Anyone who has studied leadership knows there is no shortage of information available on what it supposedly means to be a good leader. Discussions on leadership are everywhere. A quick scan of the internet will produce an untold amount of material— some scholarly, some from the business world, and some from a variety of companies designed to help organizations improve their leadership capacity. Professional development courses and degree programs are also available to help people become eff ective leaders. Despite all the resources available on leadership, it seems we are still experiencing a leadership vacuum. Th e concepts of good leadership, it appears, are not getting through. Over many years the authors have asked a variety of people informally to identify fi ve exceptional leaders they have come across: individuals who truly exemplify eff ective and admirable leadership. Most people cannot complete the task. Some struggle to identify a single individual they know, whom they respect as a truly excellent leader. Almost without exception, those individuals considered as possibly good leaders are identifi ed as having one signifi cant defi cit or another. At the same time, the people we questioned did not struggle to come up with examples of truly bad leaders. And they were not very forgiving in their assessments. Th is phenomenon of the bad leader and the horrible boss is so prevalent that it inspired a Stanford professor to write about them. Dr. Robert Sutton’s Th e No Asshole Rule became a New York Times bestseller, and created such a response that he wrote Good Boss, Bad Boss to continue the discussion. It is hard to fathom how bad leaders and bosses can survive in a world fi lled with volumes of leadership advice, but they do. Th at there are so many poor leaders tells us we still have much to learn on the leadership front. Th e truly horrible leaders and bosses that Sutton describes are only one contribution to the leadership vacuum: there are others.