This work investigates the critical psychological and professional criteria necessary for identifying and selecting effective chief executive officers. The author, Harry Levinson, a noted psychologist and management consultant, utilizes his expertise in organizational behavior to construct a framework for evaluating leadership potential. The text argues that technical competence is insufficient for top-tier leadership, emphasizing instead the importance of emotional maturity, adaptability, and the ability to manage complex organizational dynamics.

The subject matter points to a specialized, analytical approach to executive selection that remains relevant for human resources professionals and board members. The framing suggests a dense, academic exploration of the psychological underpinnings of leadership that prioritizes long-term organizational health over short-term metrics.