Leadership In Management Quotes & Sayings

ReThink Training: The best process of learning is on the job, just-in-time, "nibble-knowledge" to incrementally transform mindsets and skillsets irrevocably. — Tony Dovale

Learn from your experiences and past mistakes, assimilate them and convert them to formulas to achieve sustenance first , and then work your way to success to be the leaders in the market. — Henrietta Newton Martin

I read about a number of generals and colonels who are said to have wandered about exhorting the troops to advance. That must have been very inspirational! I suspect, however, that the men were more interested and more impressed by junior officers and NCOs who were willing to lead them rather than having some general pointing out the direction in which they should go. — Stephen E. Ambrose

Our system is not fit for purpose. It's inadequate in terms of its scope, it's inadequate in terms of its information technology, leadership, management systems and processes. — John Richard Reid

Lack of power is a great excuse for failure, but sufficient power is never a necessary condition of leadership. There is never sufficient power. In fact, it is success in the absence of sufficient power that defines leadership. — Tom DeMarco

People work harder, longer, and more creatively if they are motivated by the intrinsic pleasure of their work. Managers must do everything they can to make the value of jobs obvious and the joy in them accessible. — Robert Watson

Inspirational leadership connects to a highly motivated workforce which, in turn, means inspirational results — Nigel Crouch

Spend the most time with your best people ... Talent is the multiplier. THe more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time ... Persistence directed primarily toward your non-talents is self-destructive ... You will reprimand yourself, berate yourself, and put yourself through all manner of contortions in an attempt to achieve the impossible. — Marcus Buckingham

But such people (Moderate Conservatives) aren't liberal. What they are is corporate. Their habits and opinions owe far more to the standards of courtesy and taste that prevail within the white-collar world than they do to Franklin Roosevelt and the United Mine Workers. We live in a time, after all, when hard-nosed bosses compose awestruck disquisitions on the nature of 'change,' punk rockers dispense leadership secrets, shallow profundities about authenticity sell luxury cars, tech billionaires build rock'n'roll musuems, management theorists ponder the nature of coolness, and a former lyricist fro the Grateful Dead hail the dawn of New Economy capitalism from the heights of Davos. Coversvatives may not understand why, but business culture had melded with counterculture for reasons having a great deal to do with business culture's usual priority - profit. — Thomas Frank

You have to escape from management land and get in touch with your people. — David Cottrell

I have observed an analogy between a force field equilibrium and resistance to change in organizations. Let us imagine change to be a coiled spring in a field of opposing forces, such that some forces support change and others resist it. By increasing supporting forces such as supervisory pressure, prospects of career growth and monetary benefits or decreasing the resisting forces such as group norms, social rewards and work avoidance, the situation can be directed towards the desired result - but for a short time only, and that too only to a certain extent. After a while the resisting forces push back with greater force as they are compressed even more tightly. Therefore, a better approach would be to decrease the resisting force in such a manner that there is no concomitant increase in the supporting forces. In this way, less energy will be needed to bring about and maintain change.
The result of the forces i mentioned above, is motive. — Arun Tiwari

Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders. — John P. Kotter

To master the virtual equation and make all the elements work together, you have to become the connector. In fact, your greatest role as a virtual manager is to link the various parts of his/her team to accomplish the goals that lead to its formation in the first place. You may need to shift gears, perform ream tune-ups, realign, and refuel your team's energy along the way. — Yael Zofi

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

Dave Stark has taken the best of recent marketplace management concepts and married them to timeless biblical principles of leadership, translating business jargon into ministry language. The combination is an encouraging and practical guide to Christ-centered ministry leadership. This book will be helpful to anyone involved in leading a church or serious about modeling servant leadership. — Jonathan Reckford

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

Many people get visited by the Lord in a given time but lack the wisdom to navigate in it. — Paul Gitwaza

If your endeavors result in success of the company in a continuity of at
least a few years, you are a successful manager. If other companies follow
your business approach, you are certainly an important manager with
leader characteristics. — Eraldo Banovac

Management guru Jim Collins has some good words here. He and Morten T. Hansen studied leadership in turbulent times. They looked at more than twenty thousand companies, sifting through data in search of an answer to this question: Why in uncertain times do some companies thrive while others do not? They concluded, "[Successful leaders] are not more creative. They're not more visionary. They're not more charismatic. They're not more ambitious. They're not more blessed by luck. They're not more risk-seeking. They're not more heroic. And they're not more prone to making big, bold moves." Then what sets them apart? "They all led their teams with a surprising method of self-control in an out-of-control world."2 — Max Lucado

To foster a solution mindset, tell employees that you are not interested in who or what caused the problem. You are only interested in hearing how we plan to go beyond the problem. — Jag Randhawa

It's important to get in the habit of growing as a human being, developing and refining leadership and management skills and entrepreneurial instincts and changing to accommodate the times. — Ivanka Trump

If, therefore, those called to office and leadership roles in the church remain content merely to organize and manage the internal affairs of the church, they are leaving a vacuum exactly where there ought to be vibrant, pulsating life. Of course Christian leaders need to be trained and equipped for management, for running of the organization. The church will not thrive by performing in a bumbling, amateur fashion and hoping that piety and goodwill will make up for incompetence. But how much more should a Christian minister be a serious professional when it comes to grappling with scripture and discovering how it enables him or her, in preaching, teaching, prayer, and pastoral work, to engage with the huge issues that confront us as a society and as individuals. If we are professional about other things, we ought to be ashamed not to be properly equipped both to study the Bible ouselves and to bring its ever-fresh word to others. — N. T. Wright

In a poor organization, on the other hand, people spend much of their time fighting organizational boundaries, infighting, and broken processes. They are not even clear on what their jobs are, so there is no way to know if they are getting the job done or not. In the miracle case that they work ridiculous hours and get the job done, they have no idea what it means for the company or their careers. To make it all much worse and rub salt in the wound, when they finally work up the courage to tell management how fucked-up their situation is, management denies there is a problem, then defends the status quo, then ignores the problem. — Ben Horowitz

Serious businesses and lenders will tell you that managing your cash flow is one of the most important aspects in the health of any business. Managing you time flow is key to a healthy and successful life, because, Time is equal to Life. The quality of time expenditure is in direct proportion to the quality of life enjoyed. — Archibald Marwizi

Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank. — Peter Drucker

I saw the figure of 178 Billion wasted/stolen from the people of a country by its corrupt and inept government. Such a figure could truly transform the entire country; education, health, roads, schooling, entrepreneurial environment ... of millions of people, rather than be secreted away as a few more 0000's in global bank accounts for the greeders.
We need to Rethink Public Service, Values, Ethics and Leadership. — Tony Dovale

Executives run organizations. In business, we need executives who have clarity, people who are in touch with themselves. Then, in leadership and management positions, they can be good role models and leaders. The people I know who have really moved their organizations are scrupulous role models. They are so clear about honesty, integrity, openness, mutual self-respect, dignity for the individual, and creativity, that they don't deviate from these principles at all in their behavior. — Michael Ray

Bob Iger, Disney's chief operating officer, had to step in and do damage control. He was as sensible and solid as those around him were volatile. His background was in television; he had been president of the ABC network, which was acquired in 1996 by Disney. His reputation was as an corporate suit, and he excelled at deft management, but he also had a sharp eye for talent, a good-humored ability to understand people, and a quiet flair that he was secure enough to keep muted. Unlike Eisner and Jobs, he had a disciplined calm, which helped him deal with large egos. " Steve did some grandstanding by announcing that he was ending talks with us," Iger later recalled. " We went into crisis mode and I developed some talking points to settle things down. — Walter Isaacson

Although science is not easy in complex human systems, we cannot afford to throw our hands in the air and give up. It may take decades, but it is a game worth playing and winning. — Paul Gibbons

In terms of the principles of politics, I think I understand well. Thailand needs someone who has leadership, who has the management skills to help the country. — Yingluck Shinawatra

In essence, leadership is the sense of calling to a higher purpose. — Amit Ray

In the words of Max DePree: "Management has a lot to do with answers. But leadership is a function of questions. And the first question for a leader always is: 'Who do we intend to be?' Not 'What are we going to do?' but 'Who do we intend to be?'" — Mihaly Csikszentmihalyi

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. — John C. Bogle

People in any organization are always attached to the obsolete - the things that should have worked but did not, the things that once were productive and no longer are. — Peter F. Drucker

Management and leadership are not separate spheres. The two skills work together in the larger realm of communityship. — Henry Mintzberg

In fact, over the last twenty years, authors have offered up over nine thousand different systems, languages, principles, and paradigms to help explain the mysteries of management and leadership. — Marcus Buckingham

Think effectively Do efficiently. Effectiveness is doing the right thing. Efficiency is doing the right thing in the right manner, the first time. — Avinash Narula

The most powerful weapon in the world is, Question. — Krishna Sagar

There has to be a way to redirect employee's driving ambition and to channel it more productively. There is. Create heroes in every role. Make every role, performed at excellence, a respected profession. — Marcus Buckingham

People. Products. Profits. In that order. — Ken Goldstein

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. — Kenneth H. Blanchard

In every situation, you must lead with your real self, because if you're going to be on the leading edge of management, you sometimes must be on the emotional edge as well. — James Autry

Management's job is to convey leadership's message in a compelling and inspiring way. Not just in meetings, but also by example. — Jeffrey Gitomer

Move away from the mid-set that the fulfillment of the organization's mission, vision, and strategic plan is only the work of leaders. — Sue Tetzlaff

Everyone is a business person. You must be in the business of managing your time. Managing your time means managing your life. Good time managers are good life managers, and vice versa. — Archibald Marwizi

Leadership is the influence of a person(s) on another person(s) which guides their efforts in a specific direction, with more purpose, clarity, and unity than they would have held on their own. — Michael A. Wood Jr.

If you continue doing what you have done in the past, you will get what you have received in the past. — Avinash Narula

Having a person of Dr. Berthiaume's calibre leading Library and Archives Canada will be a solid asset to the organization. His extensive experience in the management of large cultural organizations and his strong leadership are important qualifications for this position. — Shelly Glover

A $10,000 investment in Dell at its 1988 initial public offering would have yielded a fortune of ~$6 million at the stock's peak. — Heather Simmons

People don't change that much. Instead of trying to put in what God left out, try drawing out what God left in! — Curt Coffman

Managers' responsibility is to ensure that people deliver the expected results, which are the company's strategy. The company's strategy, in turn, determines its competitive advantage. So, if a manager does a poor job of motivating employees' productivity, the enterprise is a weak competitor. — Anna Stevens

Digital synchronization occurs when all parts of the choir sing their respective parts in harmony. — Pearl Zhu

One of the functions of leadership is to lead, and weak managers may simply check and check and check with others because they are not capable of leading when it is required of them to lead. Benedict says that in matters of importance the abbot or prioress is to ask everyone in the community, 'starting with the youngest,' and then the abbot or prioress is to 'do what seems best. — Joan D. Chittister

When I interviewed Paul Bremer in his office he had almost no books on his shelves. He had a couple of management books, like "Leadership" by Rudolph Giuliani . I didn't take it as an encouraging sign. — George Packer

We often commit foolish mistakes in trying to be smart — Siddharth Joshi

We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term decisions in a non-linear, probabilistic world. — Paul Gibbons

Management works in the system; leadership works on the system. — Stephen Covey

No amount of training in leadership skills, courses in management methods, power titles, promotions, or associations can substitute for the right attitudes. — Myles Munroe

If you don't choose to do it in leadership time up front, you do it in crisis management time down the road. — Stephen Covey

We all know business financial performance improves when more women are in senior levels of management and leadership. — Beth Brooke

...for all my regard for democracy , and my embrace of consultative management, there's a lot to be said for benevolent depotism. My inclination towards that model only increased when I went on to study philosophy and politics and early civilisations. I'm happy to consult broadly where appropriate, to draw in ideas. But when it is clear the direction that must be taken, leadership is about persuading people to come on board to work together on the strategy you believe will work. Sometimes you might get them there through subtle persuasion. At other times, I might still say, as I did so often at fifteen, 'Oh, please, just shut up and let's get on with it. — Christine Nixon

An employee's inability to be wrong, obsessed with their personal agenda, or complacency with the comfort of their title and paycheck often keeps them stuck in selfish politics and silo mentalities. — Angela Lynne Craig

The most feared situation is to end up inadvertently in the wrong place at the wrong time and get blamed. Yet this is exactly what happens in a structure that systematically diffuses responsibility. It is because managers fear blame-time that they diffuse responsibility; however such a diffusion inevitably means that someone, somewhere is going to become a scapegoat when things go wrong. — Robert Jackall

A boss in essence is every woman willing to try, push, succeed, fail but ultimately do the work in her lifescape to make her mark on the world the way she wants to draw it. — Jaha Knight

Adapt and adopt the peer-to-peer and open source models to wider implementation in organisations — Miguel Reynolds Brandao

Not only in personal relationships, but also in professional life, if like minded people work together, it is a beauty to witness — Rajasaraswathii

Change is not always easy when patterns in our lives have existed so long. — Lolly Daskal

If you can 'hire tough,' you can 'manage easy. — Sue Tetzlaff

Competition and rivalry between the members of a group are the antithesis of the cooperation and team play needed in an effective management group. This is why team building is an empty abstraction for a group whose leader controls with power. — Thomas Gordon

In their groundbreaking book, Tribal Leadership, management consultants Dave Logan, John King, and Halee Fischer-Wright lay out the five stages of tribal development, which they formulated after conducting extensive research on small to midsize organizations. — Phil Jackson

Truth be told, nobody thought Dell's direct business model would work, at least back in the early 90s. As Bill Sharpe, head of the advertising agency that held the Dell Canada account from 1996 to 2006, told me, "I had a business partner in California who said, we have a client, Dell. It sells computers over the phone, and ships them to you. I said, 'There's no way, who's gonna buy a computer over the phone? They're complicated. — Heather Simmons

People of great faith are almost always lacking in reason, while people possessed of great reason often suffer from a pitiful lack of faith. So it always happens that people of great faith can move the world but cannot steer it, while people possessed of great reason excel at steering the world but are hopeless at moving it — Agona Apell

Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall. — Stephen Covey

Great leaders inspire greatness in others. — Lolly Daskal

The typical mentality among the leadership of "less work for more money" is far too prevalent. Outstanding efforts by individual employees are frowned upon, because they give "management" a reason to expect better results without an increase in compensation. — Glenn Beck

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

We live in a world in which everything seems to needed now and working quickly is normally viewed as a positive attribute in the workplace...Do not let yourself become too frazzled and stressed by doing everything at high speed.

As I have coached hundreds of individuals in the workplace, I have discovered that we waste precious time by delaying and procrastinating. We might know that the work is very urgent and important but we still might find ourselves being slow to start the task. — Nigel Cumberland