The CEO paradox : the privilege and accountability of leadership /

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