Quality effective leaders have the confidence to trust others to try, succeed, and sometimes to fail. We very often confuse personality with leadership. In other words, leadership is not about being a nice person or not a nice person.

The bad leaders are the ones that push hard so they can gain, who brow beat us so that they can receive the benefit of our hard work, not so we can enjoy the success

Bad leaders care about who is right. Good leaders care about what is right

A leader without a title is better than a title without the ability to lead.

We all have the luxury of looking out for ourselves. Leaders also have the honor of looking out for others.

Great leaders see money as fuel, not a destination.

Time and energy. Those are the most valuable sacrifices leaders can make.

I never imagined working with CEOs, congressmen or the military, yet I make regular visits to the Pentagon, stop by the Capitol now and then and sit down with leaders of all kinds of companies.

I try to find, celebrate and teach leaders how to build platforms that will inspire others.

Bad leaders believe that they have to project control at all times.

One of the best paradoxes of leadership is a leader's need to be both stubborn and open-minded. A leader must insist on sticking to the vision and stay on course to the destination. But he must be open-minded during the process.

Notoriously outspoken, his sentences always punctuated with profanities, General George S. Patton was the epitome of what a leader should be like - or so he thought. Patton believed a leader should look and act tough, so he cultivated his image and his personality to match his philosophy.

Though there are lessons that can be learned about becoming a great leader, most exist inherently in the bellies of those who lead.

You'll never see the president carry his own luggage, and why? Because even though we know he has luggage, it would reduce his stature if he was too much like us. We need to think of our leaders as being above us, even though they must still relate to us.

The quality of a leader cannot be judged by the answers he gives, but by the questions he asks.

Great leaders don't need to act tough. Their confidence and humility serve to underscore their toughness.

Great leaders state out loud what they intend to do and in doing so, they get things done.

The most effective leaders are actually better at guarding against danger when they acknowledge it that it exists. Cowards, in contrast, cling to the hope that failure will never happen and may be sloppy in the face of danger - not because they don't acknowledge that it exists, but because they are just too afraid of it to look it in the eye.

Like a good parent can't also be his child's best friend, a leader with authority requires some separation from subordinates.

A leader's job is not to do the work for others; it's to help others figure out how to do it themselves, to get things done and to succeed beyond what they thought possible.

A leader's job is not just to get the best out of their people-a leader's job is to make more leaders.

The leaders who get the most out of their people are the leaders who care most about their people.

When leaders care less about their people, their people will be careless.

When we tell people to do their jobs, we get workers. When we trust people to get the job done, we get leaders.