Chapter 1 shows that although the intention to attribute the results of a complex situation to the simplest reason is natural, it leads to behaviors against nature and unnecessary on the part of managers by pushing them to make decisions based on consistency. of their past decisions and not on the optimal decision for each scenario. Furthermore, it explains why the concept of hierarchical heroic leadership harms followers and subordinates at the individual level. Managerial behavior is the focus of Chapter 2 with the conclusion that career protection encourages managers to avoid decisions while claiming and diverting credit for successful choices, which overall harms the company's position and is useless for society. Furthermore, managers are shown to unfairly select their successors based on their similarity, which discriminates against women and harms leadership diversity since heroic leadership traits are primarily associated with masculinity. Towards the end of Chapter 3, the problems of transitioning to a more natural, just and useful post-heroic leadership are discussed, highlighting the fact that due to the enormous transition required from heroic to post-heroic leadership, implementation is currently difficult.