Leaders made mistakes. And those mistakes, amplified by the numbers who followed without questioning, moved inevitably toward great disasters.

"6. SELFISHNESS. The leader who claims all the honor for the work of his followers, is sure to be met by resentment. The really great leader CLAIMS NONE OF THE HONORS. He is contented to see the honors, when there are any, go to his followers, because he knows that most men will work harder for commendation and recognition than they will for money alone. 7. INTEMPERANCE. Followers do not respect an intemperate leader. Moreover, intemperance in any of its various forms, destroys the endurance and the vitality of all who indulge in it. 8. DISLOYALTY. Perhaps this should have come at the head of the list. The leader who is not loyal to his trust, and to his associates, those above him, and those below him, cannot long maintain his leadership. Disloyalty marks one as being less than the dust of the earth, and brings down on one's head the contempt he deserves. Lack of loyalty is one of the major causes of failure in every walk of life. 9. EMPHASIS OF THE "AUTHORITY" OF LEADERSHIP. The efficient leader leads by encouraging, and not by trying to instill fear in the hearts of his followers. The leader who tries to impress his followers with his "authority" comes within the category of leadership through FORCE. If a leader is a REAL LEADER, he will have no need to advertise that fact except by his conduct-his sympathy, understanding, fairness, and a demonstration that he knows his job. 10. EMPHASIS OF TITLE. The competent leader requires no "title" to give him the respect of his followers. The man who makes too much over his title generally has little else to emphasize. The doors to the office of the real leader are open to all who wish to enter, and his working quarters are free from formality or ostentation. These are among the more common of the causes of failure in leadership. Any one of these faults is sufficient to induce failure. Study the list carefully if you aspire to leadership, and make sure that you are free of these faults."

leaders are born in crises and accidents happen when you least expect them.

Leadership is the easy way of achieving results, but it can destroy both the leader and the led.

If there is nothing else to learn from history, it’s that from humans to animals, from the most primitive to the most civilized, most individuals want to be led. Take out the leader, and the rest of the pack panics.

Generally, when a leader struggles, the root cause behind the problem is that the leader has leaned too far in one direction and steered off course.

To not move around, observe, and analyze, in order to make the best decisions possible, was to fail as a leader and fail the team.

Even the most competent of leaders can be overwhelmed if they try to tackle multiple problems or a number of tasks simultaneously.

Was it the wicked leaders who led innocent populations to slaughter, or was it wicked populations who chose leaders after their own hearts?

The combination of power, fear, and mania can be deadly. The leader, convinced that he might be betrayed, acts first and betrays others first. Afraid that he's not well liked, he works so hard to get others to like him that it has the opposite effect. Convinced of mismanagement, he micromanages and becomes the source of the mismanagement. And on and on - the things we fear or dread, we blindly inflict on ourselves.

It might have been a problem if they’d all attacked at once, coming from different directions. She would have taken them all out, but it would have required more ammunition and probably made more noise. It’s always easier just to take out the leader. If there is nothing else to learn from history, it’s that from humans to animals, from the most primitive to the most civilized, most individuals want to be led. Take out the leader, and the rest of the pack panics.

When people follow a leader because they have to, they will do only what they have to. People don’t give their best to leaders they like least. They give reluctant compliance, not commitment. They may give their hands but certainly not their heads or hearts.

Perplexity and inactivity have frequently led to catastrophies. The councils of the mass undermined the authority of the leaders.

Leaders are the ones who run headfirst into the unknown. They rush toward the danger. They put their own interests aside to protect us or to pull us into the future. Leaders would sooner sacrifice what is theirs to save what is ours. And they would never sacrifice what is ours to save what is theirs. This is what it means to be a leader. It means they choose to go first into danger, headfirst toward the unknown. And when we feel sure they will keep us safe, we will march behind them and work tirelessly to see their visions come to life and proudly call ourselves their followers.