— Mike Krzyzewski American basketball player and coach 1947
„Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid—but not extraordinary—intellectual abilities and technical skills who was promoted into a similar position and then soared.
Such anecdotes support the widespread belief that identifying individuals with the “right stuff” to be leaders is more art than science. After all, the personal styles of superb leaders vary: Some leaders are subdued and analytical; others shout their manifestos from the mountaintops. And just as important, different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful authority.“
„The most dangerous leadership myth is that leaders are born — that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That's nonsense; in fact, the opposite is true. Leaders are made rather than born. And the way we become leaders is by learning about leadership through life and job experiences, not with university degrees.“
— Warren Bennis American leadership expert 1925 - 2014
Warren Bennis (1999) Managing People Is Like Herding Cats. p. 163
— John C. Maxwell, Developing the Leaders Around You: How to Help Others Reach Their Full Potential
Book Sometimes you win Sometimes you Learn
„A deeper understanding of cultural issues in organizations is necessary not only to decipher what goes on in them but, even more important, to identify what may be the priority issues for leaders and leadership. Organizational cultures are created by leaders, and one of the most decisive functions of leadership may well be the creation, the management, and--if and when that may become necessary--the destruction of culture. Culture and leadership, when one examines them closely, are two sides of the same coin, and neither can really be understood by itself. In fact, there is a possibility--underemphasized in leadership research--that the only thing of real importance that leaders do is to create and manage culture and that the unique talent of leaders is their ability to work with culture.“
— Edgar H. Schein Psychologist 1928
„Leadership rests not only upon ability but upon commitment and upon loyalty and upon pride and upon followers... Leadership is not just one quality, but rather a blend of many qualities; and while no one individual possesses all the needed talents to go into leadership, each man can develop a combination to make him a leader.“
— Vince Lombardi American football player, coach, and executive 1913 - 1970
reported in Donald T. Phillips, Run To Win: Vince Lombardi on Coaching and Leadership (2001), pg. 180.
„Effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. It’s not that IQ and technical skills are irrelevant. They do matter, but mainly as “threshold capabilities”; that is, they are the entry-level requirements for executive positions. But my research, along with other recent studies, clearly shows that emotional intelligence is the sine qua non of leadership.“
— Daniel Goleman American psychologist & journalist 1946
„There are many leaders, not just one. Leadership is distributed. It resides not solely in the individual at the top, but in every person at every level who, in one way or another, acts as a leader to a group of followers - wherever in the organization that person is, whether shop steward, team head, or CEO.“
— Richard Boyatzis American business theorist 1946
Daniel Goleman, Richard Boyatzis and Annie McKee (2002) Primal Leadership: Realizing the Power of Emotional Intelligence. p. xiii-xiv.
„There are many leaders, not just one. Leadership is distributed. It resides not solely in the individual at the top, but in every person at every level who, in one way or another, acts as a leader to a group of followers — wherever in the organization that person is, whether shop steward, team head, or CEO.“
— Daniel Goleman American psychologist & journalist 1946
Daniel Goleman, Richard Boyatzis and Annie McKee (2002) Primal Leadership: Realizing the Power of Emotional Intelligence. p. xiii-xiv
„[There will be] a time when societies around the world are crying out for more and better leadership, when our current leaders (especially in business, but also in government and other spheres of public life) have lost legitimacy, questions are being asked, sometimes angrily, of the institutions that school these leaders: What kinds of leaders are these institutions developing that have caused so much hardship for so many?... What is the vision or model of leadership that animates the curriculum and developmental models [of current leadership approaches taught in institutions]? If there is such a model, does it need to be revisited, reexamined, and revised in light of the widespread failures of leadership? Do we really understand what it takes to develop better leaders?“
— Rakesh Khurana American business academic 1967
N. Nohria & Rakesh Khurana (2010). "Advancing leadership theory and practice." In N. Nohria & R. Khurana (Eds.), Handbook of leadership theory and practice. Boston, MA: Harvard Business School Press. p. 3
„The working world needs more empathic leaders, staff and colleagues. A person’s high level of empathy will make up for a wide array of other skills and attributes.“
— Nigel Cumberland British author and leadership coach 1967
„Many leaders are in the first instance executives whose primary duty is to direct some enterprise or one of its departments or sub-units...
It remains true that in every leadership situation the leader has to possess enough grasp of the ways and means, the technology and processes by means of which the purposes are being realized, to give wise guidance to the directive effort as a whole...
In general the principle underlying success at the coordinative task has been found to be that every special and different point of view in the group affected by the major executive decisions should be fully represented by its own exponents when decisions are being reached. These special points of view are inevitably created by the differing outlooks which different jobs or functions inevitably foster. The more the leader can know at first hand about the technique employed by all his group, the wiser will be his grasp of all his problems...
But more and more the key to leadership lies in other directions. It lies in ability to make a team out of a group of individual workers, to foster a team spirit, to bring their efforts together into a unified total result, to make them see the significance of the particular task each one is doing in relation to the whole.“
— Ordway Tead American academic 1891 - 1973
p. 115; as cited in: William Sykes " Visions Of Hope: Leadership http://www.openwriting.com/archives/2012/08/leadership_2.php." Published on August 12, 2012.