Today, effective leadership is commonly viewed as central to organizational success, and more importance is placed on the role expansion of the "Top-chair" leaders than ever before. This top-management role expands horizontally, vertically and also diagonally. Increasingly, leadership is defined not as what the leader does but rather as a process that engenders and is the result of relationships-relationships that focus on the interactions of both leaders and collaborators, instead of focusing on only the competencies of leaders. It is also more about the role expansion and enrichment, especially for the top chairs. The theme of the book is how the role of top level managers in an organization, namely the CXOs (CEO, CMO, CIO, CFO), has been undergoing significant changes in recent times. With the implementation of new legislations like the Sarbanes-Oxley Act, to avoid frauds and malpractices, and with the increased demands of stakeholders, the job of top management is becoming more tedious and enormous. As Top Leaders are expected to be omnipresent throughout the company, they tend to implement many control techniques in the workplace, especially in decision-making areas. Today’s top management are ‘business’ leaders, not merely of their own domain (marketing, IT, finance, etc). The objective of this book is to trace the role of top level "Leadership" over the years, increasingly occurring within the context of work; and also to obtain critical expression about the role and competencies in the new age top organizational positions. The significance of this book holds true for business leaders in every function within the organization.
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