Are real leaders those that put principles above profit or at best, put them on the same scale?

Are real leaders those that put principles above profit or at best, put them on the same scale? Follow me on Twitter-http://twitter.com/leaderthinker

Can a monkey in America become a guerrilla (a higher animal) in Africa and vice versa?

Everyone wants to be where s/he has not been. But there’s no place like home. I believe that there is an “out-of-station anointing”—improved performances as a result of playing an away match! Because of over familiarity, some leaders perform better outside their region or territory. That is what I mean by “out-of-station anointing.” However, I am beginning to wonder if a monkey in America can become a guerrilla (a higher animal) in Africa and vice versa? Your thoughts.

What is the impact of poverty on leadership? What is the place of means in leadership? When we have bad leadership because of poverty, who is to blame

What is the impact of poverty on leadership? What is the place of means in leadership? When we have bad leadership because of poverty, do we blame leadership, poverty, or both? A hungry leader is an angry leader…
Blog now: http://leadersandthinkers.blogspot.com/ Follow me: http://twitter.com/leaderthinker

What is the most coveted leadership skill in times of recession? Is recession a blessing in disguise? What is wrong with capitalism?

In recession, people tend to save more, smoke less, be fitter, thinner and greener. Is recession a blessing in disguise? What is the most important skill needed by leaders during recession. By the way, did anything go wrong with capitalism?

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Bernard Madoff gets maximum 150 years in prison. Lessons learned? What's worse: Lost of money or lose of trust? Some मदोफ्फ्स still out there today?

Bernard Madoff gets maximum 150 years in prison… the man behind the curtain? Is this good enough for him? Everything covered will be made open one day.
Here's the roll call of victims:
*HSBC (HBC)
*Royal Bank of Scotland (RBS)BNP
*Paribas (BNP) (France)
*Banco Santander (STD) (Spain)
*Neue Private Bank (Switzerland)
*Union Bancaire Privee (Switzerland)
*Nomura Holdings (NMR) (Japan)
*Aozora Bank (Japan) whose top shareholder is legendary U.S. private-equity firm Cerberus Capital Management
*Elie Wiesel Foundation for Humanity, Yeshiva University
*Brigham and Women’s Hospital in Boston
*Jewish Federation of Palm Beach in Florida
*Steven Spielberg’s Wunderkinder Foundation
*The Tremont Group (a large hedge fund investment firm owned by OppenheimerFunds)
*Man Group’s (one of the largest hedge funds in the world) RMF, prominent business executives
*Sports team owners
*Celebrities
*High-profile lawyers and law makers
*University endowments, university professors and
*Numerous members of the Palm Beach Country Club
Lessons learned? What's worse in Madoff's case? Lost of money or lose of trust? Do we still have some Madoffs still out there today? Can we be fooled again?

Ben
www.LeadersandThinkers.org
http://leadersandthinkers.blogspot.com/

Could we say that Michael was an outside-the-box thinker? You comments and tribute…

I am a music lover. Pop or disco are not my favorite, though. However, despite controversies surrounding his life, it’s my opinion that God graced Michael Jackson with some unbelievable gifts. Michael swam against the tide to push those gifts beyond limits and in the process inspired generations for four decades. He set a benchmark as per what is means to perform with tenacity, passion, creativity, and excellence. Could we say that Michael was an outside-the-box thinker? You comments and tributes…

Are breaking the conventional rules, thinking outside the box the old/new mantras for the greatest leaders?

Consultants for the Gallup Organization Marcus Buckingham and Curt Coffman in their masterpiece "First Break All the Rules: What the World's Greatest Managers Do Differently" arrived at this conclusions after analyzing data collected by Gallup over 25 years - using an impressive sample size of 80 thousand managers and 1 million staff from 400 companies. They debunked some of our dearly held notions about management and leadership, such as "treat people as you like to be treated"; "people are capable of almost anything"; and "a manager's role is diminishing in today's economy." "Great managers are revolutionaries," the authors write. “First break all the rules—great leadership manifesto…Is this thinking outside the box?

My best part is “People don't change that much. Don't waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough.”

Now, all rules finally went kaput! What do you think? Are breaking the conventional rules, thinking outside the box the old/new mantras for the greatest leaders?