The 21 Irrefutable Laws of Leadership – Book Review

I FINALLY took the time to read one of the most well-known books on leadership: The 21 Irrefutable Laws of Leadership by John C. Maxwell.

I’ve wanted to read this book for a while now, and with two goals for 2024: write extensively on leadership and expand my book review series – wrapped up in this one book, it was finally time to check it out.

Oh, that, and I got it at a used bookstore last year.

Caveat: I have the 10th Anniversary edition – I believe the current edition is the 25th Anniversary, and you can get it here. 

This review is LONG but necessary.

Leadership

Leadership is unbelievably complex, and people are messy

Leadership is, on the face of it, a messy business. There are multiple reasons why, but the simplest is due to people. They are the great variable, and as much as we like to tout our understanding of human beings, they still find ways to upset the apple cart.

It’s people that have given rise to Human Resource departments, too. And unfortunately, what may have started out as something for people has morphed into an entity focused on company preservation, instead.

Born out of this is the trend to adopt processes – ultimately attempting to dehumanize everything. Removing the human element is just one more step to dealing with messy people – by trying not to.

Leadership is NOT Management

What HR departments have increased dramatically is not leadership; it’s management. You manage a process and lead people – that’s about as simplistic as it gets. And as strange as it sounds, people confuse the two ALL the time. John Maxwell knows this – and this book, The 21 Irrefutable Laws of Leadership, deals with leadership in a great way.

I’ve said the above quite a bit, too. Multiple times while taking classes, having substantive conversations, and thinking out loud, I recall saying over and over how management was for processes and leadership was for people – and that, by our very human nature, people were messy. We would do well, then, to understand each, their respective contexts, and how they are often confused. Another time for another post – comparing and contrasting the two.

In any case, below is a chapter-by-chapter review of the book with my thoughts intertwined. Let’s get to it!

The Law of the Lid

Do you know your limits?

The Law of the Lid discusses your lid – or your limits – and asks whether you know them or not. Essentially, you have a level of effectiveness, and if you are self-aware, you will understand this better than others.

The reason? IF you do not know your skill set – which includes your own limitations – you can’t truly expect to be as effective as you could be. This should make sense, too. Yet, many people operate as if they know, and try to operate past their ability to lead – usually with diminished results.

This chapter also contains an interesting story about the founding of McDonald’s and details how the original owners were operating outside their leadership ability. Eventually, they ended up selling the company, and someone with a vision – coupled with a far higher lid for leadership – took it to what we see and experience today.

“Without leadership ability, a person’s impact is only a fraction of what it could be with good leadership. The higher you want to climb, the more you need leadership. The greater the impact you want to make, the greater your influence needs to be. Whatever you will accomplish is restricted by your ability to lead others.” – Page 5

 

 

The Law of Influence

Leadership is all about influence

Ahh, the quintessential chapter; the one that seems to stand out above the others.

Influence is a tremendous quality – and when you have it, you can get things done. When you don’t, however, you struggle every step of the way. People do not buy into what you are doing, they don’t buy into your vision, and, fundamentally, they don’t buy into you.

You have to sell yourself before you can sell your vision. And once you do, people will get on board -increasing your influence.

Far too many people in the world today believe themselves to be leaders – BUT, if they had to call people off work and try to get them to do something, could they? If not, then you likely have “positional leadership;” i.e. you have a higher rank, and someone HAS to give you a base level of respect and acknowledgment.

It’s this understanding that leads Maxwell to conclude that leading in a nonprofit or volunteer setting REALLY clears up whether you have positional or actual leadership influence. When someone is doing something that is purely from a volunteer point – and they listen/follow you – then you know you have influence.

“Leadership is influence – nothing more, nothing less.” – Page 13

“The main difference between the two is that leadership is about influencing people to follow, while management focuses on maintaining systems and processes.” – Page 14

“Stanley Huffty confirmed, ‘It’s not the position that makes the leader; it’s the leader that makes the position.'” – Page 15

 

 

The Law of Process

Leadership is not a singular event – it’s a process

Leadership is not a singular event; instead, it is an everyday process people engage with. People who believe leadership is something to be achieved in a day or with a title are stuck in a positional leadership mindset – the lowest form of leadership there is. Moreover, they severely limit themselves since they are not engaging leadership principles on a daily basis.

This same principle enjoys fanfare in a multitude of disciplines, too – finances, sports, work – even good marriages. Nothing happens immediately; instead, it takes time, intentionality, and discipline exercised on a daily basis while sticking to the process. And, strange as it may sound, leadership is like most things in life – you get out of it what you put in. That seems counter to our instant gratification culture, but it’s true, nonetheless. That is the Law of Process.

“Although it’s true that some people are born with greater natural gifts than others,  the ability to lead is really a collection of skills, nearly all of which can be learned and improved. But that process doesn’t happen overnight. Leadership is complicated. It has many facets: respect, experience, emotional strength, people skills, discipline, vision, momentum, timing – the list goes on. As you can see, many factors that come into play in leadership are intangible.” – Page 25

“Leadership is developed daily, not in a day. That is the reality dictated by the Law of Process.” – Page 29

 

 

The Law of Navigation

Do you have the ability to navigate?

This is an interesting chapter for several reasons – but the one I want to focus on is this: without vision, there is no destination, and without a destination, we are wandering aimlessly.

It’s this chapter that begins to separate out those with leadership gifts from those who don’t in a tangible way. Think about it for a moment: Have you ever seen an organization that just doesn’t seem to have it together? They seem to lack vision; an end destination for everyone to navigate towards.

Now compare that to those who are intensely focused: They know what they want to achieve, they know where they are going – and have an idea of how they are getting there.

The singular difference between the two? A leader is at the helm.

This chapter also reinforces the truth that leaders and managers are radically different. While leaders are looking ahead, driven by their vision, and mapping things out – managers are at their best when systems are already in place – and things remain the same.

A leader has established the vision and set the course – NOW someone can steer the ship. It’s remarkable how well Maxwell explains this, too; first with a comparison of stories of explorers to the South Pole and then throughout the rest of the chapter.

“The truth is that nearly anyone can steer the ship, but it takes a leader to chart the course. That is the Law of Navigation.” – Page 38

“Successes teach you what you’re capable of doing and give you confidence. However, your failures often teach greater lessons. They reveal wrong assumptions, character flaws, errors in judgment, and poor working methods. Ironically, many people hate their failures so much that they quickly cover them up instead of analyzing them and learning from them.” – Page 39

 

 

The Law of Addition

Leaders “chisel” things out and add value to those they lead – not take away

This chapter was one of my favorites – so much so, that I have another article, “The Principle of Leading by Example,” based on Jim Senigal, the now-retired CEO of Costco, in the works. For my part, I appreciate the effort he put into balancing the interests of everyone involved – employees, stockholders, managers, and even customers. Include his masterful avoidance of the trappings of success, and color me impressed.

The simple (but often misapplied) principle here is that good leaders do not take away from those they lead – they add value, instead. This seems counter to what MANY in positions of power seem to live out on a daily basis. Maxwell would argue – and I would agree – that they are exercising positional power, which is erratically ineffective. This, then, illustrates they are poor leaders overall.

“The best place for a leader isn’t always the top position. It isn’t the most prominent or powerful place. It’s the place where he or she can service the best and add the most value to other people.” – Page 52

“If you desire to add value by serving others, you will become a better leader. And your people will achieve more, develop more loyalty, and have a better time getting things done than you ever thought possible. That is the power of the Law of Addition.” – Page 59

The Law of Solid Ground

Trust is the foundation for leaders

This chapter details the importance of trust. Time and again, when you poll people in organizations, and ask them to list the values that are most important, trust is at the top. EVERY. SINGLE. TIME.

There are reasons for this, too. IF leadership is influence, I’m not buying what others are selling unless I trust them. And if I don’t, their leadership is hampered, as a result. There is no way around this, to be blunt. The level of leadership rises or falls with the level of trust.

For my part, I was reminded of a chapter in “The 15 Invaluable Laws of Growth,” also by John C. Maxwell. In chapter 11 – The Law of the Ladder – he discusses character growth. The gist is that if you prioritize professional growth at the expense of personal (read: character) growth, you often lose out. Manifesting itself in a windfall of life and career-ending change, that loss is, in many ways, substantial and often detrimental in every area of life.

**Related: Read my Book Review of The 15 Invaluable Laws of Growth**

I see correlations, here. If you are trying to be a leader but are not working on your level of trust (honesty – a slice of ethics, here), your growth will undoubtedly suffer. You must strive to be trustworthy to be a good leader – there is no way around it.

“J.R. Miller once observed, ‘The only thing that walks back from the tomb with the mourners and refuses to be buried is the character of a man. This is true. What a man is survives him. It can never be buried.'” – Page 67

 

 

The Law of Respect

When leaders are influential, they are respected

I thought this chapter was golden. In it, he talks about what many already know deep down but rarely take the time to reflect on: People always gravitate towards leaders who are stronger than themselves.

In our everyday lives, no matter what we are doing or what we enjoy, this law seems to play out for us. Think, for example, to those we are following where leadership is concerned. Positional leadership – the lowest kind typically associated with a position or title – CAN work but flounders most of the time. Why? Because people rarely respect those who throw their title/position around. People follow – but only because they have to. Suffice it to say, there is no real inspiration or growth to speak of.

Now, contrast that with inspirational leaders; those who do not use their position (they may not even have one) for weight. They inspire others through their hard work, vision, and leadership progress. People naturally gravitate toward and follow them. What’s really interesting – at least to me – is how those leaders never really assert their leadership either; they merely do what they’ve become accustomed to, and people naturally surround them.

I’ve said the quiet part out loud for years now, but – men don’t follow rules – they follow other men. After so many years in the trades, I’ve seen this Law fleshed out numerous times. I’ve seen people with poor attitudes, those who view work as a burden, and even those who seek chaos every chance they get, fall in line behind someone they respect. The Law of Respect is alive and well in the trades – you just have to recognize it for what it is.

It really is a thing to behold.

“People don’t follow others by accident. They follow individuals whose leadership they respect.” – Page 76

“In general, though, followers are attracted to people who are better leaders than themselves. That is the Law of Respect.” – page 76

“First and foremost is leadership ability. Some people are born with greater skills and ability to lead than others. All leaders are not created equal…If you possess natural leadership ability, people will want to follow you. They will want to be around you. They will listen to you. They will become excited when you communicate vision.” – Page 79

 

 

The Law of Intuition

Leaders look at everything through the “leadership” lens

If you have been around leaders in the past, chances are, you’ve noticed things about them that seem different. This should make sense; after all, they often think about things from another perspective. For example, rather than see obstacles, they may instead see opportunities to learn. It could be they understand there are things people and organizations must go through, and that provides them with a perspective others do not have. Maybe they notice challenges ahead, and rather than avoid them, they directly take them on – with the vision of long-term change in mind.

Leaders see things differently – there is no real way around it. They think, contemplate, mull over, reflect, and even execute things based on this. Their leadership bleeds through everything they do.

That is the Law of Intuition in a nutshell.

If you’ve had the opportunity to be around someone who embodies this, recognize it for what it is: an immense opportunity for you to glean from them and grow yourself in the process. Learn all you can. Ask great questions. Take notes – and do not take anything for granted. Capitalize on this opportunity while you have the chance.

“Leaders look at things differently than others do. They evaluate everything according to their leadership bias. They possess leadership intuition that informs everything they do. It is an inseparable part of who they are.” – Page 87

“Because of their intuition, leaders evaluate everything with a leadership bias. People born with natural leadership ability are especially strong in the area of leadership intuition.” – Page 92

 

 

The Law of Magnetism

Like a magnet, you attract like-minded people

Are you frustrated at those around you who don’t seem as focused as you’d like them to be? Maybe they do not care as much – or it could even be they do not value the same things you do. When you consider what you would like to accomplish, achieve, and leave, do you consider who you attract?

You should. Who you attract is conditional on who you are, simply put. That is what the Law of Magnetism is all about. In a nutshell, you are what you attract. If you need a baseline evaluation as to who you are, this law helps you to understand it.

If you are surrounded by unmotivated people who have a lack of focus, it’s likely due to you being that way, yourself. Unethical people may not see their own deficiency – but they are probably able to see it in those around them, instead. Do you believe your people lack vision? You probably are that way, too.

The Law of Magnetism is not something you can easily dismiss; the principle is far more accurate than most would like it to be. When you understand this, you should strive to challenge yourself accordingly; to see what others notice, to acknowledge this, and to become what you’d like to see in others (attract).

“Believe it or not, who you attract is not determined by what you want, It’s determined by who you are.” – Page 104

“The Law of Magnetism is powerful. Whatever character you possess is what you will likely find in the people who follow you.” – Page 108

 

 

The Law of Connection

Your ability to lead will be directly linked to your ability to connect

Have you ever tried to lead people without first connecting with them? Positional leaders are prone to succumb to this; they believe their position/title is the catalyst for them to lead.

The reality, however, is different. Leadership is much like selling: you first have to sell yourself before you can sell a product. And in the case of leadership, we are selling our trustworthiness first – then, in turn, our vision.

Think about it: you must be trustworthy, you must believe what you are selling yourself, and you have to live it out. Only then can you begin to try and connect with others to achieve a vision.

You must connect with those you seek to lead (influence), and if you do, you will have started an important process you MUST do. What’s more, the deeper your ability to connect with others is, the greater the possibilities when leading.

It’s as simple as that. That’s the Law of Connection.

‘For leaders to be effective, they need to connect with people. Why? Because you first have to touch people’s hearts before you ask them for a hand. That is the Law of Connection.” – Page 115

 

 

The Law of the Inner Circle

Who is in your inner circle? You MUST have others go on the journey with you

You do not accomplish things on your own. And, as things get more complicated, nuanced, and intricate, this law becomes even more relevant. In our hyper-individualistic society, though, it’s not uncommon to see someone believe themselves to be the exception to this rule.

You see it in movies – John Wick is a prime example, here: one guy taking on everyone else.

You see it in the corporate world, too – boards, C-suite, and middle management often take credit for what everyone contributed to bring about.

Things are different in the real world, though. Your ability to accomplish things is directly linked to those around you.

The idea that people in leadership accomplish things individually should raise red flags; after all, how can you be a leader if you aren’t leading other people?

The Law of the Inner Circle, then, outlines how if you want to be an influential leader, you need to surround yourself with trusted confidants- and those individuals comprise your inner circle.

This law is nonnegotiable, too; the level at which you become successful is directly linked to who comprises your inner circle. What’s more – and I’ve spoken to men about this routinely – this means you must have people close to you for this to work. Given that most men do not have genuine friends, it’s telling how many struggle to gather and trust others. Men are far more prone to be individualistic, which means this law is often more difficult for them to follow.

But follow they must – if they want to have any real, significant, and lasting influence.

“Leaders have to deliver. There is no substitute for performance. But without a good team, they often don’t get the opportunity. Their potential is determined by those closest to them. That is the Law of the Inner Circle.” – Page 129

“If you want to increase your capacity and maximize your potential as a leader, your first step is always to become the best leader you can. The next is to surround yourself with the best leaders you can find. Never forget that a leader’s potential is determined by those closest to him. That’s the Law of the Inner Circle. That’s the only way you can reach the highest level possible.” – Page 137

 

 

The Law of Empowerment

If you delegate – do you also empower others?

Maxwell tells the story of the Ford Motor Company; namely, both Henry Fords and their abysmal empowering abilities. When you are not secure, you do not empower others – and everyone suffers as a result.

That’s what the Law of Empowerment is all about: being secure in your own leadership ability, trusting in it, and empowering others so that everyone achieves the goal(s). You can’t do that if you are insecure – and sadly, that describes numerous people who hold “leadership” positions.

President John F. Kennedy is credited as saying, “A rising tide lifts all boats,” and while it was initially said of economics, that certainly applies to leadership, too. A leader who is secure in his position and ability will understand that what others do benefits everyone involved.

I DETEST micromanaging – being under it and doing it – it’s rather loathsome, as far as I’m concerned. Better you empower others, instead.

“If leaders want to be successful, they have to be willing to empower others. I like the way President Theodore Roosevelt stated it: ‘The best executive is the one who has sense enough to pick good men to do what he wants done, and the self-restraint enough to keep from meddling with them while they do it.'” – Page 145

 

 

The Law of the Picture

People mimic what they see

Children are sponges – they absorb what they see/hear and mirror the behavior observed. People forget, though, that this principle doesn’t change when you age: it actually increases.

Your job, then, as a leader, is to paint a picture that you can follow. Others need to see it, too; that way, they can follow you. Set a good example in all you do.

People mimic what they see, follow others who seem to have it together, have the vision, and execute it. That’s the Law of the Picture.

“Great leaders always seem to embody two seemingly disparate qualities. They are both highly visionary and highly practical.” – Page 158

“Followers may doubt what their leaders say, but they usually believe what they do. And they imitate it.” – Page 161

“Author Norman Vincent Peale stated, ‘Nothing is more confusing than people who give good advice but set a bad example.'” – Page 161

 

 

The Law of Buy-in

Do you have buy-in from others?

People do not buy into your vision without buying into you, first. The level with which you sell yourself is the level that people will join you, simply put.

That’s what this chapter is all about – ensuring people know that to pursue their vision, they must have others pursue it with them, first. And to do that, they must buy you. If you can do that, then you are well ahead of millions of others in this culture.

“People don’t at first follow worthy causes. They follow worthy leaders who promote causes they can believe in. People buy into the leader first, then the leader’s vision. Having an understanding of that changes your whole approach to leading people.” – Page 171

“You cannot separate leaders from the causes they promote. It cannot be done, no matter how hard you try. It’s not an either/or proposition. The two always go together.” – Page 173

 

 

The Law of Victory

Great leaders refuse to accept defeat – pursuing victory at all costs

I appreciate this chapter for several reasons, but the one I’ll use here is Maxwell’s use of Winston Churchill as an example. If you don’t know your history, Hitler and the Nazis had, over the course of several years, subdued most of Europe – first through strength and then through capitulation. But while others gave up, he refused.

One of my favorite lines from him is, “Never give in, never give in, never, never, never, never-in nothing, great or small, large or petty – never give in except to convictions of honour and good sense.”

Victory, and the picture of victory, are vital when charting a course and navigating through the wasteland. Pursuing it with everything you have is important – and convincing others of it is important, too.

If you do not have a picture of victory ahead, your ability to lead others will be diminished, there really is no way around this.

“But I think that victorious leaders have one thing in common: they share an unwillingness to accept defeat. The alternative to winning is totally unacceptable to them. As a result, they figure out what must be done to achieve victory.” – Page 179

 

 

The Law of the Big Mo

Momentum – leaders need and use it abundantly

Momentum is something you can’t just manufacture – nor is it something you can successfully lead without. You HAVE to have the momentum to achieve things.

That’s the Law of the Big Mo.

Sports fans understand the impact momentum can have: they can recall how teams catch it – and it’s in the air. You can feel it. It permeates the atmosphere and even extends to even those who watch it elsewhere.

Momentum is electrifying, and leaders know the value of it all too well.

“When leadership is strong and there is momentum in an organization, people are motivated and inspired to perform at higher levels. They become effective beyond their hopes and expectations.” – Page 199

“But creating momentum requires someone who has vision,  can assemble a good team, and motivates others. If the leader is looking for someone to motivate him, then the organization is in trouble. If the leader is waiting for the organization to develop momentum on its own, then the organization is in trouble…Momentum begins with the individual leader. It starts with vision, passion, and enthusiasm. It starts with energy.” – Page 201

 

 

The Law of Priorities

How do you prioritize what you need to do?

Priorities – what are yours?

Here at The Wealthy Ironworker, we have a series – three years in a row, now – where we establish goals, follow up at the end of the month, assess where we are at, and adjust accordingly.

In short, we are talking about identifying, establishing, and pursuing priorities. What’s more, we encourage EVERYONE who reads to do the same.

Maxwell also talks about how people often confuse being busy with achieving something – and this is something I found incredibly insightful. Busy work does not necessarily mean you are actually making progress.

That’s the Law of Priorities.

“Leaders never advance to a point where they no longer need to prioritize.” – Page 207

“First, when we are busy, we naturally believe that we are achieving. But busyness does not equal productivity. Activity is not necessarily accomplishment.” – Page 207

“Just because you can do something does not mean that you should do it. Remember, leaders understand that activity is not necessarily accomplishment. That’s the Law of Priorities.” – Page 211

 

 

The Law of Sacrifice

Do you want to move forward? Learn to give up to go up

This chapter is remarkable; it challenges the perception and notion that you can move up without having to give up. People in general and leaders specifically have an erroneous idea they can just accumulate.

The truth is, though, you often have to give up things – and that usually involves giving up things that actually hurt. It could be something you’ve recently acquired, too. The idea that you can simply accumulate without letting go is a novel one – but when it comes to leadership, it’s one we need to continue teaching ad nauseam.

To lead is to sacrifice – and in order to move up, you must give up – simply put.

“As Gerald Brooks, leadership author and pastor, says, ‘When you become a leader, you lose the right to think of yourself.'” – Page 223

“When you have no responsibilities, you can do pretty much anything you want. Once you take on responsibility, you start to experience limitations in what you can do. The more responsibility you accept, the fewer options you have.” – Page 223

 

 

The Law of Timing

Timing – it is absolutely essential

When you lead, having a vision, buy-in from others, momentum, and even a willingness to give up to achieve, is important. But if you do not have timing, you are not firing on all cylinders.

You MUST have a knack for when to act – to have timing – in order to achieve maximum results. Otherwise, you are kicking against the goads.

This chapter details what experienced leaders already know; timing is paramount. Learn this law, internalize it, and look at how you can implement it in your own leadership journey.

“Good leaders recognize that when to lead is as important as what to do and where to go. Timing is often the difference between success and failure in an endeavor.” – Page 236

“Reading a situation and knowing what to do are not enough to make you succeed in leadership. If you want your organization, department, or team to move forward, you must pay attention to timing. Only the right action at the right time will bring success. Anything else exacts a high price. No leader can escape the Law of Timing.” – Page 241

 

 

The Law of Explosive Growth

Seek explosive growth for maximum results

Do you want to see explosive growth – both in your organization as well as your own influence?

Then take a gander at The Law of Explosive Growth.

In it, Maxwell speaks about pitting the individual against the team – accomplishments, achievements, momentum, and, of course, growth. The basic premise of this chapter focuses on taking the rest of the laws and utilizing them to teach other leaders. When you do this, you create an environment that lives to exponentially expand.

Turns out, pouring into other leaders magnifiies results. Who knew?

Maxwell did, that’s who.

“If you develop yourself, you experience personal success. If you develop a team, your organization can experience growth. If you develop leaders, your organization can achieve explosive growth.” – Page 249

“Leaders who develop leaders experience an incredible multiplication effect in their organizations that can be achieved in no other way – not by increasing resources, reducing costs, increasing profit margins, improving systems, implementing quality procedures, or doing anything else. The only way to experience an explosive level of growth is to do the math – leader’s math. That’s the incredible power of the Law of Explosive Growth.” – Page 255

 

 

The Law of Legacy

At the end of it all, what will people say/remember about you?

The last chapter – and for a reason. What you’ve accomplished, achieved, said, inspired, and completed, doesn’t matter if your legacy is diminished – or worse – outright dismissed.

Millions of people meander through life without a thought as to what they are leaving; instead, they seek pleasure and what they can obtain. Seldom do they think about others, what they are leaving, and how they will be remembered.

Leaders – good ones, anyway – reflect on their legacy. They look at what they are building, how it can impact others, and how it can carry on when they are gone.

For my part, I am reminded of the quote from The Law of Solid Ground – death may take much, but it will not take what a man is when he is gone. It (his legacy) will outlive him, giving hope to others.

“Most people simply accept their lives – they don’t lead them. I believe that people need to be proactive about how they live, and I believe that is especially true for leaders.” – Page 259

“But leaders who leave a legacy take a different approach. They take the long view. Author, educator, and theologian Elton Trueblood wrote, ‘We have made at least a start in discovering the meaning in human life when we plant shade trees under which we know full well we will never sit.'” – Page 262

“Life is fleeting. When all is said and done, your ability as a leader will not be judged by what you achieved personally…You and I will be judged by how well we invested in carried on after we are gone…In the end, we will be judged according to the Law of Legacy. A leader’s lasting value is measured by succession. May you and I live and lead according to that standard.” – Page 263 – 264

 

 

Conclusion

In one of the most practical and down-to-earth styles, John C. Maxwell has written a book that I believe people from all different stratospheres can read, digest, and internalize where necessary. Moreover, I’m inclined to believe this book will stand the test of time, too.

I guess we’ll see, but from where I stand, I suspect he follows the Law of Legacy – and will leave a great one for others.

I heartily recommend anyone who is a leader, aspires to be one, or is looking to develop their leadership skills further – in short, wherever on the leadership spectrum you find yourself, this book is a great resource.

 

From the Introduction:

“Cultures differ from place to place. But the principles of leadership are constant – whether you’re looking at the citizens of ancient Greece, the Hebrews in the Old Testament, the armies of the modern world, the leaders in the international community, the pastors in local churches, or the businesspeople of today’s global economy. Leadership principles are unchanging and stand the test of time.” – Page xxi

It deserves its place on your bookshelf. You can purchase it here.