Leaders And Managers Quotes & Sayings

The priorities that are of utmost importance to the leaders of virtually any organization - namely productivity, accountability, organizational cohesiveness, commitment to organizational initiatives, etc. - are all driven by the degree of professionalism achieved by its leaders, managers, and employees. The higher the degree of professionalism, the better the attainment of priorities, all of which drives better results. — Bill Wiersma

Leaders and managers appreciate it when employees take the initiative to offer help, build networks, gather new knowledge, and seek feedback. But there's one form of initiative that gets penalized: speaking up with suggestions. In one study across manufacturing, service, retail, and nonprofit settings, the more frequently employees voiced ideas and concerns upward, the less likely they were to receive raises and promotions over a two-year period. And — Adam M. Grant

In unstable times, growth comes from leaders who create change and engage their organizations, instead of from managers who push their employees to do more for less. — Seth Godin

The important word there is inspire. The key difference between managers and leaders is that managers tell people what to do, while leaders inspire them to do it. Inspiration comes from three things: clarity of one's vision, courage of their conviction and the ability to effectively communicate both of those things, — Jeff Weiner

Renowned management guru Peter F.Drucker looked back at his 65-year consulting career shortly before he died. He concluded that great leaders could either be 'charismatic or dull' or 'visionary or numbers-orientated,' but the most inspiring and effective managers he knew all had said we rather than I. — Robert I. Sutton

Leadership is creating a state of mind in others. The difference between being a leader and manager, all due respect to managers, is that leaders have to create states of mind. But a leader, first of all, has to have a clear state of mind, which is usually her own vision, which energizes her, motivates others, and then creates that state of mind in others. — Barbara Mikulski

Accountants are in the past, managers are in the present, and leaders are in the future. — Paul Orfalea

To be a good boss, you must be transparent. Theres a correlation between worker happiness and workplace transparency. Leaders and managers who offer transparency will earn the respect and devotion of their team. — David Niu

Authoritarian managers use power, often in the form of fear, to get people to do something their way. Leaders depend for the most part on influence rather than power, and influence derives from respect rather than fear. Respect, in turn, is based on qualities such as integrity, ability, fairness, truthfulness - in short, on character. Leaders are part of the team, and although they are given organizational authority, their real authority isn't delegated top-down but earned bottom-up. From the outside, a managed team and a led team can look the same, but from the inside they feel very different. — Jim Highsmith

The phenomenon I'm describing, rooted so firmly in that primal human drive for self-preservation, probably doesn't sound surprising: We all know that people bring their best selves to interactions with their bosses and save their lesser moments for their peers, spouses, or therapists. And yet, so many managers aren't aware of it when it's happening (perhaps because they enjoy being deferred to). It simply doesn't occur to them that after they get promoted to a leadership position, no one is going to come out and say, "Now that you are a manager, I can no longer be as candid with you." Instead, many new leaders assume, wrongly, that their access to information is unchanged. But that is just one example of how hidden-ness affects a manager's ability to lead. — Ed Catmull

Now, everybody is searching for managers with a little dose of leadership (not too much but it should be clearly there). Some "bosses" say that their employees either have leadership skills or they don't, that this is an innate ability. Others think leadership can be learned and they train their employees through various courses on this topic. The main aspect to observe here is that the majority of employers do not train or want their employees to become "distinct" leaders and follow their path in the world. They want and train them to stay in their company and successfully deliver more to the company. Of course, the rule is validated by exceptions, so there are companies that give birth, from their environment and trainings, to great and very influential leaders. — Elena D. Calin

People respond well to managers who stop being bosses and start being leaders. They go the extra mile if they genuinely believe that your success is their success and vice versa. — Tim Fargo

Leaders are active instead of reactive, shaping ideas instead of responding to them. Leaders adopt a personal and active attitude toward goals. The influence a leader exerts in altering moods, evoking images and expectations, and in establishing specific desires and objectives determines the direction an organization takes. The net result of this influence is to change the way people think about what is desirable, possible, and necessary. In other words, leaders are visionaries and managers operate within those established visions. — Abraham Zaleznik

Academically brilliant persons usually make excellent managers and bureaucrats as they can efficiently implement the vision of the government or world leaders by following the prescribed methods. However, they may prove to be poor leaders, for they may not have taken the pain to understand the world on their own, and hence, cannot contribute any new thought or line of action to tackle new problems. — Awdhesh Singh

Younger managers learn quickly that, whatever the public protestations to the contrary, bosses generally want pliable and agreeable subordinates, especially during periods of crisis. Clique leaders want dependable, loyal allies. Thos who regularly raise objections to what a boss or a clique leader really desires run the risk of being considered problems themselves and of being labeled "outspoken," or "nonconstructive," or "doomsayers," "naysayers," or "crepehangers. — Robert Jackall

Instead of complaining about adapting for millennials, it's imperative for leaders and managers to acknowledge the role of millennial behavior as an indication of the needs of the modern workplace to attract, leverage, and retain modern talent. — Crystal Kadakia

Managers assert drive and control to get things done; leaders pause to discover new ways of being and achieving . — Kevin Cashman

Nurses have new and expanding roles. They are case managers, helping patients navigate the maze of health care choices and develop plans of care. They are patient educators who focus on preventative care in a multitude of settings outside hospitals. And they are leaders, always identifying ways for their practice to improve. Because nurses have the most direct patient care, they have much influence on serious treatment decisions. It is a very high stakes job. Everyone wants the best nurse for the job, and that equates to the best educated nurse. — Judi Evans

Take now the clockworks ... The clockworks, being genuine and not much to look at, don't generate the drama of an Earth-tilt or a flying saucer, nor do they seem to offer any immediate panacea for humanity's fifty-seven varieties of heartburn. But suppose that you're one of those persons who feels trapped, to some degree, trapped matrimonially, occupationally, eductionally or geographically, or trapped in something larger than all those; trapped in a system, or what you might descrbie as an "incresingly deadening technocracy" or a "theater of paranoia and desperation" or something like that. Now, if you are one of those persons ... wouldn't the very knowledge that there are clockworks ticking away behind the wallpaper of civilization, unbeknownst to leaders, organizers and managers (the President included), wouldn't that knowledge, suggesting as it does the possibility of unimaginable alternatives, wouldn't that knowledge be a bubble bath for your heart? — Tom Robbins

Leadership experts and the public alike extol the virtues of transformational leaders - those who set out bold objectives and take risks to change the world. We tend to downplay 'transactional' leaders, whose goals are more modest, as mere managers. — Joseph Nye

Recommendation 7: Build human capital in government. While Moneyball uses big data and advanced statistics, the endeavor ultimately depends on people. To take one example: rapid-cycle evaluation at a service-delivery agency requires policy experts to identify plausible new approaches; program managers to implement them; technologists to create or modernize data systems to capture effects; social scientists or statisticians to analyze the data on effects; and crosscutting leaders who know how to bring these pieces together with inspiration and precision. — Kelly Ayotte

Catalyst also provides a handy, free-of-charge quiz that managers could benefit from taking. The quiz can help leaders understand whether their organizations are inclusive and what areas need to be improved. — Ruchika Tulshyan

The reason most of your staff are asleep and disengaged, is because you have boring, and bully managers, and no REAL Leaders to inspire and unleash potential. — Tony Dovale

People with power do not regulate their behavior as much. They become egocentric and preoccupied with their own self-interest, which eclipses their awareness of the interests of others. — Dean M. Schroeder

Do business managers have a commitment to anything more than the success of their company and to making money? It would be hard to say that they do. Indeed, many business leaders deny that there is any conflict between self-interest and the interests of all. — Peter Singer

The extraordinary power of influence is now within everyone's reach. Recent graduates, executive assistants, project managers, and business leaders can all benefit from Monarth's simple steps for 'getting everyone to follow your lead.' — Marshall Goldsmith

Sales managers need to be good leaders. How do they do it? Good leaders effectively communicate their goals and objectives while they focus on doing their job ProActively, and let their people focus on their job. If this is true, then the inverse must be true. — William Miller

The world of the 90s and beyond will belong to managers or those who make the numbers dance, as we used to say, or those who are conversant with all the business jargon we used to sound smart. The world will belong to passionate, driven leaders
people who not only have an enormous amount of energy but who can energize those whom they lead. — John Welch

Managers and leaders cause most of the organizational confusion and frustration by not doing their jobs - their real jobs. — Liz Weber

Victims blame, managers maintain, and leaders change. — Orrin Woodward

This is why those with greater social sensitivity have stronger friendships, better marriages, and are happier with their lives in general. At work, leaders do better when they have some sense of whether or not their instructions are being understood. Managers motivate their employees when they have some sense of what their employees want and need. Salesmen close more deals when they have some ability to know what their customers want and can modify their pitch accordingly. Most of us avoid getting into fistfights or looking like complete idiots because we have a reasonable sense of what others think and feel, and thus can manage our relationships reasonably well. Being able to understand others — Nicholas Epley

I believe the best managers acknowledge and make room for what they do not know - not just because humility is a virtue but because until one adopts that mindset, the most striking breakthroughs cannot occur. I believe that managers must loosen the controls, not tighten them. They must accept risk; they must trust the people they work with and strive to clear the path for them; and always, they must pay attention to and engage with anything that creates fear. Moreover, successful leaders embrace the reality that their models may be wrong or incomplete. Only when we admit what we don't know can we ever hope to learn it. — Ed Catmull

Most people think of leaders as being these outgoing, very visible, and charismatic people, which I find to be a very narrow perception. The key challenge for managers today is to get beyond the surface of your colleagues. You might just find that you have introverts embedded within your organization who are natural-born leaders. — Douglas Conant

I say, 'Get me some poets as managers.' Poets are our original systems thinkers. They contemplate the world in which we live and feel obligated to interpret, and give expression to it in a way that makes the reader understand how that world runs. Poets, those unheralded systems thinkers, are our true digital thinkers. It is from their midst that I believe we will draw tomorrow's new business leaders.
Sidney Harman, CEO Multimillionaire of a stereo components company — Daniel H. Pink

when organizations adopt Agile practices, it is imperative that team leaders and development managers learn a better approach to leading and managing their teams. — Jurgen Appelo

Leaders fight for freedom of action. Managers struggle to understand the rules and staying in their parameters. — Elena D. Calin

Managers will tell people what to do, whereas leaders will inspire them to do it, and there are a few things that go into the ability to inspire. — Jeff Weiner

Employees who are controlled cannot respond caringly, you need superior knowledge and real leadership, not management. Because of this we specifically developed a selection process for leaders; we don't hire managers. — Horst Schulze

Inside any important philanthropy meeting, you witness heads of state meeting with investment managers and corporate leaders. All are searching for answers with their right hand to problems that others in the room have created with their left. — Peter Buffett

For a large corporation to be effective, it must be simple. For an organization to be simple, its people must have self-confidence and intellectual self-assurance. Insecure managers create complexity, real leaders do not clutter. — Jack Welch

Managers watch over our numbers, our time and our results. Leaders watch over us. — Simon Sinek

For every difficult destination, there are thousands who stand aside and point the way for each one with courage and capacity to go before and show the way. The former are managers; the latter are leaders. — Dee Hock

If you find a community with less production and less inspiring inventions, then know it is a sign of lack of Business Leaders and full of General Managers do not know what they can manage or what they are managing. — Sameh Elsayed