The leader must be an economist, accountant and financier. He must be an entrepreneur, a leader and a winner. He must be a manager, a coordinator and an doer. He must be a planner, a decision-maker and an evaluator. A leader, a cooperator and an operator. Negotiator, moderator and facilitator. Advocate, judge and party. Communicator, psychologist and learner. Resolute, visionary and missionary. Inspired, inspirational and aspirational. Innovative, consistent and stable. Reverent, open and available. Committed, motivating and a role model. Genial, practical and productive. Purposeful, eager and willing. Generous, parsimonious and judicious. Rational, emotional and empathetic. Tough, accommodating and fair. Excessive, adjusted and balanced. Bold, cautious and unpredictable. Connected, informed and savvy. Intelligent, creative and competitive. Effective, efficient and profitable. Wise, smart and level-headed. Young, experienced and experiential. Risky, certain and probabilistic. Astute, determined and humble. Conscious, pervasive and patient. Thoughtful, curious and diligent. Fair, fearless and kind. He must have ideas, judgment and intuition. He must speak, listen and hear. Project, know and sense. Guide, follow and support. To foresee, to intervene and to do. He must know everything or almost everything, know how to do better than others and know how to be himself. He must see far, act near and think medium. He must say, predict and contradict. He must accomplish, promote and withdraw. He must model, personalize and assert. He must be proactive, attentive and instinctive. In all things, he must be transparent, decentralizing and ethical. And above all, he must participate, be fair and accountable. Moreover, he must recognize, add and share. In sum, he should be everything and its opposite at the same time, or very close to it[i]. Above all, he should never be self-centered, superficial and incompetent. In short, he must understand the entire scope of his business, and rely on the eminent contribution of others, to succeed with them. His business projects are not his own, even if he is the instigator. The accomplishment of the mission of his company, he must share with his staff, without which he will be neither leader nor business manager, but only a profiteer of circumstances. His selection will therefore matter a lot, and his performance will have to be subject to the same kind of evaluation that the company provides for all its task personnel. While equity is not equality, he must be perceptible, universal and complete, if he is to have any positive effect on the continued commitment of all staff to their work.

[i] Note 771 (in the book) The author does not imagine that a single leader must have all these qualities. The nomenclature refers to the idea of the requirements of corporate leadership. Perfection does not exist. This does not mean that one should be satisfied with the lowest common denominator as a leader. Quality is extensiveness, not totality!