This document summarizes the experiences and reflections of members of a student group project on leadership. It discusses how the group initially selected Valentina as the formal leader but later transitioned leadership to Lisette after changing projects. The group later decided to adopt a shared leadership approach. Members discuss their personal reasons for taking the course and reflections on the leadership changes. They found shared leadership worked better for their dynamic group by allowing all opinions to be heard and more equally distributing work. The transition to shared leadership increased engagement and improved decision making and performance.

1. Dark or Bright?
A project that makes you think critically about leaders &
leadership
Students Student nr. Email Addresses
Valentina Ledeneva 2637200 v.ledeneva@student.nl
Mark 2650106 m.deboorder@student.vu.nl
Quincella Buys 2641256 q.buys@student.vu.nl
Samuele Quarta 2640834 s.quarta@student.vu.nl
Lisette Buhrs 2634274 l.buhrs@student.vu.nl
Yash Gujadhur 2644380 y.gujadhur@student.vu.nl
Lecturer: Dr. E. Doci
Course: Leadership & Learning
Faculty: FEWEB
Date submission: December 12th, 2018
Version: Final

2. Part a: INTRODUCTION
During the group’s initial meeting, we critically discussed leaders and leadership in general. Questions
arose such as ‘​what actually is a ‘good’ or ‘bad’ leader?​’ and ‘​why is it that dictators, repressors or
terrorist have such great amounts of followers?​’. This lead to the discovery that leadership is a rather
complex, multidimensional concept that evokes different meanings, feelings and expectations for
everyone. These differences offered an interesting field of research for our project. We ultimately
developed a project based on the leadership trait theory as explained by bright and dark traits. The red line
throughout our project has been identified as ​critical thinking. ​Not only about our project and leaders, but
also about leadership style.
Initially, Valentina was chosen by all group members as the formal leader as she took on the
responsibility of writing ideas down and emailing the teachers. However, in the process of the project the
leadership-role was transferred to Lisette. Later on, this role was absolutely absolved as we switched to
shared leadership. How this leadership dynamic unfolded, evolved and was established will be discussed
in this report. This will firstly be discussed on an individual-level reflection, followed by a
collective-level reflection to later be analyzed through a theoretical framework.
Quincella
My personal motivation to follow Leadership & Learning stems from the negative experience I have had
with prior leaders and managers. They were uninspiring, demotivating and uneffective to which I decided
to partake in this course with the goal to learn how to avoid this seemingly detrimental trap of leaders to
become this way. Moreover, prior to the start of the course, I had read the course content and the topics to
be discussed appeared highly thought-provoking, compelling and refreshing to traditional leadership
courses. And my expectations somehow felt surpassed after only a few lectures: the topics engaged me
and Doci’s teaching was compelling. My learning experience has been that I realized that I strongly
appreciate shared-leadership more than single-leadership because of my personal (subconscious)
preference to be treated and to treat people as equals.
Valentina
I followed the course Leadership & Learning because of several reasons. Firstly, this course was one of
the possible electives for International Management program and I found the description of the course
very interesting. Secondly, I obtained a practical experience in the area of marketing before. I joined an
international company PepsiCo as a trainee in brand management department, and unfortunately, my
experience in leadership was bad there. I had a manager who mostly was a follower. So, I obtained the
course to learn how to become a good leader and to encourage my followers, if I have any.
Lisette
I decided to do this course just before I was accepted at the VU. I was already interested in Leadership
and how leaders behave in organizations and life. In my personal life, I have worked at different
companies and always been very much analyzing the behavior of the employees and leaders in the
organization. When I worked as a team leader at the Albert Heijn, I experienced myself how important it
is to have a good relationship with the employees. I remember one day I had a talk with the manager since
one of the workers had complained about the way I spoke to her. This is the first moment I realized

3. everyone needs to work on how to connect with people to be a good leader. When I chose this course it
was mostly because I am so much interested in becoming a good leader in life myself. In the end I have
learnt that leadership is indeed a hard job, and a lot of attention and thinking is needed before becoming a
good leader. In my experience, not only this course but our group project has made me realize the
importance.
Sam
Last October I decided to choose “Leadership and Learning” as an elective course for my master program
for several reasons. For a start, since I was 14 years old, I am really interested and fascinated to read
various leaders’ biographies. During the last years, indeed, I’ve read a lot of books written by politicians,
Olympic athletes, entrepreneurs and other people that somehow changed the world. Personally, I think
that for me is fundamental to keep some “role models” always in my mind, in order to take example from
them in my daily life. Apart from that, also being part of the local swimming team of my hometown made
aware of the importance of leadership in a group. In my team, indeed, I was fascinated by the oldest
swimmer, who I considered our leader. He cared a lot not only about himself, but mostly about the
development of the entire team. Since then I want to become like him, not just in sport, but in my future
job and my life in general. After attending the course, I’ve learned how being a real leader is a complex
and challenging process, that has the potential to positively change others’ life and make the world a
better place.
Yash
The main reason I chose the “Leadership and Learning” module was to understand the thinking behind
what the great and not-so great leaders do and how they act in certain situations. Furthermore, during one
of my internships I experienced first-hand the bad handling of the followers by the leader. After that I told
myself I would never treat my employees as such (if ever in this situation) and this module was the
perfect opportunity to learn about how to think as a leader. Moreover, having an interest in politics and
being an aspiring manager, I believed this module would enable me to have a critical skill for both these
domains. After participating in this course I value even more the increased importance of respect and
cohesion in a group, the change to shared leadership in the project was a critical aspect of this outcome.
Mark
To follow the leadership and learning course has different reasons. The first lies in my working
experience. The second is based on my personal character. Now, let’s start with the first. Five years ago I
started to study Sociology at the University of Amsterdam. I always loved writing, so I decided to join the
student magazine, where I later became editor-in-chief. This is where I learned to manage a project, to
realize a strict planning, and to make sure that the results of the whole aligned with the mission of the
magazine. Secondly, I also discovered that I have a talent for bringing the right people together and for
enthusing them to collectively work on something that ascends our individual efforts. That is why I chose
to do this course; to train and develop these skills on a deeper level. The most important lesson for me is
that it can be very fruitful if a leader sometimes take a step back to make room for the opinions and efforts
of others. This can be very inspiring for ‘followers’. When they have the feeling that their work and
position in the team is taken seriously, they become more committed and productive.

4. Part b: CRITICAL INCIDENTS/ LEARNING EXPERIENCES
During the course of Leadership & Learning, it was our task as a group to come up with a project that
would allow for people to critically reflect on leadership: a project that could make an impact on people.
We identified humour, love and respect as our main values in the group. Before the project, we decided as
a group to switch our leader since we also switched projects. After having worked on the project for two
weeks, we decided that shared-leadership would be more effective in working as a group. This was the
critical incident we identified in our group. It affected us, challenged us and allowed us to learn about
ourselves and leadership.
Personal experiences during the event
Quincella
At the start of the project, I do not think we questioned the one-directional leader-follower dynamic as it
was mandatory to the project. However, I did think it was unnecessary, based on my personal conviction
that all beings are equal and that people should respect other people’s ideas and opinions. I believe that,
rather than having a single person make the final call, consensus works best in a group of dynamic young
students with contrasting and creative ideas. Moreover, it did not feel fair to let one person do all the
decision making: work should also be divided equally. Initially, though, we agreed on Valentina being the
leader. After only one day this position was assigned to Lisette. Valentina felt like Lisette ‘deserved’ to be
the leader due to the fact that she came up with the idea of our group project and had a stronger voice.
Reasonable arguments, I thought, and much in line with the leadership trait theory. I did not question
Valentina’s decision: if she felt this was the right thing to do, I supported her 100%.
Despite the fact that I do not have problems with hierarchy, bureaucracy and obeying other
people’s wishes because it provides structure and stability, I thought it was beneficial to the group that we
switched from single-leadership to shared-leadership. ​Firstly, because it lessened the burden of passing
everything to the leader (and waiting for her to make the final call) and it also lessened my feeling of
being just a subordinate. Moreover, our group consisted of people from a variety of backgrounds with
many different ideas and feelings. In such groups, it is important for everybody’s opinion to be spoken
and heard. Also, our group was too laid-back and relaxed to obey to one leader: we had mutual respect for
each other and treated every group-member and his/her opinions and ideas as equal. Based on all these
things, ​o​ur group dynamic was already in conflict with the concept of having a single leader. In other
words, there emerged an informal shared leadership gradually.
Both myself and the group reacted very positive to the change and instantly became more
engaged in the project. The performance dynamics changed drastically: now my - and the group’s -
opinions and feelings could be voiced and heard equally. Shared leadership was also crucial in our case
because it made discussions and decision making more effective and less of a slow process. That became
apparent during a meeting in which we discussed quotes of leaders and decided on which historical leader
was ‘bad’. All opinions were voiced, resulting in an interesting discussion with agreements and
disagreements. Shared decision making made this meeting easier for us, because we could come to a
consensus of what was a ‘bad’ leader.

5. Valentina
Between the first and second seminars we had to come up with a team leader, team members and our idea
for the project. We met all together and had a very effective brainstorming process. I was the one
responsible for sending the letter with all necessary information. Firstly, our idea was to make an
educational application through which a person can learn more about leadership by matching photos and
quotes of very famous and powerful leaders. We agreed that I would be the official leader. However,
during the second seminar our team decided collectively to change the project to a more feasible one, as
creating a good-quality app costs money and requires more time. So, Lisitte proposed an idea to print out
quotes and observe the differences of people’s reaction between quotes from leaders with good reputation
and bad reputation. We all agreed on it, and I felt that from that moment she was more enthusiastic about
the project than me. ​That is why I suggested her to become a new leader of the project, as I believe that a
leader should be a person who created the idea and fully understands it. However, I also noticed that I did
not feel so responsible for the project anymore. But when we had to switch from one leader to shared
leadership, I again felt more involved in the project. So, I truly believe that shared leadership is the best
way to lead the project and to achieve the best possible result.
After agreeing on the current project Lisette divided the tasks among team members: everyone
had to find 2 good quotes from good leaders in terms of reputation, and 2 good quotes from very good
leaders but with very bad reputation (Hitler as example). I found one from Queen Elizabeth II, Harry
Truman (as good leaders with good reputation), Hitler and Napoleon (with bad reputation). During the 3rd
meeting our idea evolved a bit again and we decided to show only quotes from leaders with bad
reputation as in this case our added value is clearer – to show people that you should analyse and think
critically before joining any of the leaders. I again suggested Napoleon as a leader with bad reputation,
and after this we had a discussion about it due to cultural differences. In Russian history Napoleon is
shown as a bad guy, who attacked Russia and many Russians died defending our country. ​So, it was really
a bit surprising for me that my team members did not have the same opinion about him and I did not feel
comfortable. However, in the end we decided that it is better to exclude this quote as we realized that it
can be very controversial depending on the point of view people may look at him.
Lisette
When the project first was announced, I was a bit anxious of the purpose. How big should the project be?
How do we organize or measure? We pointed out Valentina as a leader, because I felt like she was the
most responsible one in the group. We first decided to develop an application, where people can play a
leadership game. Since this was not realistic, we ended up changing the idea to an event in the university.
This was also the moment where we decided to switch leadership. In my personal opinion, I was not a
good (hierarchical) leader. I was not strict and did not set deadlines for the others, something I should
have done. We decided to do shared leadership even before the announcement came to do shared
leadership, which I was very happy about​. ​In the end, I found out that the switching to shared leadership
was better for our group. This way we could really connect and learn from each other.
In terms of the project itself, I got very much motivated by it. Our idea is nice, fun and very much
educational. Not in terms of learning from quotes of world leaders, but more in terms of working together
and coming up with the quotes. I learnt for instance that Valentina, who is Russian, has a different
perception on what a good leader (or good person if you want) is. This is something I find very
interesting. The event itself has not taken place yet, but even if we do not succeed in the way we hope to

6. succeed (that is, making people critically think about leaders), I think we already inspired each other and
woke us up in terms of self-consciousness, and critical thinking about leadership. So even if we cannot
inspire others, we certainly inspired each other, which I find even more important.
Samuele
After the first tutorial, we had a brief meeting with the group in order to identify both the scope and the
goal of our project. After a short conversation within the group, we all agreed that we wanted to better
understand how modern or ancient bad leaders have had the ability to manipulate and convince people to
follow them. Apart from that, my personal curiosity also concerned how different leadership behaviours
are perceived in different ways from people according to their personal beliefs and values.
After choosing the potential topic for our project, it was time to decide which member had the
potentiality to become our leader. Honestly, I immediately had the feeling that Lisette was the most
suitable person to fill the position of leader in our group. Indeed, when we decided to start a collective
brainstorming of possible ideas for the projec​t​, I had the perception that she was able to intermediate
between different perspectives in our group, coming up with new solutions and alternatives. During our
first group conversation in the tutorial, she has not only shown a particular tendency to efficiently
organize our future activities, but she has also assigned different tasks and made a “to-do list” with certain
deadlines. Then I was really surprised when I discovered that my perception about her was actually
confirmed by the other members. For these reasons I can say that the election of Lisette as leader has been
an unconscious and natural process from all of us, identifying her as a guide.
During the fourth week, we suddenly switched to shared-leadership. At the beginning I felt a bit
lost, because until then all the members of the group had followed the instructions provided by Lisette and
the work proceeded in the best way. At those point my questions were: will shared-leadership make the
group more or less united? will share-leadership be an advantage or a disadvantage for the final quality of
the work? After thinking about it, I realized that the idea of switching to leadership represented a good
opportunity for me to show myself how much my ideas and opinions may be relevant to add value to a
group. Indeed, the first collective decision we made was about the choice of quotes and the way in which
we would have organized the event. In that occasion, I really understood how the exchange of different
perspectives among team-members and the shared decision process were important factors to make the
whole experience more challenging and valuable.
Yash
As we formed the group in class and followed the assignment necessity of being lead by one person
(single-leadership), I questioned the efficiency of this strategy as all ideas and requests would have to go
through one person. I saw this as an issue: the leader may not always be available and it would only lead
to delayed decision-making, which in turn hinders the progress of our project. Although, naturally, no
opposition was made as this was how the assignment had to be done. Furthermore, having a follower
status in the group I abided by the rules and respected the structure of the group. It is important to mention
that even though it was a single-leadership structure we all had the ability to give our input and propose
concepts to enhance the quality of our project.
During the project, a change of leadership occurred as Lisette replaced Valentina to become the
new group leader. This decision was comprehensible as Lisette suggested a new idea for our project: I
think it's only fair to have as leader, someone who came up with the source idea of our project. Moreover,

7. we agreed to make Valentina the group leader at first, as we could not decide who would be the leader. I
consider that putting someone in a certain position by default or when he/she does not feel like being put
in that particular position will only hinder the positive progress of the project.
Finally, we moved to a shared leadership where everyone is on the same level, this enabled us to
debate and come up with solutions to problems in a more effective way than previously done. ​Also I
could sense that everyone was more comfortable with this structure. I agree with the idea of having
everyone on the same level, it is the best way for a group of people with different views and opinions to
get their thoughts and ideas across in a fair manner. Adding to that, decision-making was quicker and the
progress of the project was moving at a good speed. ​Over the course of our project I have learned that not
everyone has the same view of popular leaders in history. When picking quotes, we found that we did not
share the same views within the group and this helped us in making a decision concerning the choice of
which quotes we would use for the project.
Mark
Due to having an important personal meeting that took place during the first class, I unluckily didn’t have
the opportunity to be present when the first steps for the project were made. The most important thing that
I missed because of this, was the appointment of the leader. When I joined my group in the next week, I
learned that Valentina was the one who was responsible for our team and project. Even though a direct
hierarchy was installed, I immediately felt that communal and equal interaction was more adequate to
describe our group dynamic.
An example of this is that I was encouraged to share my thoughts on the plans that had came up
thus far, without first having to address these reflections to Valentina. Everybody engaged in open
communication and listened carefully to each others’ ideas and insights, and also critically nuancing or
thinking through practical implications. The dynamic was not to be described as a battle, where people
with different ideas fight for their own victory. Rather, everybody brought in crucial pieces, to
collectively realize the most fruitful plan.
Nevertheless, it was Lisette who brought in the ideas we collectively saw as the best direction to
head into. That is why we switched leadership, and appointed her as the next leader of our group. But still,
it felt that this mode of leadership was out of place in a small group where the achievements are built on
mutual trust and creativity. This appointment was not much later followed by instructions to let every
decision first go past the leader to get their approval.
Being a small group potentially meant that we could discuss more efficiently, but a direct
hierarchical model only delayed decision making. It seemed like our group members became a bit
apathetic (including me), because we had to work within a structure that didn’t align with the dynamic of
the group. Now that they were personally less responsible, the group members became less motivated and
committed. This changed when we finally made the decision that we needed to adjust our organizational
structure to the one that is most fitting: shared-leadership. From this moment onwards, engagement of
group members rose, and creative ideas were more common. Both efficiency and effectiveness increased,
as people finally felt as an important element of the success of the group.
Collective experience after the event
The group has gone through a learning experience not only by doing the event but also during the whole
group project. Our main values were respect, love and humour. These values stayed with us our whole

8. event. It has agreed that it has been a difficult but very much interesting process. A few events have led to
our experience that we will definitely remember in the future group work, and made us realize our new
value ​critical thinking, ​which can help followers to protect themselves (Collinson, 2011)​.
Before the project, we named one leader in the group. When we were in a single-leadership
structure, we can say that a “Laissez-Faire” style from the Full Range of Leadership Model (Avolio &
Bass, 1991) was adopted but not completely: responsibilities were taken by everyone since the beginning,
we all had our part to do, so there was no real “lack of leadership” in the group.
As we are all students, the respect between each other was clear since the beginning of the
project. We decided to switch leaders when we changed the subject of our group, since we agreed the
leader should be the one that came up with the idea. Being a work team, we had the liberty to organise our
work how we wanted and we named (as a team) 2 leaders throughout the project. This is in line with the
shared leadership and self-managed teams idea of Solansky (2008). Moreover, we decided to switch ideas
from the project Continuing with the single-leadership, when Lisette and Valentina were in the leadership
position, we can agree that they were “ethical leaders”: there was an instant respect for followers and we
were allowed (as followers) to have inputs and share decisions (Brown et.al, 2005).
When the project went on, we decided to come up with quotes from ‘bad’ leaders in the world, to
mislead students and make them critically think about these quotes and leaders. What happened when we
discussed the quotes, was that one of the members found Napoleon a bad leader, while another made him
a good leader. This critical experience during our group made us realize: Who decides who is a bad leader
and not? It is all about perspective, this had made us ​think critically about leaders and leadership style.
That is why we decided to switch from one leader in our group to shared leadership. The
shared-leadership structure enabled each of us to grow personally and come up with more creative
outcomes/ideas, these are direct benefits of having no hierarchy in the group (Williams & Scott, 2012).
Additionally, the foundation of our group itself is in line with the LMX theory, specifically, the
Theoretical Model of LMX Development: at first we were all strangers, the leader-member exchanges
were relatively low and we were all still trying to find our roles in the group. Then as time went by we all
became more mature in our now defined roles, and while we had a designated leader, the exchanges
between leader and member only increased (Graen & Uhl-Bien, 1995).
During the event, the filming, we found out that many students indeed did not recognize the
inspirational quotes from bad leaders. We could definitely provoke ​critical thinking ​among the students.
In the end, when we reflected our assignment, we could collectively identify that ​critical thinking about
leaders and leadership ​was the red thread throughout our project. Not only we found out that thinking
critically about our leaders and about the leadership style appropriate was evident in our group, it also was
the end goal of our whole project, because in the end: what is dark and bright?
Part c: CONCLUSION: COLLECTIVE REFLECTION AFTER THE EVENT
In this conclusion the most important points of the process document are highlighted and through this
multiple questions are answered. Firstly, we answer what the most important learning experience was.
Secondly, we analyze how this learning experience contributed to our personal development and what this
experience added to our knowledge. Thirdly, and lastly, we answer how these new skills and ideas can be
used in the future.

9. The leadership and learning project showed to be a dynamic project, and thus an inspiring way to
learn about leadership in a ‘real life’ context. The beginning of the project started off with a hierarchical
organization presided over by a formal leader. All ideas thought up by subordinates had to be passed on to
the leader for review. Our biggest learning experience arose when the structure of our small
‘organization’ changed into shared leadership. This had great impact on the way we behaved and
interacted with each other. And thus had an important impact on the outcome of our project.
So, answering our second question, what did we learn from this experience and how did it affect
our personal development? This change into shared leadership made us extremely aware of the power
relations in the situation of formal leadership. It is a common lesson for us all that the way you organize a
team has great implications for group dynamics. Thus, it was a great learning for us all that it can be
fruitful if a leader takes a step back so others can become more active. We learned that in certain
situations engagement of group members can rise when shared leadership is implemented.
It also helped to develop mutual and equal respect for each team member. The group consisted of
people from a variety of backgrounds with many different ideas and feelings. In such groups, it is
important that everybody feels free to voice their opinion and that they are heard. We learned to respect
each other, listen and to be patient with one and other. In this way people really connected, providing new
ways of learning and doing. Many of the team members had less the feeling that they were ‘just’ a
subordinate, instilling commitment and a sense of responsibility in them. Resulting from this, creative
ideas can become more common, as they did in our project.
What we also noticed is that our shift to shared leadership lessened the amount of work for the
leader and it showed that shared leadership provides a foundation to make quicker decisions. After the
change it took less time to move on to new phases in the project. This increased motivation and
interaction. In a group of dynamic young students with contrasting ideas and backgrounds, shared
leadership and consensus proved to work best for creativity, efficiency and effectiveness.
What we also learned is that the values that people have about work, correlates to their preferred
organizational structure. Some group members highlighted that they gave preference to the shared
leadership model because they like to treat people as equals - as they like to be treated themselves. Our
last important lesson that we want to highlight is that leadership behavior can still be present in shared
leadership contexts. That means: everyone in our group showed to have leadership capabilities in certain
contexts and conditions. Everyone had different leadership skills that became apparent in moments where
their leadership capabilities came of use.
So, answering the third question, how will we use the lessons from this project for the future? We
now know that it is important to look at the context of an organization before implementing a team
structure. Who are in the team? What are their preferences? What are their skills, values and
backgrounds? And how are the team members different from each other? These are important aspects to
chart out before making a decision on how you structure the team you are supposed to be leading. Always
see if a shared leadership model could be relevant, efficient and effective for the situation at hand. And
lastly, never underestimate your team members. In the right time and the right place, when they notice
they are trusted, they can prove to have the necessary leadership skills that the project needs - both in
shared and single leadership structures.

10. APPENDIX A: QUOTES
Julius Caesar
- “It is not the well-fed long-haired man I fear, but the pale and hungry looking”
- “It is better to suffer once than to be in perpetual apprehension”
- “It is better to create than to learn. Creating is the essence of life”
Adolf Hitler
- “The art of leadership... consists in consolidating the attention of the people against a single
adversary and taking care that nothing will split up that attention”
- “The doom of a nation can be averted only by a storm of flowing passion, but only those who are
passionate themselves can arouse passion in others”
- The leader of genius must have the ability to make different opponents appear as if they belonged
to one category.
Saddam Hussein
- I call on you not to hate, because hate does not leave space for a person to be fair and it makes
you blind and closes all doors of thinking.
- The complete emancipation of women from the ties which held them back in the past, during the
ages of despotism and ignorance, is a basic aim of the Party and the Revolution. Women make up
one half of society. Our society will remain backward and in chains unless its women are
liberated, enlightened and educated.
Muammar Al Gaddafi
- My presence is to instigate and incite the people for any change they want, and for not having a
change that they don't wish to do.
David Duke (Ku Klux Klan)
- I am opposed to globalism, I am opposed to colonialism, I am opposed to any sort of compulsion
of one nation over another. (...) I also deeply believe in human rights.
Bashar Al-Assad
- You cannot reform your society or institution without opening your mind.
Genghis Khan
- “Without the vision of a goal, a man cannot manage his own life, much less the lives of others“
- “A leader can never be happy until his people are happy”
- “There is no such thing as individual donor in battle if the battle is lost”; there is no good in
anything until it’s finished
- “The mastery of pride is more difficult to subdue than a wild lion”; if you can’t swallow your
pride, you can’t lead

11. Sitting Bull
- Inside of me there are two dogs. One is mean and evil and the other is good and they fight each
other all the time. When asked which one wins I answer, the one I feed the most
Dalai Lama
- "People take different roads seeking fulfillment and happiness. Just because they’re not on your
road doesn’t mean they’ve gotten lost."
- "Our prime purpose in this life is to help others. And if you can't help them, at least don't hurt
them."
Napoleon Bonaparte
- A leader is a dealer in hope.
Queen Elizabeth II
- I know of no single formula for success. But over the years I have observed that some attributes
of leadership are universal and are often about finding ways of encouraging people to combine
their efforts, their talents, their insights, their enthusiasm and their inspiration to work together.
Harry S Truman
- Men make history and not the other way around. In periods where there is no leadership, society
stands still. Progress occurs when courageous, skillful leaders seize the opportunity to change
things for the better.
- My definition of a leader . . . is a man who can persuade people to do what they don’t want to do,
or do what they’re too lazy to do, and like it.
Mahatma Gandhi
- I suppose leadership at one time meant muscles; but today it means getting along with people.
Stalin
- I believe in one thing only, the power of human will.
Phil Knight (Nike co-founder)
- Don’t tell people how to do things, tell them what to do and let them surprise you with their
results
Paul Zane Pilzer
- You only win when you help others win
Donald Trump
- You have to think anyway, so why not think big?
Benito Mussolini

12. - We become strong, I fell, when we have no friends upon whom to lean, or to look to for moral
guidance
Johann Wolfgang Goethe
- Live dangerously and you live right.
Winston Churchill
- The best argument against democracy is a five-minute conversation with the average voter.
Mao Zedong
- Letting a hundred flowers blossom and a hundred schools of thought contend is the policy for
promoting the progress of the arts and the sciences and a flourishing culture in our land. / Women
hold up half the sky.
References.
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