“Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid—but not extraordinary—intellectual abilities and technical skills who was promoted into a similar position and then soared.
Such anecdotes support the widespread belief that identifying individuals with the “right stuff” to be leaders is more art than science. After all, the personal styles of superb leaders vary: Some leaders are subdued and analytical; others shout their manifestos from the mountaintops. And just as important, different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful authority.”

Source: IQ and technical skills are important, but emotional intelligence is the sine qua non of leadership (1998), p. 94

University of Colorado Leeds School of Business Commencement Address (2013)

Source: Memoirs of a Teenage Amnesiac

Robot Dreams (1986), introduction
General sources

volume I, "Introduction", page 3 http://darwin-online.org.uk/content/frameset?pageseq=16&itemID=F937.1&viewtype=image
Source: The Descent of Man (1871)
Context: It has often and confidently been asserted, that man's origin can never be known: but ignorance more frequently begets confidence than does knowledge: it is those who know little, and not those who know much, who so positively assert that this or that problem will never be solved by science.

Book Sometimes you win Sometimes you Learn
Variant: Responsibility is the most important ability that a person can possess.
Source: Developing the Leaders Around You: How to Help Others Reach Their Full Potential

Response to a letter from University of Ottawa provost Francois Houle to use "restraint, respect and consideration" in her planned address there (21 March 2010), as quoted in "Coulter: Canadian U Provost Guilty of Hate Crimes" at Newsmax (23 March 2010) http://newsmax.com/InsideCover/coulter-canada-provost-hate/2010/03/23/id/353652.
2010

Interview with Mark Shapiro (2000)
Context: It's more difficult, you know, to bring about positive change than it is to make money. It's much easier to make money, because it's a much easier way to measure success — the bottom line. When it comes to social consequences, they've got all different people acting in different ways, very difficult to even have a proper criterion of success. So, it's a difficult task. Why not use an entrepreneurial, rather than a bureaucratic, approach. As long as people genuinely care for the people they're trying to help, they can actually do a lot of good.