1. Strong men can accomplish a lot, even with poor organization, but weakness at the top cannot be overcome by the best.

Dean Acheson (1893-1971) U.S. statesman. Present at the Creation (1969)

2. Leadership is about a sense of direction…It’s knowing what the next step is.

John Adair (b.1933) British management theorist. Interview, Director (November 1988)

3. Dear Lord…Give me the mysterious something which will enable me at all times satisfactory to explain policies, rules, regulations…even when they have never been explained to me.

Anonymous. Quoted in “A Leader’s Prayer,” Understanding Organisations (Charles Handy; 1976), pt. 1, ch. 4

4. Teach me to smile if it kills me. Make me a better leader…by helping develop larger and greater qualities of understanding, tolerance, sympathy, wisdom, perspective, equanimity, mind-reading, and second sight.

Anonymous. Quoted in “A Leader’s Prayer,” Understanding Organisations (Charles Handy; 1976), pt. 1, ch. 4

5. The speed of the leader is the speed of the gang.

Mary Kay Ash (1915-2001) U.S. entrepreneur, business executive and founder of Mary Kay Cosmetics. Mary Kay (1981)

6. Finding the right balance of hierarchical looseness versus control is a central task of leadership in the boundaryless organization.

Ron Ashkenas (b.1950) U.S. writer. The Boundaryless Organization (co-written with Dave Ulrich, Todd Jick, and Steve Kerr; 1995)

7. Leadership is interpersonal influence, exercised in a situation and directed, through the communication process, toward the attainment of a specified goal or goals.

Lionel J. Beaulieu (b.1950) U.S. writer. CD-22, Florida Cooperative Extension Service (1992)

8. At a rehearsal I let the orchestra play as they like. At the concert I make them play as I like.

Thomas Beecham (1879-1961) British conductor. Quoted in Sir Thomas Beecham (Neville Cardew; 1961)

9. I think consensus is a poor substitute for leadership.

Charlotte Beers (b.1935) U.S. advertising executive and former under secretary of state for public diplomacy and public affairs in the U.S. government. Fortune (August 1996)

10. A faith is something you die for; a doctrine is something you kill for; there is all the difference in the world.

Tony Benn (b.1925) British politician. Observer (London) (April 1989)

11. Social architects.

Warren Bennis (b.1925) U.S. educator and writer. Referring to business leaders. “Why Leaders Can’t Lead,” Amacom (1976)

12. Empowerment is the collective effort of leadership.

Warren Bennis (b.1925) U.S. educator and writer. A Invented Life (1993)

13. Leadership can be felt throughout an organization. It gives pace and energy to the work and empowers the workforce.

Warren Bennis (b.1925) U.S. educator and writer. An Invented Life (1993)

14. Leaders walk their talk: in true leaders there is no gap between the theories they espouse and their practice.

Warren Bennis (b.1925) U.S. educator and writer. Business (October 1990)

15. The capacity to create a compelling vision and translate it into action and sustain it.

Warren Bennis (b.1925) U.S. educator and writer. His definition of Leadership. Quoted in Director (April 1991)

16. The leader…is the translator, facilitator, the articulating point between the group’s genius, who is doing great things, producing big and innovate ideas, and the public, the market.

Warren Bennis (b.1925) U.S. educator and writer. Referring to the role of leaders in “Great Groups,” his concept of the exceptional groups thrown up in business and elsewhere. Great Groups achieve tremendous success, often with very limited resources. Interview, Journal of Strategy & Business (July-September 1997)

17. Leaders articulate and define what has previously remained implicit or unsaid, then they invent images, metaphors, and models that provide a focus for new attention.

Warren Bennis (b.1925) U.S. educator and writer. Leaders (1985)

18. Leaders are the most results-oriented individuals in the world, and results get attention.

Warren Bennis (b.1925) U.S. educator and writer. Leaders: The Strategies for Taking Charge (co-written with Burt Nanus; 1997)

19. Managers are people who do things right and leaders are people who do the right things.

Warren Bennis (b.1925) U.S. educator and writer. Leaders: The Strategies for Taking Charge (co-written with Burt Nanus; 1997)

20. Leaders are almost like midwives of ideas. They really understand what is going on. You know when you come to them with an idea, they aren’t going to just say, “Well, that’s nice, and maybe we can use that.”

Warren Bennis (b.1925) U.S. educator and writer. Interview, Strategy + Business (July-September 1997)

21. Leaders configure the context while managers surrender to it.

Warren Bennis (b.1925) U.S. educator and writer. “Managing the Dream,” Training Management (1990)

22. The manager does things right; the leader does the right thing.

Warren Bennis (b.1925) U.S. educator and writer. “Managing the Dream,” Training Management (1990)

23. Whatever a great man does, others imitate. People conform to the standards he has set.

Bhagavad Gita, Indian religious text (1^st century? B.C.)

24. The art of leadership is saying no, not yes, It is very easy to say yes.

Tony Blair (b.1953) British prime minister. Daily Mail (London) (Ocotber 1994)

25. I don’t do plumbing.

Christopher Bland (b.1938) British media executive and chairman of british Telecom. Referring to his singlemindedness. Management Today (july 1999)

26. Discrimination is the capacity to discern what is important.

Warren Blank (b.1945) U.S. writer. The 9 Natural Laws of Leadership (1995)

27. Followers are allies who represent the necessary opposite side of the leadership coin.

Warren Blank (b.1945) U.S. writer. The 9 Natural Laws of Leadership (1995)

28. I’m the boss. I’m allowed to yell.

Ivan Boesky (b.1937) U.S. financier convicted of insider dealing in 1987. Quoted in Den of Thieves (James B. Stewart; 1991)

29. A fanatic is a great leader who is just entering the room.

Heywood Broun (1888-1939) U.S. journalist. New York World (February 1928)

30. Managing change is about leading change.

Shona L. Brown (b.1966) Canadian writer. Competing on the Edge (co-written with Kathleen M. Eisenhardt; 1998)

31. Leadership, unlike naked power wielding is thus inseparable from followers’ needs and goals.

James MacGregor Burns (b.1918) U.S. political scientist. Leadership (1978)

32. The crisis of Leadership today is the mediocrity or irresponsibility of so many of the men and women in power.

James MacGregor Burns (b.1918) U.S. political scientist. Leadership (1978)

33. The fundamental process is an elusive one; it is in large part to make conscious what lies unconscious among followers.

James MacGregor Burns (b.1918) U.S. political scientist. Leadership (1978)

34. The leadership approach tends often unconsciously to be elitist; it projects heroic figures against the shadowy figures background of drab, powerless masses.

James MacGregor Burns (b.1918) U.S. political scientist. Leadership (1978)

35. Transformational leadership is dynamic leadership in the sense that the leaders throw themselves into a relationship with followers who will feel elevated by it and often become more active themselves.

James MacGregor Burns (b.1918) U.S. political scientist. Leadership (1978)

36. The hierarchical manager of yesterday ran the Industrial Age company with “Yes Sir! Yes Sir”…When you’re running an Information Age company, you’ve got to allow a lot of dissent.

Bill Campbell (b.1940) U.S. C.E.O. of Intuit Corporation. Quoted in Giant Killers (Geoffrey James; 1996)

37. If your role is leader, then you should try to simplify things and help other people understand things when they are complicated.

Barbara Cassani (b.1960) U.S. former C.E.O. of Go. Management Today (August 1999)

38. Effective leadership…including “values for becoming,” besides just “skills for doing”…seems to demand continuous reflection and integral assimilation by a true leader.

1. K. Chakraborty (b.1957) Indian academic. Ethics in Management: Vedantic Perspectives (1995)

39. If a leader were…to assume the role of a teacher (which also implies study) on a regular basis, he would be spurred to internalize and project higher values more deeply and genuinely than of the job were delegated to other specialists.

1. K. Chakraborty (b.1957) Indian academic. Ethics in Management: Vedantic Perspectives (1995)

40. Leaders with unruly, lowly minds will project and create turbulent and contaminated environments in their spheres of action.

1. K. Chakraborty (b.1957) Indian academic. Ethics in Management: Vedantic Perspectives (1995)

41. All leadership, management or vision will be useless if it becomes static.

Paul Corrigan (b.1948) British author. Shakespeare on Management (1999)

42. The leader is not just a scorekeeper. He is responsible for creative something new and better.

Bill Creech (b.1958) U.S. commanding general of U.S. Air Force Tactical Air Command. “Creech’s Laws” (1984)

43. The rot starts at the top.

1. Edwards Deming (1900-93) U.S. consultant and author. Lecture (1983)

44. The basic cause of sickness in American industry and resulting unemployment is the failure of top management to manage.

1. Edwards Deming (1900-93) U.S. consultant and author. Out of the Crisis (1992)

45. Drive out fear, so that everyone may work effectively for the company.

1. Edwards Deming (1900-93) U.S. consultant and author. Quality, Productivity, and Competitive Position (1982)

46. Because recruiting new leaders is difficult (if not impossible), it is important to use a process to transform the people whom companies already have in place.

David L. Dotlich (b.1950?) U.S. writer. Action Learning (co-written with James L. Noel; 1998)

47. Leadership is all hype. We’ve had three great leaders in this century-Hitler, Stalin, and Malo.

Peter F. Drucker (b.1909) U.S. management consultant and academic. Fortune (February 1994)

48. They have a particular drive, a desire to bring order out of chaos, or if something is too cosy, to create chaos in order to bring change.

Michael Owen Edwardes (b.1930) British company executive. On leaders. Quoted in The New Elite (Berry Ritchie and Walter Goldsmith; 1987)

49. I’ll tell you what leadership is. It’s persuasion and conciliation, and education and patience.

Dwight David Eisenhower (1890-1969) U.S. general and president. Quoted in Handbook of Leadership (R. M. Stogdill; 1974)

50. I believe absolutely in one man having one vision for the way something should be done.

Chris Evans (b.1966) British broadcaster and media executive. Management Today (July 1999)

51. In the early days, it was easy to lead by example. Now it has to be done by structured education and training.

Tom Farmer (b.1940) British chairman and C.E.O. of Kwik-Fit. Digital Britain (January 2000)

52. I think you have a rocket up your ass and I want to point it in the right direction.

Harry E. Figgie, JR. (b.1923?) U.S. founder of Figgie International. Exemplifying Figgie’s aggressive management style. Quoted in Dangerous Company (James O’Shea and Charles Madigan; 1997)

53. Challenge the mind and capture the heart.

Carly Fiorina (b.1954) U.S. president and C.E.O. of Hewlett-Packard. Forbes (October 2000)

54. A company is an organic, living, breathing thing, not just an income sheet and balance sheet. You have to lead it with that in mind.

Carly Fiorina (b.1954) U.S. president and C.E.O. of Hewlett-Packard. “Secrets of the Fastest Rising Stars,” Fortune (Patricia Sellers; 2000)

55. We want worked out a relationship between leader and led which will give each the opportunity to make creative contributions to the situation.

Mary Parker Follett (1868-1933) U.S. management thinker and author. Dynamic Administration (1941)

56. Drive thy business, let not that drive thee.

Benjamin Franklin (1706-90) U.S. politician, inventor and journalist. The Poor Richard’s Almanack series (1732-58) was originally published under the pseudonym Richard Saunders. Poor Richard’s Almanack (1758)

57. Leaders who understand their organizations can articulate the negatives as well as the positives of their organizations.

Jay R. Galbraith (b.1950) U.S. writer. Designing Organizations (1995)

58.Passionate leadership won’t succeed if contradictory signals are sent out.

Bill Gates (b.1955) U.S. entrepreneur, chairman and C.E.O. of Microsoft. Speech (September 1996)

59. Leadership is practiced, not so much in words as in attitude and in actions.

Harold S. Geneen (1910-97) U.S. telecommunications entrepreneur and C.E.O. of ITT. Quoted in Business Studies (2000)

60. My philosophy is to stay as close as possible to what’s happening. If I can’t solve something, how the hell can I expect my managers to?

Harold S. Geneen (1910-97) U.S. telecommunications entrepreneur and C.E.O. of ITT. New York Times (November 23, 1997)

61. Isolation deprives leaders of new ideas.

Doris Helen Kearns Goodwin (b.1943) U.S. writer and history educator. “Lessons of Presidential Leadership,” Leader to Leader (1998)

62. The art of leadership is to mobilize people to care about the tasks ahead.

Doris Helen Kearns Goodwin (b.1943) U.S. writer and history educator. “Lessons of Presidential Leadership,” Leader to Leader (1998)

63. The grab for a quick killing is the mark of the worst kind of leadership, for it places immediate profit above the long-term interest of the organization and can lead ultimately only to disaster.

Crawford H. Greenewalt (d.1993) U.S. president of DuPont. “A Philosophy of Business Leadership,” The Conference Board Challenge to Business: Industry Leaders Speak Their Minds (Peter Krass and Richard E. Cavanagh, ed.; 2000)

64. A leader is one who ventures and takes the risks of going out ahead to show the way and whom others follow, voluntarily, because they are persuaded that the leader’s path is the right one-for them, probably better than they could devise for themselves.

Robert Greenleaf (1904-90) U.S. director of Management Research for AT&T and author. “Servant Retrospect and Prospect,” The Power of Servant Leadership (Larry Spears, ed.; 1998)

65. The best test, and most difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?

Robert Greenleaf (1904-90) U.S. director of Management Research for AT&T and author. “Servant Retrospect and Prospect,” The Power of Servant Leadership (Larry Spears, ed.; 1998)

66. Never look down to test the ground before taking your next step; only he who keeps his eye fixed on the far horizon will find his right road.

Dag Hammarskjold (1905-61) Swedish politician, writer and Un Secretary-General. Markings (Leif Sjoberg and W. H. Auden, tr.; 1964)

67.. Managers have been brought up on a diet of power, divide and rule. They have been pre-occupied with authority, rather than making small things happen.

Charles Handy (b.1932) British business executive and author. The Age of Unreason (1989)

68. He who wields the knife never wears the crown.

Michael Heseltine (b.1933) British politician and publisher. New Society (February 1986)

69. Everyone is capable of exercising effective leadership in roles that carry leadership accountability, so long as they value the role.

Elliot Jacques (b.1917) Canadian psychologist and sociologist. Executive Leadership (1991)

70. Leadership competence…is a matter fundamentally of competence in the specific role that carries the leadership accountability.

Elliot Jacques (b.1917) Canadian psychologist and sociologist. Executive Leadership (1991)

71. In the language of the industrial leader, quality is primarily a business problem, not a technical problem.

Joseph M. Juran (b.1904) U.S. business thinker. 1981. “The Two Worlds of Quality Control,” www.juran.com (2000)

72. By empowering others, a leader does not decrease his power, instead he may increase it-especially if the whole organization performs better.

Rosabeth Moss Kanter (b.1943) U.S. management theorist, academic and writer. Men and Women of the Corporation (1997)

73. Leadership is not about being nice. It’s about being right and being strong.

Paul Keating (b.1944) Australian former prime minister. Time (1995)

74. I think leadership is valuing the time you spend with your people more than anything else you do.

Herb Kelleher (b.1931) U.S. businessman and founder of Southwest Airlines. Computer World (September 1998)

75. There are a hundred roads to Rome; the important thing is to get there, not to use the same road.

Herb Kelleher (b.1931) U.S. businessman and founder of Southwest Airlines. International Organization and Dynamics (Autumn 1994)

76. Without some element of leadership, the many at the bottom will be paralyzed with choices.

Kevin Kelly (b.1958) U.S. executive editor of Wired magazine. New Rules for the New Economy: 10 Radical Strategies for a Connected World (1998)

77. Leaders must invoke an alchemy of great vision. Those leaders who do not are ultimately judged failures, even though they may be popular at the moment.

Henry Kissinger (b.1923) U.S. diplomat. Time (October 1980)

78. The task of the leader is to get people from where they are to where they have not been.

Henry Kissinger (b.1923) U.S. diplomat. Time (October 1980)

79. The difference between a leader and a boss is the difference between good and bad management.

Joe Klock (b.1949) U.S. writer. Like Klockwork: The Whimsy, Wit and (Sometime) Wisdom of a Key Largo Curmudgeon (1995)

80. Good leaders make people feel they’re at the heart of things, not at the periphery.

Fred Kofman, U.S. writer. Leaders (co-written with Burt Nanus; 1985)

81. Leaders today sometimes appear to be an endangered species.

Fred Kofman, U.S. writer. On Becoming a Leader (1998)

82. When the effective leader is finished with his work, the people say it happened naturally.

Laozi (570?-490? B.C.) Chinese philosopher, reputed founder of Daoism. Daode Jing

83. For what I’m doing, you have to be scrappy and partner with a variety of companies.

Geraldine Laybourne (b.1947) U.S. chairman of Oxygen Media. “The 50 Most Powerful Women in American Business,” Fortune (Patricia Sellers and Cora Daniels; October 1999)

84. Men like to issue orders. They like to feel powerful.

Shelly Lazarus (b.1949) U.S. chairperson of Ogilvy & Mather Worldwide. “The 50 Most Powerful Women in American Business,” Fortune (Patricia Sellers and Cora Daniels; October 1999)

85. The genius of a good leader is to leave behind him a situation which common sense, without the grace of genius, can deal with successfully.

Walter Lippmann (1889-1974) U.S. political commentator, editor and writer. “Roosevelt has Gone,” New York Herald Tribune (April 14, 1945)

86. He ought above all things to keep his men well organized and drilled to follow incessantly the chase.

Niccolo Machiavelli (1469-1527) Italia historian, statesman and political philosopher. The Prince (1513)

87. He that would govern others, first should be the master of himself.

Philip Massinger (1583-1640) English playwright. The Bondman (1624)

88. The tail tracks the head. If the head moves fast the tail will keep up the same pace. If the head is sluggish, the tail will drop.

Konosuke Matsushita (1894-1989) Japanese electronics executive, entrepreneur and inventor. Quest for Prosperity (1988)

89. Professionals require little direction and supervision. What they do require is protection and support.

Henry Mintzberg (b.1939) Canadian academic and management theorist. :Covert Leadership: Notes on Managing Professionals,” Harvard Business Review (1998)

90. A leader has to be one of two things: he either has to be a brilliant visionary himself, a truly creative strategist, in which case he can do what he likes and get away with it; or else he has to be a true empowerer who can bring out the best in others.

Henry Mintzberg (b.1939) Canadian academic and management theorist.  Quoted in The Drama of Leadership (Patricia Pitcher; 1997)

91. Modern business leadership has been generally characterized by the capacity to create large organizations, but by failure in knowing what to do with them.

James Mooney (1884-1957) U.S. business executive. Onward Industry (co-written with Alan Reiley; 1931)

92. The most effective leader is the one who satisfies the psychological needs of his followers.

David Ogilvy (1911-99) British advertising executive, founder and chairman of Ogilvy & Mather. Ogilvy on Advertising (1983)

93. A chairman who never wanders about his agency becomes a hermit, out of touch with his staff.

David Ogilvy (1911-99) British advertising executive, founder and chairman of Ogilvy & Mather. Principles of Management (1968)

94. Our problem today is that the tools are there but our vision is limited.

Richard Pascale (b.1938) U.S. academic and author. The Art of Japanese Management (co-written with Anthony Athos; 1981)

95. Suppose somebody says, look, Ross, I’m very busy. What’s the most important thing you can tell me about leadership? I’d say,  “Just treat people the way you’d want to be treated.”

1. Ross Perot (b.1930) U.S. entrepreneur, venture capitalist and politician. Inc. (January 1989)

96. You have a responsibility to shape the vision of a company, and you know whatever process a company, and you know whatever process you choose will determine ultimately the well-being of the organization.

Eckhard Pfeiffer ()b.1941 German C.E.O. of Compaq Corporation. Quoted in Giant Killers (Geoffrey James; 1996)

97. The leader must know, must know that he knows, and must be able to make it abundantly clear to those about him that he knows.

Clarence B. Randall (1891-1967) U.S. industrialist and government adviser. Making Good in Management (1964)

98. To grasp and hold a vision, that is very essence of successful leadership-not only on the movie set where I learned it, but everywhere.

Ronald Reagan (b.1911) U.S. former president and actor. 1994. Attrib.

99. What we need is not a savior or a guru, but an active movement, so that people work together to understand local difficulties. I’m not saying this is the final answer. There is no final answer for anything.

Reg Revans (1907-2003) British academic. Interview, Financial Times (London) (Stuart Crainer; 1996)

100. Leadership, above all, consists of telling the truth, unpalatable though it may be. It is better to go down with the truth on one’s lips than to rise high by innuendo and doubletalk.

Alfred Robens (1910-99) British politician and chairman of the National Coal Board. Speech, Institute of Directors’ Annual Convention (November 7, 1974)

101. Do not delegate an assignment and then attempt to manage it yourself-you will make an enemy of the overruled subordinate.

Wess Roberts (b.1946) U.S. writer. Leadership Secrets of Attila the Hun (1991)

102. Do not expect everyone to agree with you…Do not consider all opponents to be enemies.

Wess Roberts (b.1946) U.S. writer. Leadership Secrets of Attila the Hun (1991)

103. The more your team come together, the more I think you really want to withdraw.

Jack Rowell (b.1937) British rugby captain and coach. Quoted in The Adventure Capitalists (Jeff Grout and Lynne Curry; 1998)

104. I learned more about managing people when I was captain of the rugby team than when I was working for Procter & Gamble, because you didn’t pay them-they had to respect your leadership, otherwise you were in a fix.

Jack Rowell (b.1937) British rugby captain and coach. Referring to the English national rugby team. Quoted in The Adventure Capitalists (Jeff Grout and Lynne Curry; 1998)

105. Legend is missing ingredient in leadership-although you often see it in women.

Harriet Rubin (b.1952) U.S. author. “We Won’t See Great Leaders Until We See Great Women Leaders. As Role Models, Men Are Going Flat.,” Fast Company (2000)

106. Because I was president in the good times, I had to be president in the most difficult times.

Juan Antonio Samaranch (b.1920) Spanish president of the International Olympic Committee. Referring to his refusal to stand down after a series of crises. Sunday Times (London) (September 2000)

107. If a group’s survival is threatened because elements of its culture have become maladapted, it is ultimately the function of leadership to recognize and do something about the situation.

Edgar H. Schein (b.1928) U.S. writer. Organizational Culture and Leadership (1992)

108. The new leaders face new tests such as how to lead in this idea-intensive, interdependent network environment.

John Sculley (b.1939) U.S. partner of Sculley Brothers, former president of Pepsi, and C.E.O. of Apple Computers. Attrib.

109. I try to create an environment in which others make decisions. Success means not making them myself.

Ricardo Semler (b.1959) Brazilian business executive and president of Smco. Maverick! (1993)

110. To be mission-based means that those in positions of authority arenot the source of authority.

Peter Senge (b.1947) U.S. academic and author. “The Practice of Innovation,” Leader to Leader (1998)

111. No one in the past 30 years has had a more profound impact on thinking about leadership than Robert Greenleaf.

Peter Senge (b.1947) U.S. academic and author. Synchronicity: The Inner Path of Leadership (Joseph Jaworski; 1996), Introduction

112. The secret of a leader lies in the tests he has faced over the whole course of his life and the habit of action he develops in meeting those tests.

Gail Sheehy (b.1937) U.S. journalist and author. “Gorbachev,” Looking for Mikhail Gorbachev (1991)

113. A loose grip around the throat.

Allen Sheppard (b.1932) British chairman of Vizual Business Tools and former chairman of Grand Metropolitan. Referring to his personal management style. Quoted in The Adventure Capitalists (Jeff Grout and Lynne Banks; 1998)

114. Leadership is the process of achieving a dream together, especially when that dream seems impossible to achieve.

Stan Shih (b.1945) Taiwanese C.E.O. of the Acer Group. Quoted in Giant Killers (Geoffrey james; 1996)

115. I have never issued an order since I have been the operating head of the corporation.

Alfred P. Sloan (1875-1966) U.S. president of General Motors. Referring to the benefits of decentralized management. “The Most Important Things I Learned About Management,” System (August 1924)

116. Administrators are cheap and easy to find and cheap to keep. Leaders-risk takers: they are in very short supply. And ones with vision are pure gold.

Raymond W. Smith (b.1937) U.S. chairman of Rothschild Inc. and former chairman of Bell. Atlantic Corporation. Speech (August 1, 1988)

117. Consensus is the negation of leadership.

Margaret Thatcher (b.1925) British former prime minister. Quoted in Woodbury Reports Archives (June 1997)

118. Most people in big companies are administered, not led. They are treated as personnel, not people.

Robert Townsend (b.1920) U.S. business executive and author. Further Up the Organization (1984)

119. The first lesson is: To hell with centralized strategic planning. If you don’t have a good leader, it’s all nothing; it’s just a bunch of papers flying around.

Robert Townsend (b.1920) U.S. business executive and author. “Townsend’s Third Degree in Leadership,” The Conference Board Challenge to Business: Industry Leaders Speak Their Minds (Peter Krass and Richard E. Cavanagh, eds.; 2000)

120. A leader is a man who has the ability to get other people to do what they don’t want to do and like it.

Harry S. Truman (1884-1972) U.S. president. Quoted in Leadership is Not a Bowler Hat (P. Prior; 1977)

121. You just have to be the kind of guy to get people to do things.

Donald J. Trump (b.1946) U.S. real estate developer. U.S. News & World Report (April 1987)

122. I am a leader by default, only because nature does not allow a vacuum.

Desmond Tutu (b.1931) South African Archbishop, former head of the South African Council of Churches, and winner of the 1984 Nobel Peace Prize, Christian Science Monitor (December 20, 1984)

123. If we’re going to run this business on viscera, it’s going to be my viscera.

Thomas J. Watson, JR. (1914-93) U.S. C.E.O. of IBM. Quoted in CEO (Harry Levinson and Stuart Rosenthal; 1984)

124. Simplicity is an indispensable element of a leader’s most important functions.

Jack Welch (b.1935) U.S. former chairman and C.E.O. of General Electric. Speech (November 1989)

125. The leader’s unending responsibility must be to remove every detour, every barrier to ensure that vision is first clear, and then real,

Jack Welch (b.1935) U.S. former chairman and C.E.O. of General Electric. Speech (November 1989)

126. It is ours to win with-if we can shift gears from decades of controlling things to a decade of liberty-turning people loose to dream, dare, and win.

Jack Welch (b.1935) U.S. former chairman and C.E.O. of General Electric. Leaders (1993)

127. Power wasn’t even part of my vocabulary.

Oprah Winfrey (b.1954) U.S. talk show host, actor, and business executive. “The 50 Most Powerful Women in American Business,” Fortune (Patricia Sellers and Cora Daniels; October 1999)

128. If you’re trying to create a healthy organization, one that can sustain itself over time, simply legislating and dictating behavior and outcomes doesn’t work at all.

Walter Wriston (b.1919) U.S. banker. Interview with Scott London, U.S. National Public Radio (November 1996)