Asserts that, with one exception (Nelson Mandela), great leaders are normally confirmed retrospectively, after review of their work or achievements can be seen in the context of their time and place. Discusses heroic leaders or national heroes but also looks at the darker side of leadership....

States that the nature of the workplace is changing rapidly with top‐down leadership no longer relevant. Believes that leaders have to have the kind of vision that transcends the mundane, everyday happenings. Determines leaders need to be highly principled, with integrity and unafraid of...

States there is a persistent view that a perfect business model exists — which is managed by a logical, rational leader. Posits that the most successful organizational leaders are not exactly rational, logical, sensible, and dependable human beings — but are prone to irrational behaviour....

Concentrates on the Cuban Missile Crisis of 1962, using a number of sources, recreating the background, to provide an event diary (from the US perspective), and looking at lessons that could be drawn. Investigates how the events led up to the Bay of Pigs invasion and goes on to give in‐depth...

Alludes to five leadership styles which are: the strategic approach — the traditional view of a CEO; the human assets approach — they believe strategy formulation is the job of those closest to the markets and the customers; the expertise approach — this identifies the core capabilities...

Profiles Warren Bennis — synonymous with the study of contemporary leadership ‐who has been, amongst other things, adviser to four US Presidents — Kennedy, Johnson, Carter and Reagan. Describes leadership as having four competencies common to it, and these are: the management of attention;...

Argues that, in today's business climate, three levels of leadership are now emerging which replace single leaders, they are: team leaders — responsible for between 8 and 12 people; operational leaders — responsible for a sizeable area of the business; and strategic leaders — responsible...

States many organizations are forced to rely on personally held, often idiosyncratic, views regarding the future. Looks at how the founder of Digital Equipment Corporation, Ken Olsen, who wrongly predicted that PCs would never be in individual's homes was proved wrong! Investigates other...

Suggests that multinationals' big problem is a lack of leadership talent and that it is increasingly difficult to find and keep the right people needed to run operations in emerging markets. Highlights Shell and Honeywell in shaded boxes for examples of retaining talent. Concludes multinationals...

Uses 18 companies as signposts for visionary leaders in this study and lists them in an inset along with comparison companies. Believes that by investigating companies over their life‐spans to date, and comparing them with their leading competitors to form fundamental principles, applicable...