"LEADERSHIP," writes historian James MacGregor Burns, "is one of the most observed and least understood phenomena on earth." Indeed, there are untold volumes about leadership. Why, then, bother writing another book about it? Because, despite ours being a business-dominated society, we have very few detailed discussions about business leadership. There are corporate news stories, stories of big companies and their successes, some denunciations and other vehicles of self-justification. There are descriptions of goals achieved, of results. There are reports of spectacular executive successes. But nowhere is there specific documentation of the characteristic behavior of business leaders. Nor is it 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 are managers, perhaps, but not always leaders. The minds of CEOs are, by and large, a huge center of power in society. From these minds, the way they act, the way they set priorities, the way they see the vectors of change depends on the transmission of know-how, technology, capital and jobs. Furthermore, with the increase of globalization, the socioeconomic impact of their thoughts becomes even greater. Gone is the day of the stern-looking, tight-lipped, antisocial dark-suit who sits positioned in the large corner office protected by twelve-foot walnut doors with gold handles. . Today's workers require top management involvement and interaction, baby boomers no longer see fit to have P and L numbers discussed only among top management. To be a successful CEO in today's society you need to be able to demonstrate that you understand the dynamics of valorization, be aware of opportunities and exploit them. The future and success of the company depends on how you see the company and how your employees see you. A CEO's understanding can have no limits, adapting to change is only a small step in addressing the future of the organization. When we discuss change we must keep in mind that the largest companies feel the pressures of change globally, 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 basis and to do this managers must be able to think globally. The current CEO must step outside his scope of designation.