"Unlike politicians, business leaders are often out of the public eye and shielded from effective scrutiny, particularly if their boards are inept and their influence extends to the people expected to be watchdogs for the public trust . . . After studying the need for power, David C. McClelland and David H. Burnham conclude: ‘Top managers must possess a high need for power—a concern for influencing people; however, this need must be disciplined and controlled so that it is directed toward the benefit of the institution—not their personal aggrandizement.’ This, then, is the challenge: how to attain and use power wisely and in a disciplined way, how to exercise power without abusing it or allowing its focus to be the elevation of the leaders’ self-interests."

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