Al Qaeda is not the organization now that it was before. It is under stress organizationally. Its leadership spends more time trying to figure out how to keep from getting caught than they do trying to launch operations.

The one thing I have learned as a CEO is that leadership at various levels is vastly different. When I was leading a function or a business there were certain demands and requirements to be a leader. As you move up the organization the requirements for leading that organization don't grow vertically they grow exponentially.

I've been the co-chair of the Non-Partisan Women's Caucus and vice-chair for several years taking a leadership role in this women's organization.

Alliances and international organizations should be understood as opportunities for leadership and a means to expand our influence not as constraints on our power.

Among my activities was membership in the Boy Scouts I rose each year through the ranks eventually achieving the rank of Eagle Scout and undertaking leadership roles in the organization.

One simple way to keep organizations from becoming cancerous might be to rotate all jobs on a regular frequent and mandatory basis including the leadership positions.

I think it is quite dangerous for an organisation to think they can predict where they are going to need leadership. It needs to be something that people are willing to assume if it feels relevant given the context of any situation.

I believe that the capacity that any organisation needs is for leadership to appear anywhere it is needed when it is needed.

Many corporate leaders and employees have the right intentions but it can be overwhelming when you consider how everything is affected from leadership styles to organizational structure to employee engagement to customer service an marketplace.

I emphasize self-esteem self-confidence and dignity not as an ideal but as a real test of community organization. Without leadership development community organizations do not have staying power.