through your behavior all the things you believe a leader and a
follower should do. Fifth, you need a great sense of freedom
and scope so that you can free the people who work with you to
live up to their potential. If you believe in the team approach,
you must believe in people and their potential. And you must
demand a great deal of them, but be consistent.”
John Sculley saw synthesis as the difference between man-
agement and leadership. “Leadership is often confused with
other things, specifically management. But management
requires an entirely different set of skills. As I see it, leadership
revolves around vision, ideas, direction, and has more to do with
inspiring people as to direction and goals than with day-to-day
implementation.... One can’t lead unless he can leverage more
than his own capabilities.... You have to be capable of inspiring
other people to do things without actually sitting on top of
them with a checklist—which is management, not leadership.”
Robert Terry, formerly an executive at the Hubert H.
Humphrey Institute of Public Affairs, defines leadership as “a
fundamental and profound engagement with the world and the
human condition.”
Roger Gould demonstrated that engagement when he said,
“Once you have a vision that you’ve tested over and over
again, you’ve got the tiger by the tail. You almost can’t stop
leading, because that would mean being unfaithful to your vi-
sion of reality.”
Betty Friedan concurred, saying, “When I see a need, I get
people together to do something about it. My version of reli-
gion is ‘You are responsible.’”
For all their particular talents, these leaders see themselves
less as soloists than as collaborators. Leaders and followers are
engaged in the same dance.
On Becoming a Leader