Corporate Sin deals with the mortal sin of anachronistic leadership and atavistic followership. Leaders don't lead. Followers don't follow. Because they don't know how in the present work climate. Consequently, it is a standoff with precious time, money, energy, and resources wasted at the expense of productive work. Leadership seems to be limited by a penchant for critical thinking, which is the prison of what is already known. Followers are frustrated with leadership at a time when leadership is required of them. Given this situation, leadership resorts to emergency measures or panic tactics, and calls them "strategies." Meanwhile, followers act as if the corporation owes them a living, behaving as if spoiled brats, waiting to be rescued. It is a case of the leadership unable to relinquish the role of surrogate parent to workers as dependent children. Fifty years of this counterdependency is a luxury no organization can any longer afford. Rather than deal with this inclination, leadership instead resorts to precipitous corrections -- downsizing, redundancy exercises, mergers, and the like. Dr. Fisher tabs this "schizophrenic management," as he sees the leadership having lost its moral compass and therefore its way. Fisher claims this can be traced to its nostalgia for "1945 management," where workers behaved as obedient children, and no one challenged authority. Not anymore. The book outlines this problem, and offers a blueprint for rectifying the situation. Corporate Sin is admittedly iconoclastic, but at the same time, ameliorative in its assessment and correction. Professionals and senior managers will find it an invaluable resource to getting off the dime and on the same page.