A timely, though unsatisfying foray into the realm of courageous behavior among corporate managers. Often the deciding factor in bringing about needed change, courage is much more common among Japanese managers than among their American counterparts. In contrasting the two systems of corporate management, Hornstein finds the American system wanting in terms of its generative effects on courageous behavior. Our system, it seems, is based on adaptation rather than innovation, and has been for the better part of the 20th century. Things are changing now, but many businesses--or more appropriately, business systems and managers--are not prepared to deal with the change. Managerial Courage explores the basis and inherent values of courageous vs. conventional behavior. A clinical psychologist by training, Hornstein returns to the basics in evaluating the five ""Ws"" of courageous managerial behavior. Based primarily on the responses of some 200 American and Japanese managers, the book is on target in that it addresses a number of compelling issues of current interest, yet it is not convincing in many of its advisories, due mainly to the relatively small statistical base. The motivations behind truly courageous managerial behavior are both fascinating and significant in light of recent business trends. Managerial Courage begins to tap these motivations, offering a view of managerial behavior from a more informed vantage point. Readers seeking comparative insights into such behavior should not be disappointed, though this is not a definitive reference.