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Volume 23, Number 42 Copyright 2006 Business Book Review, LLC All Rights Reserved

The Productive Narcissist

The Promise and Peril of Visionary Leadership

Michael Maccoby
2003 Michael Maccoby Adapted by permission of Broadway Books ISBN: 0-7679-1023-0

Reviewed by Leslie Johnston

Introduction
For our age of rapid social and economic change, author Michael Maccoby proposes a new paradigm of leadership, one that is based on a classic Freudian personality traitnarcissism. Challenging prevailing theories of leadership, Maccoby argues that todays innovative leaders are not consensus-building bureaucrats; they are, instead, productive narcissists. Productive narcissists possess a set of skillsforesight, systems thinking, visioning, motivating, and partneringwhich, together, form what he calls strategic intelligence. However, he emphasizes that narcissistic leadership does not always mean successful leadership, and that narcissists who lack strategic intelligence will not succeed.

Business Book Review Vol. 23, No. 42 Copyright 2006 Business Book Review, LLC All Rights Reserved

The Productive Narcissist

Michael Maccoby

THE CHANGE THE WORLD PERSONALITY

While many people may aspire to developing a certain product, or to starting a new company, or to making a difference in their customers lives, it takes very unusual people to believe that they, through their ideas and the force of their personalities, can bring about the kind of change that affects how people live and work. The psychological portrait of todays business leaders, which takes into account their personalities, describing how they achieve innovations, engage followers, and react to their successes as well as their setbacks, fits the personality type that Sigmund Freud called narcissistic. According to Freud, People belonging to this personality type impress others by being personalities. They are especially suited to take on the role of leaders and to give a fresh stimulus to cultural development or to damage the established state of affairs. They are, therefore, the type of people who say that they want to change the world. Others may look at the world as a place that needs changing, but only narcissists believe that they can change it. The narcissistic personality, as the author defines it, rejects how things are for how things should be. Narcissists do not react to the external world so much as they try to create it. They spend their entire lives shutting out people who tell them what, and what not, to do. Narcissists never listen. The narcissistic vision always starts with a rejection of the status quo. It is not so much that they are rebelling against the demands of authority; they do not recognize any authority to rebel against. While most people understand a narcissist as a vain, self-centered, egomaniac, those are descriptions of behavior, usually bad behavior, and not a portrait of a personality type. True narcissists, therefore, are people who (1) do not listen to anyone when they believe in doing something, and (2) have a precise vision of how things should be. Narcissists possess this dual combination of traits, not one or the other; it is the combination of a rejection of the status quo, along with a compelling vision, that defines the narcissist. What about people who fit this characterization yet are unable to follow through on any of their ideas and dreams and never rise to the top? A narcissist may be either productive or unproductive. The difference is that productive narcissists, those who do change the world, have the charisma and drive to convince others to buy in to their vision or embrace a common purpose. They communicate

Key Concepts
Todays innovative leaders are productive narcissists who believe that they can change the world as a result of their vision. To sustain their corporate leadership they must have strategic intelligence, a combination of five interrelated skills: 1. Foresight Thinking in terms of the interdependency of many forces and how they could play out. 2. Systems thinking Synthesizing and integrating, conceptualizing the whole rather than a collection of separate parts. 3. Visioning Combining foresight and systems thinking into a holistic vision, and then creating that vision in the world of business. 4. Motivating Getting the workforce to embrace a common purpose and implement the vision. 5. Partnering Making strategic personal and corporate alliances to further the vision. * * * Information about the author and subject: www.maccoby.com Information about this book and other business titles: www.broadwaybooks.com Related summaries in the BBR Library: The Arc of Ambition By: James Champy and Nitin Nohria The Hard Road to the Softer Side By: Arthur C. Martinez with Charles Madigan The Mind of the CEO By: Jeffery E. Garten

a sense of meaning that inspires others to follow them, whereas the unproductive narcissists retreat into their own worlds and blame others for their isolation. Productive narcissists have the ability to change society. They take the risks other people do not, or will not, dare. Productive narcissists change the world through politics, business, social action, and the arts. Throughout history, narcissists have emerged during periods of great upheaval, creating a new order out of chaos, with both positive and negative outcomes. Think of such leaders as Napoleon Bonaparte,
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Business Book Review Vol. 23, No. 42 Copyright 2006 Business Book Review, LLC All Rights Reserved

The Productive Narcissist

Michael Maccoby

Franklin Delano Roosevelt, Charles de Gaulle, Mao Tseas act and who have to be convinced about the corporate Tung, and Mohandas Gandhi. vision and their role in it. Todays innovative, change-oriented businesses require this kind of leader, according to the author. They need PATTERNS OF PERSONALITY leaders who are willing to take risks in order to realize Every day, we are confronted with people whose the potential inherent in the information age. Sustainable personality quirks and qualities baffle and intrigue us, corporate leadership is not just a matter of personality and and who challenge our ability to interact with them in attitude toward colleagues and workers, as many business a variety of settings. While we recognize that there are theorists maintain; it is, rather, that set of interrelated skills different personality types, there is also a need to look more the author calls strategic intelligence. deeply and precisely at personality type, which can be an Strategic intelligence is the ability of leaders to effective tool in managing relationships. A psychoanalytic think systematically: to develop a systemic vision that understanding of personality type brings into sharp focus takes into account the confluence of present and future things that we may have only vaguely understood before. social and economic trends; to partner with people and Freud himself wrote that descriptions of personality corporations that complement and further corporate goals; are useful if they (1) are consistent with what we observe and to implement a vision by developing and motivating a about human behavior, and (2) if they help us to understand complex social and business system. I dont know any obsessives running innovative companies in Strategic intelligence, therefore, takes fast-moving, innovative industries where a productive narcissist is the emphasis away from interpersonal needed to create a new vision to change the world. skills and places it squarely on the difficult job of motivating a workforce and explain human behavior. Freud recognized that while to share the goals, values, and vision of the CEO. there are an infinite variety of personalities, one dominant What motivated Henry Fords frontline workers a type explains better than the others a persons approach to century ago does not work in todays business environment. work and relationships. He identified three basic, normal The traditional incentives of money, stock options, personality types: erotic (not a sexual term), obsessive, inspirational speeches, flexible hours, and a caring and narcissistic. Erich Fromm later added a fourth type, environment are not enough to motivate todays highly the marketing personality, for people who adapt their educated workforce. Strategic intelligence speaks directly personalities to the needs of the market. These are not to the challenges facing CEOs in an era dominated by arbitrary types. They have to do with basic human needs complex global corporations made up of knowledge and and desires such as the need to be loved and admired, to service workers, who must be motivated to think as well be productive, to have order and stability, to innovate and

About the Author

Michael Maccoby, Ph.D., is president of the Maccoby Group and director of the Project on Technology, Work, and Character, a nonprofit research center. A psychoanalyst, anthropologist, and consultant, he has advised leaders at numerous corporations and institutions. From 1970 until 1990, he led a research program on leadership and work at Harvards Kennedy School of Government. He is the author of the bestseller The Gamesman and author or coauthor of seven other books.

change, and to adapt and fit into society. The erotic personality describes people who are driven by loving and being loved. They want to help and care for people, but, more than that, they want to be seen as helpers, to be recognized for their good deeds, to be loved and appreciated more than they want to be respected or admired. The obsessive is the person who lives by the rules, and the rules are set by a higher authoritya father figure, a strict conscience, or the way things have always been done. Obsessives maintain order and stability, preserving tradition and our ties to the past, resisting anything new or different unless it comes with a seal of expert authority. The marketing personality changes all the time; it is adaptable. Marketing personalities need to meet the approval of other
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Business Book Review Vol. 23, No. 42 Copyright 2006 Business Book Review, LLC All Rights Reserved

The Productive Narcissist

Michael Maccoby

people; they want to be appropriate. While obssessives used to be the dominant personality type, today marketing personalities outnumber them, and most of us share aspects of this personality type in order to survive in todays volatile workplace. Narcissists are entirely different from these personality types. The narcissist is the type of person who impresses

of changing the world and by creating something that shapes not only their own future but that of their followers. However, they live in reality; while their dreams may be a stretch, they zero in on what is possible or do-able. They use everything they can to implement their vision, learning as much as they can along the way. They are passionate, energized by their vision and charismatically draw others into their dialogue. Productive The most family dynamic shared by narcissistic personalities is the narcissists always know who is Stephen King scenario: a strong, supportive mother and an absent with them and who is against them; or failed father who piled up all sorts of bills and then did a runout. they are emotionally connected to the real world and have some us as a personality, who disrupts the status quo and awareness of how colleagues and co-workers see them. brings about change. Narcissists stand out from the other Productive narcissists see their world as a place personality types. They do not gain a sense of security from that needs changing. Vision, therefore, is the key to relationships or skills. It is only by recruiting people to share understanding productive narcissists and their strengths; in their worldview, their vision, that narcissists feel a sense once their vision falls into place, they can mobilize their of security and overcome isolation. They create their own strengths to accomplish their goals. What distinguishes sense of purpose, a mission that first engaged their passion productive narcissists from idle dreamers and big talkers and then engaged others. They live their entire lives in a is that their vision engages others and provides them with state of questioning their relation to society and trying to meaning. create their own sense of meaning. A fundamental point about the relationship of narcissistic personalities to their companies is that THE PRODUCTIVE NARCISSIST productive narcissists see the company as a means to their Every narcissist is, to an extent, productive. However, a own ends; other types, even the most productive ones, productive narcissist does not automatically equal success, see themselves as a means to their companys end. In this and an unproductive narcissist is not always synonymous latter case, the CEOs who see themselves as serving the with failure. A productive narcissist can be either a success organization, usually head up companies that are based or a failure. An unproductive narcissist, however, does not on continual improvement, becoming the best versions of even make it onto the economic playing field and cannot themselves, winning within the game of making and selling participate in creating a business at a high level. To run a products to more customers, rather than creating a new company, even if it is to run it into the ground, a narcissist game. Narcissistic leaders, on the other hand, smash the old must be, to some degree, productive. Or, to put it in terms of economic rules and create an entirely new game with their failure, all of the narcissists who have become high-profile own rules. They use corporations as vehicles for their own failures are still productive, or at least they were while they visions. Narcissistic leaders are not limited to corporations; were leading their companies. productive narcissists can convert any type of organization Their strengths are the productive side of narcissists, into a vehicle for their vision. and their weaknesses are their unproductive side. We can Narcissists are relatively free from internal and external look, then, at the productive narcissists strengths and constraints and are willing to take risks in order to realize weaknesses in terms of degrees of production. Those on their vision. Narcissists do not like situations that contain the furthermost trajectory of productiveness are using their them and their ideas. They have to go out on their own, abilities at the highest level; those who are on the lower end risking security and failure in favor of their vision. Once may be letting their weaknesses undermine them. narcissists find their purpose, it ignites their passion; they Productive narcissists, in varying degrees, are go after their vision with an overabundance of energy independent thinkers who act out of freedom, even when and determination. Passion, for them, is restless curiosity it means taking big risks. They are motivated by a vision
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Michael Maccoby

that never stops or settles. Narcissists have an undeniable tend to suffer from loneliness and isolation in personal emotional pull on others. While they may appear cool and relationships, which is the result of their attitude toward emotionally detached, as soon as they need something from people and the tendency to see them as objects to conquer. people, the productive ones can turn on the charm and Narcissists also tend to ignore, to the point of lying, any charisma. Almost all productive narcissists, at one time or obstacles they experience or anything that stands in the another, have been recognized as big charmers. Narcissists way of their vision. They treat their vision as if it was need their followers in much the same way that politicians already reality. need their audience or their constituency. In general, CEOs tend to not be introspective. That Anyone who has big dreams and the daring to go after having been said, narcissists are especially unreflective. them is bound to fail at one time or another. It is how a They justify all of their behavior as necessary to their person reacts to failure that differentiates the productive vision. While narcissists certainly do not have a monopoly personality from the unproductive one; productive people on it, they do run a greater risk of grandiosity, of going too are not discouraged by failure. They are resilient. They far, and of the simple sin of pride, than other personality learn from it, rebound, and do not give up. Productive types. Once narcissists start to succeed, fame and adulation narcissists retain the ability to ignore all the obstacles. begins to chip away at their hold on reality. They enjoy being Like infants, they do not seem to see the things that stand known by employees, customers, and even by waiters in in their way. They have to be like that, or they would never restaurants. Perhaps this is because fame allows them to believe that they are the ones who are going to change the feel a sense of relatedness and connectedness, often for the existing order. first time in their lives. They also begin to live in a lavish Productive narcissists strengths, however, are style, putting themselves before the company, expanding intimately linked to their weaknesses. The very qualities their empires, making the company bigger, rather than that got them to the top can bring them down. This is the case making strategic sense. Some narcissists rescue themselves with not listening; narcissists never listen to anyone. Almost in time, warning themselves against the dangers of pride every productive narcissist, even the most successful, is hard The most successful narcissistic business leaders arent interested of hearing when it comes to in talking to their employees because they arent interested in talking criticism, whether from their to anyone. They talk almost exclusively to themselves. staff, the market, the press, or their and success. Others, however, are not so lucky. These adversaries. Because of the narcissistic focus on survival, are the ones who lack the interrelated set of skills known irrational paranoia can become a very real danger. as strategic intelligence that allow productive narcissists Anger and personal put-downs are not limited to to stay on top once theyve reached success and to act narcissists. Any of the personality types can get angry and in a reasonable way to keep their companyand their yell at their staff. However, other personality types usually visionon track. do not have as much aggressive energy as narcissists. The narcissists aggression is always on the surface, readily STRATEGIC INTELLIGENCE available; and, in a sense, it must be used, and it can either Based on his experience with successful leaders, further their purpose or undermine it. Sometimes, it is used Maccoby has observed five interrelated elements or to protect the vision or to motivate people. At other times, competencies that make up strategic intelligence: it is used to silence dissent. The key point the author makes 1. Foresight is that narcissists need to know how to channel their anger 2. Systems thinking into a tool for getting the best out of people. 3. Visioning Because of their paranoid tendencies, narcissists may 4. Motivating try to maintain total control over an organization, making 5. Partnering it impossible for their best people to make any kind of Some leaders score well on different elements; a few contribution or further the narcissists vision. They also notable leaders like Bill Gates and Jack Welch seem to score
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The Productive Narcissist

Michael Maccoby

highly on all five. Any personality type may have strategic intelligence, and any type that wants to succeed in business can benefit from developing strategic intelligence. While strategic intelligence may help any type, it is essential for productive narcissists to work on their strategic intelligence. A narcissist who is productive can make it to the top of a company or have an impact in the business world; only a productive narcissist with developed strategic intelligence can stay on top and sustain success. This is because the narcissist, more than the other types, is susceptible to a

intelligencesystems thinking. Systems thinking is an ability to synthesize and integrate, to conceptualize the whole rather than a collection of separate parts. Systems thinking recognizes that the whole is different, that it is more than just the sum of the parts; it is the ability to think strategically about a business and ways it could be affected negatively, and in ways that may be hard to predict or measure. Implementing their vision is where many leaders fall short. It is usually a failure due to a lack of the three real-world elements of There appears to be a communal need to believe that successful strategic intelligence. Leaders people are modest and caring, that the people who make it to the top who combine the intelligence are the good guys and are rewarded in kind for their goodness. This skills and the real-world skills is a willful disregard for the lessons of history. into all five of the elements of quick rise and precipitous fall, which shows the importance strategic intelligence, especially motivating, the most rare of connecting vision to implementation with strategic and elusive of business skills, are truly exceptional. intelligence. Visioning is combining foresight and systems thinking The first two elements of strategic thinking, foresight into a holistic vision, and then creating that vision in the and systems thinking, are purely intellectual skills. The real world of business. A focus on learning ensures that remaining three elementsvisioning, motivating, and visioning constantly evolves with the times; a leader cannot partneringare real-world skills. have a vision that becomes frozen in a particular moment All views of strategy involve thinking about the future. in business history, or it is doomed to fail. Visioning Foresight is the ability to think in terms of unpredictable must continually grow and adapt. A constantly evolving forces that are shaping the future. There is a difference corporate vision is not a simple or straightforward task. between foresight and extrapolation, or simply transferring The reason that it is so difficult to achieve in a corporate the rules of today into the rules of tomorrow. People with culture is because it is extremely difficult for leaders, even foresight do not ask, How do I capitalize on what already with foresight and a strategic vision, to get cultures that are exists? They ask, How do I capitalize on what doesnt increasingly differentiated and fragmented to embrace their exist now, but will in the future? It is the difference ideas, goals, and values. It is exceptional, then, for leaders between seeing the light bulb as an invention complete in to excel at motivating. itself and Edison envisioning a power-generation system Motivating is the ability to get peoplea company crisscrossing the country. made up of people, all of whom have their own purposes People with foresight know when to follow a hunch, to to embrace a common purpose and implement a vision. It is trust their instincts, even when they go against quantifiable the company, the social system, which is so important. How facts and figures on market research. A CEO with do leaders get a company to follow their lead, especially foresight has a sense of exactly what trends are important when it involves changing directions or taking new paths? to the company and its position in the market and how to These are the soft skills, the ones that cannot be measured determine which interactions and relationships will create on a profit and loss sheet. It requires work with the people value. Foresight does not mean that all bets about the future who make up a company in order to make a vision really are correct; but it does mean these CEOs are more often happen. This is where many CEOs fall short; their business right than wrong, particularly about their large, overarching models often lack any focus on the human, and people need visions. Foresight is not a linear process; it is thinking in to be motivated to make their CEOs vision a reality. People terms of the interdependency of many forces and how they with emotional intelligence have the ability to make friends; could play out. It involves the next element of strategic those with strategic intelligence make allies. Partnering,
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The Productive Narcissist

Michael Maccoby

therefore, means understanding how each alliance, whether personal or corporate, fits the vision for the company, and the inability to partner effectively within a company, as well as outside with acquisitions, can cut short a visionary leaders career.
WORKING WITH A PRODUCTIVE NARCISSIST

How do we work with, for, and around productive narcissists? If we do, we have to be willing to go along with all of the negatives, the personality problems, the volatility, and the threat of total failure. No matter what their strengths are, productive You need to decide for yourself if its worth itdo you want to be close narcissists are difficult people to someone who is pushing himself to the limit, who has the possibility to work with and work for. For of tremendous growth and, quite possibly, tremendous wealth? those who choose to, or have to, work with productive narcissists, there are five strategies, of bosses for empathy, understanding, interest in our lives, or principles, for working with them: congratulations, praise for our work, or recognition for our 1. Know yourself and your type loyalty and good qualities. We have to check our ego as 2. Acquire deep knowledge in your field soon as we walk into the office. 3. Learn how to partner effectively Those who work with and for productive narcissists 4. Dont invest your own ego have as their job protecting the image of the CEO or the 5. Protect the narcissists image boss. Narcissists care only about their personal image and Before we can understand how to work with others reputation, which should not be confused with concern for especially narcissists, who are notoriously lacking in the company or product, or how the rest of the company self-reflectionwe have to know ourselves. Our own looks to the outside world. We need to look for ways to let personality type influences all of our interactions and the CEO shine. Let them take credit for our good ideas, relationships. Knowing our type, and our needs, will ensure and let them blame others for their bad ideas. Narcissists that we get them met elsewhere. Narcissists can never satisfy always blame other people for their failuresand all good the erotic types need for love, the obsessive types need for ideas become theirs. If we protect and enhance our CEOs recognition, or the marketing types need for affirmation. image, we can benefit, however. We should also be strategic about acquiring deep knowledge in a particular field; we can learn where the THE PROMISE AND PERIL OF VISIONARY CEO is weak and build strengths in those areas. Productive LEADERSHIP narcissists do not have time for people unless those people In the late 1990s and early 2000s, Americans were can fill in the gaps in their own knowledge and skill set. enthralled by the promise of visionary leaders, narcissistic Narcissists use people in the same way they use books and CEOs who announced unparalleled profits, unlimited information; they pump them for information. We need to growth, and a new economy of technology-based make ourselves skimmable, offering up essential tidbits businesses. In many instances, this promise gave way to of information to narcissistic bosses. We must realize that dot-com disasters and failed corporate conglomerates. our usefulness to them depends on discerning what they These narcissistic CEOs offered a compelling vision, but need, then offering it to them in the most expedient way they were unable to turn their visions into economic reality. possible. Is there a future, then, for productive narcissists? After gaining self-knowledge, we are better equipped to The answer, the author believes, lies in the social, partner strategically with narcissistic bosses. If such bosses political, and economic context that gives rise to visionary are convinced that we have knowledge or skills they need, leadership, as it has done throughout history. Effective
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they will see us as potential partners. If we want jobs as top managers, CFOs, COOs, or advisors to narcissists, we have to ask ourselves questions such as What does my boss need within the organization? Can I fill that need? What specific knowledge can I provide? Can I provide a skill set that is lacking? Can I be useful as a speaking partner? Do I have something to offer to help make the vision a reality? The most important strategy for working with productive narcissists is this: we should not invest our own egos in the relationship. We cannot look to these kinds

The Productive Narcissist

Michael Maccoby

leadership depends on context; running an innovative company will never be the same as presiding over a bureaucracy. Visionaries have a hard time launching their careers during periods of economic stability and calm. While in the economic playing field, the Internet bubble may have burst, draining surplus capital away from risky investments, but that does not change the fact that we are still in the midst of continuous invention and experimentation. A surplus of technology always exists.. This fact is even truer during periods of technological innovation. The light bulb existed for years before Thomas Edison saw the possibilities of power generation and distribution. The engineers at Intel had the circuitry, the chips, the power sourceeverything they needed to make a relatively cheap home computer in the late 1970s, but they had no idea why anyone would need one in their home. It took Steve Jobs and the engineers at Xerox PARC to turn the PC into the indispensable tool that it is today. In these instances, and in many others, it took a productive narcissist to unleash the power of emerging technology, turning it into tools that can change the world. Over the next twenty or so years, advances in the fields of nanotechnology; bioscience, biomedicine, and bioengineered agricultural products; genomics and gene therapy; robotics; artificial intelligence; and environmental and energy research will be brought about by narcissistic leadership and scientific experimentation. There is, therefore, a need to understand the personality type of our leaders and to have a clear understanding of both the promise and the peril of narcissistic leadership. * * * An appendix, notes by chapter, and a subject index are provided.

organizations, personalities who have, in many instances, created entire industries, with their persona as the driving force. It is, in addition, the authors interpretation of why we had the wave of dot com failures and CEO scandals in the late 1990s and early 2000s. It should be noted that Maccobys thoughts about leadership do not fall into line with much of the recent and current business literature about great leaders, which equates successful leadership with emotional intelligence, with empathy, listening to others, and working through consensus. Much of this business literature is focused on oneon-one relationships between leaders and individuals. What these theories lack, Maccoby believes, is an understanding of personality type and the central role it plays. A lack of understanding of the personality of leaders usually leads to a pendulum swing to more conservative, value-based, bottom-line CEOs. These CEOs are suited to certain types of companies, companies where success is measured by doing the same thing over and over again efficiently; however, these leaders are not suited to lead in innovative or change-based industries. This reactionary swing against visionaries is just as detrimental as the enthusiastic and uncritical embrace of visionary leaders during the late 1990s of the Internet and stock frenzy. By understanding the personality type of our leaders as well as their critical business skills, we will be in a position to recognize and work with the true visionaries who can do much to change the world. Throughout The Productive Narcissist, Maccoby shares elements of the life and work of CEOs such as Jack Welch, Henry Ford, Bill Gates, Steve Jobs, Ross Perot, Martha Stewart, Jeff Bezos, Ester Dyson, Andy Grove, Steve Case, and Craig Venter. All of these CEOs are not products of their time, but rather products of their personalities, who are needed to realize the potential inherent in continually developing technologies, globalization, and the information ageif we know how to work with them.

Remarks
This book is the result of Maccobys endeavor to formulate a theory of leadership that works in todays business environment. It is a theory that takes into account the singular personalities who lead corporations and

Business Book Review Vol. 23, No. 42 Copyright 2006 Business Book Review, LLC All Rights Reserved

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The Productive Narcissist

Michael Maccoby

Reading Suggestions
Reading Time: 6-7 hours, 320 pages in book The Productive Narcissist is a difficult book to skim. Because it is a narrative based on the evolution of the authors understanding of leadership, and visionary leadership in particular, it is best to read each chapter in order. Maccoby, does, however, offer his readers more than just theory. Among the most valuable parts of the book are the questionnaire to help readers evaluate their personality type and the personality types of their colleagues and managers, along with an appendix to interpret the questionnaires results. The fifth chapter of the book gives practical advice and ideas for coping for those who have to work with, or who choose to work with, or work for, narcissists.

CONTENTS Chapter 1: Recognizing Personality Types Chapter 2: Patterns of Personality Chapter 3: The Productive Narcissist Chapter 4: Strategic Intelligence Chapter 5: Working with a Productive Narcissist Chapter 6: The Promise and Peril of Visionary Leadership

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Business Book Review Vol. 23, No. 42 Copyright 2006 Business Book Review, LLC All Rights Reserved

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