This duality, making yourself better while teaching and developing others' judgment capabilities, is the key to leadership that is both productive and principled.

A new leader has to be able to change an organization that is dreamless, soulless and visionless... someone's got to make a wake up call.

Leadership has become a heavy industry. Concern and interest about leadership development is no longer an American phenomenon. It is truly global. Though I will probably be in less demand, I wanted to move on.

I'd always rather err on the side of openness. But there's a difference between optimum and maximum openness, and fixing that boundary is a judgment call. The art of leadership is knowing how much information you're going to pass on - to keep people motivated and to be as honest, as upfront, as you can. But, boy, there really are limits to that.

Leaders do not avoid, repress, or deny conflict, but rather see it as an opportunity

Some of the strongest resistance to necessary change is the result of what Jim O'Toole has so aptly characterized as "the ideology of comfort and the tyranny of custom."

One of the qualities that all the leaders have is a voracious appetite to learn whatever they do not as yet know and understand, coupled with an openness to new experiences.