Sample’s book has no real structure. His attempts to capture “Aspects of Human Nature ” (p.103) show why engineers from his era could benefit from a Psych 101 course. A pretty bland read can be saved by cutting straight to the summary on pp.189-190. Lets hope the royalties paid for the renovations to the holiday house.
Rating: 2 / 5

The principles outlined in this text are fundementally similar to leadership priciples I have studied for the last fifteen years in the military.

Overall, I had the impression that this book was closer to a series of career memoirs for Dr. Sample. Its simply not the academic standard I would expect from a university professor. I’m dissappointed and would not recommend anyone purchase this book. Beware of a catchy title!

Andrew McKenzie
Sultanate of Oman
Rating: 2 / 5

A leader with knowledge has no difficulty judging the merits of a new idea and should be capable of making firm and fast decisions based on his/her own expertise as well as that of the experts reporting to him/her. If the leader cannot arrive at a decision on the merits of new ideas, then the leader has no right to call him/herself a leader. Such an individual is deficient in understanding of the field being managed…in other words, an ignoramus, who bluffs his/her way through business life and ends up being an opinionated, flip-flopping weasel. He or she may be sly enough to pretend they can make decisions worthy of a leader, but don’t think for a moment that the other employees, who are the real experts, don’t see right through the bluff and have zero respect for such a “gray thinking” leader!

Furthermore, to suggest that people “…see themselves as leaders…” breeds an egotistic attitude and is not worthy of great leadership. A true leader is one, who recognizes that he/she is just an employee like everyone else and is respected by his/her knowledgeable colleagues for his/her expertise in the field being managed and led. A leader should be seen as such by others, not put themself on a pedestal above every other fellow employee in the same “boat/company”!

Believe me, I have worked for many years in industry and have seen such “gray thinking” managers hemming and hawing and sweating under the glare of opposing facts because they did not know enough and never will about the subject matter to arrive at any decision for the good of the company and its shareholders. It is not a wise move to think “gray”, but one grounded in ignorance and bluff. And everyone saw through our “gray” managers as the “play-acting manager-leaders” that they were. They earned no respect from anyone!

If you would really like to learn from the experts…I suggest a study of the frank perspectives of the people, who will make the ultimate decision on whether you merit the “good manager/leader” title. And I highly recommend the true-to-life episodes in the satirical-humorous book, “MANAGEMENT BY VICE” by the scientist/author C.B.DON as the best teaching tool. As you read it do keep in mind, that while this witty-sharp satire ridicules and honestly exposes many “vices” and follies of mis-management, in life we all most often also learn far more from our own and others’ mistakes than from any “grayscale” guide on how not to arrive at any conslusions!

After all, there is such as thing as “Right and Wrong”, “Good and Evil”. There is also “Great Leadership and present-day Corporate Corruption” — which is frequently based on selfishness, feeble indecisions and “grayscale” excuses for a whole lot of rotten management practices!
Rating: 3 / 5