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This highly personal look at leadership shows how to manage deftly its paradoxes, demands and temptations. Using his own experiences as CEO of American Management Association for 10 years, as well as his candid observations of CEOs in many other organizations, Horton provides readers with sensible advice for wrestling with the rigours of authority.

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Publishers Weekly Review

Posing as a retiring chief executive officer advising a successor, Horton, a former CEO of the American Management Association, offers a clear and fresh picture of corporate life at the top. Quoting from leading company chiefs--Iacocca, Watson, Ted Turner et al.--the author both cautions and encourages the new leader about delegation of authority, decision-making, time management, handling pressure and (all-important) advance planning. Horton finds broad general knowledge and world travel to be CEO assets in modern industry; he recommends wide-ranging in-house personal contacts (with skill at remembering names) and a prudent rein on ego and libido. A prime CEO function, the author writes, is maintaining a company's ``culture'' or attitude a la Sam (Wal-mart) Walton or Bill (Microsoft) Gates, and, somewhat surprisingly, he values ``creating a customer'' higher than profits as such. Though specialized, this business role/profile is informative, entertaining and accessible to the general reader. (Oct.) (c) Copyright PWxyz, LLC. All rights reserved