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A leader’s job is to mobilize, focus, inspire, and regularly renew the energy of those they lead.
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161 |
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Leaders who rely on negative emotions may get the short-term results they’re seeking, but the costs accrue over time.
|
163 |
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A harsh leader begets not just fear but also resentment, and those feelings are likely to influence people’s performance and their loyalty in the long run.
|
163 |
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Because the impact of bad is stronger than good, the first rule for an effective leader is simply to avoid devaluing emotions: anger, intimidation, disparagement, and shame.
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168 |
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Not even the best-run organizations can avoid challenges, conflict, and stress, especially in tough economic times. But leaders at all levels can profoundly influence the way an organization responds…
|
170 |
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Numerous studies show that the most inspiring leaders are consistently those who tune in to what others are feeling and listen to them with genuine interest and respect.
|
215 |
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Employees are seven times more likely to be loyal to leaders they believe have high integrity… than to those that do not.
|
263 |
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The best leaders are those with the most spacious, embracing vision of their roles. The wider, deeper, and longer range our awareness is, the bigger our world becomes.
|
272 |
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To master the competitive environment, the leader must first understand the challenges of the twenty-first century.
|
186 |
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The leaders of the future will be those who take the next step – to change the culture.
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186 |
