This
paper explains that Brungardt and Crawford's Risk Leadership
Model encourages middle managers to make risky choices instead of conservative profiteering because they believe that managing risk creatively reaps greater dividends for the company. The author points out that, for the individual lower or middle-level
employee, such a
policy is not necessarily an intelligent strategy to follow over the course of his or her career. The paper concludes that the risk leadership model encourages
conflict first and
consolidation afterwards, making it a good policy to pursue in business investing and in business relationships. Table of Contents Summary of Book and Basic Concepts Strengths and Weaknesses of the Book Conclusion