States there is a persistent view that a perfect business model exists — which is managed by a logical, rational leader. Posits that the most successful organizational leaders are not exactly rational, logical, sensible, and dependable human beings — but are prone to irrational behaviour. Concludes that the exposed position and heightened pressure on leaders can encourage extreme manifestations of their emotional instability. Uses a large table to show types and symptoms of neurotic organizations. Stresses that leaders need a more concentrated study of the people around them to assist in their understanding.
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