While helpful to chefs, on the one hand, in that the Big Lie builds interest and helps create an identifiable brand, it also denies the truth of what is great about them: that there are plenty of great cooks in this world—but not that many great chefs. The word “chef” means “chief.” A chef is simply a cook who leads other cooks. That quality—leadership, the ability to successfully command, inspire, and delegate work to others—is the very essence of what chefs are about. As Richman knows. But it makes better reading (and easier writing) to first propagate a lie—then, later, react with entirely feigned outrage at the reality.

The Quality Of A True Leader Is Selfless Service

Although largely unnoticed by the Allies, and still not well known in his own country, Mustafa Kemal had come out of the war in charge of the longest front held by the Ottoman armed forces. He was only 37, and still a Brigadier. But his professional reputation was high among Turkish commanders. True, they knew him as a difficult man to work with. He was ambitious and wilful. He had strong political views, and played politics to get his way. He was convinced he knew best. But then he usually did, for he had good sense, a rare quality in a world that had torn itself to pieces.

The crude ideas advanced by many of the successful mass movement leaders of our time incline one to assume that a certain coarseness and immaturity of mind is an asset to leadership. However, it was not the intellectual crudity of an Aimee McPherson or a Hitler which won and held their following but the boundless self-confidence which prompted these leaders to give full rein to their preposterous ideas. A genuinely wise leader who dared to follow out the course of his wisdom would have an equal chance of success. The quality of ideas seems to play a minor role in mass movement leadership. What counts is the arrogant gesture, the complete disregard of the opinion of others, the singlehanded defiance of the world.

Rich helped me contemplate, create, and commit to a Leadership Constitution through the following guidance and focus: A constitution is an articulation of the core qualities that you are. It’s not the roles you play. It’s what you bring to the roles you play. A constitution is always expressed in the positive. There are no negative traits in a Leadership Constitution. If negative traits have found their way into your constitution, it’s a function of allowing the intellect to hijack the process. Don’t let it do that. A constitution is not aspirational. It’s not what you want or hope or strive to be “one day.” It’s who you are committed to being. In every moment. There are no qualifiers, mollifiers, softeners of any kind in a constitution. None. A constitution is not based on sentiment, past behavior, or even current behavior. Often, we have core attributes that we are not living true to. When this occurs, we experience suffering—or cause suffering for those around us. Consider that there are two valid ways to arrive at core attributes: the contemplative way—simply looking deep within and noticing—and through observing any area in which you experience suffering. Where we suffer can nearly always be traced back to a core attribute that our actions and behavior are not lining up with. A constitution is what you stand for. It’s the qualities that you are, that matter most to you, because you say so. It’s not merely what you think of yourself, and it has nothing to do with opinions you may have of yourself or judgments you may hold against yourself. It’s a bold, audacious statement of your core. A constitution, once articulated, is practiced through the act of declaring with witnesses who will hold you accountable. Rich

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.

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

Many people regard leaders as natually gifted with intellect, personal forcefulness, and enthusiasm. Such qualities certainly enhance leadership potential, but they do not define the spiritual leader. True leaders must be willing to suffer for the sake of objectives great enough to demand their wholehearted obedience. Spiritual leaders are not elected, appointed, or created by synods or churchly assemblies. God alone makes them.

and natural, no orator, no leader of men; nothing of the masterfulness that characterized such men as Wesley, and Whitefield, and Moody; no leader of men. One of the most brilliant writers in one of our morning papers said of Evan Roberts, in a tone of sorrow, that he lacked the qualities of leadership, and the writer said if but some prophet did now arise he could sweep everything before him. God has not chosen that a prophet shall arise. It is quite true. Evan Roberts is no orator, no leader. What is he? I mean now with regard to this great movement. He is the mouthpiece of the fact that there is no human guidance as to man or organization.

The authentic qualities and stark reality inherent in extremis leadership place a much greater emphasis on experience as a way that values become embedded in character - they are “caught not taught.” And true character always comes out in the worst of circumstances. One could argue, then, that in extremis leadership is the sine qua non of leadership aligned with values.

Patience has its limits. This statement is true for anyone who has tasted the qualities of true leadership.

As I near the end of all of that and think back on what I’ve learned, these are the ten principles that strike me as necessary to true leadership. I hope they’ll serve you as well as they’ve served me. Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

Being a true leader, as opposed to a competent manager, requires a willingness to get your hands dirty. I have said before that I do not expect anyone to do a job I cannot do myself. While this is clearly unrealistic as a company grows and expands, the perception of being willing to step in and assist must remain. The weight of leadership includes staying calm while others panic and coming up with solutions rather than joining the chorus of complaints. The Covid-19 pandemic has certainly helped distinguish the leaders from the managers. Leaders are prepared to take responsibility when things go wrong, even if the true responsibility lies with someone else. Leaders are visible. Leaders have a vision, even if it is only short term. I don’t really believe in long-term planning. I make up the rules of the game based on one-year plans. This means I always retain visibility and control. Five years is too long a time to have any certainty that the objectives will be met. Leadership is not a popularity contest, but it also should not inspire fear. Leaders earn respect and loyalty, recognising that these take a long time to earn and a second to lose. A leader is not scared of collaboration and listening to the opinions of others, as well as accepting help when it’s needed. Leadership is not a quality that you are born with, it is something that you learn over time. I was not a leader in my Coronation days, and I am the first to admit that I made a lot of mistakes. Even at African Harvest, as much as I achieved financial success and tried different techniques to earn respect, I never truly managed to deal with the unruly investment team. But, having built on years of experience, by the time I hit my stride at Sygnia, I was a leader. Within any organisation of substantial size, there is space for more than one leader, whether they head up divisions or the organisation itself. There are several leaders across Sygnia weaving the fabric of our success. I am no longer the sole leader, having passed the baton on to others in pursuit of my own dreams. To quote the Harvard Business Review, ‘The competencies most frequently required for success at the top of any sizable business include strategic orientation, market insight, results orientation, customer impact, collaboration and influence, organisational development, team leadership, and change leadership.’ That is what I looked for in my successor, and that is what I found in David. I am confident that all the leaders I have groomed are more than capable of taking the company forwards.

Think of the qualities of a great leader: humility, respect, self-control, honesty, commitment, determination, gratitude, communication skills.

You can evaluate the quality of your authority by looking deeply to see if compassion is the foundation of your leadership. See if your authority comes to you because of your spiritual insight rather than your wealth or your position in the community. Even if you are the pope, if you don't have that spiritual life, that loving kindness and compassion, you don't have real authority. You might give orders that people follow because they are afraid of you, but this is not true authority.

In his book Out of the Crisis, W. Edwards Deming lays out the leadership principles that became known as TQL, or Total Quality Leadership. This had a big effect on me. It showed me how efforts to improve the process made the organization more efficient, while efforts to monitor the process made the organization less efficient.

In this case, the Freuds had it right. No ideal standard of mental health works scientifically. Or, in the eloquent words of Leston Havens, “Standards of health on the basis of admirable traits ignore the way human situations can call up the need for the most bizarre qualities.” If this is true, then mental health can only be scientifically defined in its norm and normal standards, as defined above. Only Grinker’s homoclites—average but not ideal—are mentally healthy. Searching for cultural references to help illustrate his newly defined class of people, Grinker called to mind a fictional depiction of “muscular Christian” normality, from a Thornton Wilder novel: The hero, who is a missionary, religious, unrealistic, and not very intelligent, goes around the country doing good, converting people, and accepting no return. He says: “George Brush is my name America’s my nation Ludington’s my dwelling place and Heaven’s my destination.

most organizations chafe at the idea that people are unique and that any one person’s contribution might be crucial. Institutions want to believe that policy and process, not individual belly buttons, determine the quality of their product.

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility.

Setting a good example and making amends is one of the most powerful leadership qualities a true leader can have.

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