“LEADERSHIP,” writes historian James MacGregor Burns, “is one of the most observed and least understood phenomena on earth.” Indeed, there are countless volumes on leadership. So why bother writing yet another book on this subject? Because even though our society is dominated by business, we have very few detailed discussions about business leadership. There are economic columns, stories of big companies and their achievements, expositions and other means of self-justification. There are descriptions of the ends achieved, of the results. There are reports of spectacular success among leaders. But nowhere is there specific documentation on the characteristic behavior of business leaders. It is also not easy to define what a business leader is. The business world is an arena for achievers. Some are great financial manipulators. Some are spectacular marketers. Some are technical innovators. Some build and rebuild communities. Are they leaders? They may be executives, but not always leaders. The minds of CEOs are, by and large, a formidable center of power in society. In these minds, the way they operate, the way they establish their priorities, the way they perceive the vectors of change depends on the transmission of know-how, technology, capital and jobs. Moreover, as globalization increases, the socio-economic impact of their thoughts becomes even greater. Gone are the days of the stern-looking, tight-lipped, antisocial dark suit sitting in the large corner office secured by twelve-foot walnut doors with gold handles. . Today's workers demand involvement and interaction from senior management. Baby boomers no longer consider it appropriate for P and L figures to be discussed only among senior management. To succeed in today's society, you must be able to demonstrate an understanding of the dynamics of value enhancement, be aware of opportunities and exploit them. The future and success of the company depends on how you perceive the company and how your employees perceive you. A CEO's understanding can have no limits, adapting to change is just a small step in managing the future of the organization. When we talk about change, we must keep in mind that the largest companies are feeling the pressures of change on a global scale and are competing with our global trading partners such as Japan, China and Europe. To be global, a company must be able to compete on a global scale and to do this, the leader must be able to think globally. Today's CEO must go beyond the scope of his appointment..