• PART 1: DEFINING THE PROBLEM 1. Tomorrow's Executive 2. The Reinvestment of Human Drives 3. The Purposes Served by Organizations 4. Reflections of the Culture 5. What the Executive Doesn't See PART 2: REDEFINING LEADERSHIP 6. The Tasks of Top Management 7. The Business as an Educational Institution 8. The Role and the Learners 9. The Executive as Teacher PART 3: MOVING TOWARD ACTION 10. Ministration Needs 11. Maturation Needs 12. Mastery Needs PART 4: MOVING WITH CHANGE 13. Change: The One Constant 14. You Can't Win Them All 15. Strengthening the Organization Epilogue Notes Index

Enlarges our understanding of the reasons for the disquietingly poor performance of the American economy since the late 1960s. Harry Levinson, one of the leaders of the human-relations school of management, urges executives to become teachers and mentors.