The CEO Paradox: The Privilege and Accountability of Leadership

The bestselling author of What Works for Me shares his insights with leaders (and would-be leaders) on how to nurture the highest qualities within themselves, make informed decisions, bring out the best in subordinates, avoid classic mistakes, and cultivate both the "inner" and "outer" person, in order to become an effective, accountable CEO.

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.
Copyright 1992 Reed Business Information, Inc.