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The article focuses on the growth of the pulp and paper company Riegel Paper Corp. under the leadership of president Frederick S. Leinbach. Topics discussed include the expected increase in sales in 1965, overexpansion of the company which led to the rise and fall of profits and investment on a mammoth paper machine in the North Carolina mill. Also included are the insights of Leinbach on his ability to lift earnings over the troubled period.

The article reports on management troubles at U.S. electronics firm Raytheon Co. Richard E. Krafve resigned from his post as company president due to a difference in management philosophy. Raytheon has lost another top operating man at a very difficult time in the company's affairs, says the article.

A letter to the editor is presented in response to the magazine's "2-Line Editorials" feature and the "Investment Pointers" article by Joseph D. Goodman.

The article presents a guide for a new executive for his first few weeks in an administrative position in 1945. The author considers this period the most critical phase of the administrative job and the executive must make full use of his opportunities. The guidelines include taking time to see everybody, listening carefully to every proposal and making a catalogue of and remembering new friends made. Cataloging new friends is an important technique even beyond the first few weeks on the job.

The article presents the Press as the daily gossip, rumor and scandal that dominates people and that anyone in business life can afford to ignore or resist. It refers to the Press agent as one of the few people who knows what Press is and uses the Press instead of just accept it. It indicates that the news creates Leaders and a Leader must therefore concern himself with the news and control it as far as he can. It advises those who want to be a Leader to find out how to make news.

The article focuses on several aspects of leadership in the metal industry in the U.S. It mentions that copper-lead bearing alloys are fighting both babbitt and cadmium in the automobile-bearing field. It also mentions that power companies have moved their meters from customers' basements to outdoor locations. It also mentions about use of magnesium alloys in aircraft parts such as crankcases, landing wheels, brake shoes and instrument housing.

The article profiles Andrew Wells Robertson, chairman of the American industrial firm Westinghouse Electric & Manufacturing Co. It provides an overview of his career, his management style, and his success in becoming one of the most prominent business leaders in the U.S. When asked about the secret of finding joy in one's job, he cites the willingness to accept the breaks of life and to always have a sense of humility.

The article examines why the U.S. has obtained economic prosperity as of February 15, 1929. Topics discussed include the impact of a change of leadership after the world war, the role of technology in spreading news and forging relationships, and the development of the purchasing power of the people. Also mentioned are the six developments in the labor-saving process which include the development of trusts, the advent of the automobile, and credit expansion.

The article narrates how General Otto Herbert Falk lifted the Allis-Chalmers Manufacturing Company out of bankruptcy within one year after being appointed receiver in 1912. It informs how he secured cooperation and lasting loyalty. The article also mentions that Falk started weekly meetings with department managers to earn their cooperation and support as well as states that Falk's philosophy on executive work on a belief that one need not be a specialist to become an effective leader.

The article discusses the business leadership principle of Remington Typewriter Company president B. L. Winchell in 1923. Topics covered include his belief that a business leader should work with old employees in building loyalty and confidence in the organization and should possess sound physical and mental well-being, and a definition of leadership. Also mentioned are Winchell's work experiences as president of Remington and the Kansas, City, Fort Scott & Memphis Railroad Co.

In this article, the author discusses traits that men who would lead U.S. industry after World War II should possess. The author mentions that men which top management would require for leadership in the post-war world should not be lazy, mentally or physically. The author adds that these men should not be ruthlessly self-seeking, for people will be far more important in their plans than profits. The author also stresses the role that integrity will play in the new industrial world.

The article features the leadership of Charles J. Hardy, president at the American Car and Foundry Company. The executive was appointed in 1933 replacing U.S. Secretary of Treasury William H. Woodin. His management principles include identifying unnecessary expenditures, establishing customized product lines, and being involved and providing encouragement to all its divisions such as production, sales, and purchase.

The author argues on business civilization in a democratic form of government in the U.S. as of September 1941. He describes the characteristics of a democratic form of government. He suggests that democracy provides religious freedom, political equality, and economic democracy. He also notes that businessmen are being challenged to assume leadership as businesses need to readjust or else bring the country into failure.

The article discusses the leadership principles of Richard Whitney, president of the New York Stock Exchange, relative to the panic in the U.S. stock market which broke out on October 24, 1929. He believes that corporations should have the courage to use their resources for forward buying as well as consumers to buy instead of hoarding goods to achieve a stable business condition. He also opposes proposals to regulate marginal trading, abolish short selling and liquidate the stock market.

The author reflects on what is needed in New England in the U.S. in order to regain leadership as of February 15, 1929. Topics discussed include the need to remove old policies suited for old times, the impact of the existence of inherited wealth in New England, and the irrelevance of one-man or one-family business model in modern times. Also mentioned are objectives in the New England Sales Plan of the New England Council, and recommendations for the development of New England.

The author reflects on business issues in the U.S. as of 1951. He comments on how the untimely death of Leroy A. Wilson, president of the American Telephone & Telegraph Co., shows that America's pre-eminent position in the world is largely due to the constructive achievement of outstanding nationals regardless of personal penalty. He believes that world leadership has crossed the Atlantic to the U.S., reminding citizens of their responsibility of rehabilitating Western Europe and Britain.

The author shares his thoughts on his visits to Marine Corps Commandant General Wallace M. Greene Jr. and U.S. Vice President Hubert Humphrey in 1965. He highlights two interesting points made by Greene involving the Marines being people-winners and music to draw more people and create more happy faces. He finds Humphrey's enthusiasm refreshing. He notes his ability to work as a team member as a very useful attribute for someone who may one day be president.

The author reflects on the pass of leadership from richly priced institutional favorites to more conservatively valued issues in cyclical industries which are benefiting from the current business boom. He suggests caution as the stock market may continue to be selective and treacherous for those owning the wrong stocks. He believes that the present speculative leaders in the stock market are following earnings trends. He considers South African issues as the truly attractive buys in the group.

In the article, the author discusses economic, business and political developments in the U.S. as of mid-November 1961. He examines the performance of U.S. President John F. Kennedy in the areas of business, foreign policy and leadership. He praises Kennedy's foreign policy, particularly on his handling of the issue in Berlin, Germany, in which he greatly increased the number of American forces in the North Atlantic Treaty Organization (NATO).

The article discusses the success of American Metal Products Company under the leadership of chairman and founder Carl Matthaei in 1955. It states that the company continued to become profitable in which its sales grow to 41.4 million dollars with net income of 2.6 million dollars in 1954. It also notes that the company survived the risky business by revolutionizing auto-seat assemblies such as patented multiple seat adjusters.

The author explores the evolution of organized labor in the U.S. He offers insights into how protective tariff was initially perceived by the public, Congressional restrictions that used to influence labor, and challenges being faced by low-wage workers in the country. He also discusses the establishment and operations of the America's Wage Earners' Protective Conference under the leadership of American Federation of Labor (AFL) vice-president Matthew Woll.

The article looks at some developments indicating that the U.S. economy is poised for recovery and the need for the right leadership to sustain it as of 1921. The developments mentioned include the ongoing peace negotiations to end the civil war in Ireland, the uprising of U.S. citizens against government wastefulness and the new policy of the U.S. Federal Reserve. The views of several business executives on business and employment conditions in the country are presented.

The article discusses business and industry predictions in the U.S. for the fall season of 1921. Every fundamental condition allegedly warrants the manifestation of greater courage and renewed enterprise. However, it is suggested that the propensity in most direction has continued to be towards conservatism and contraction, with the result that there has been no decline in the number of unemployed. Aggressive leadership of effective calibre is allegedly still missing.

Two letters to the editor are presented in response to an article about the U.S. steel industry in the September 1, 1971 issue.

A letter to the editor is presented in response to the article "Man Wanted" in the August 15, 1949 issue.

The article describes the qualities that would make a successful sales manager. It refers to an innate quality of leadership, courage, resourcefulness, vigilance and alertness as the kind of personality that a sales manager must posses. Several ways through which a sales manager can be an example and inspiration to his organization are mentioned. The role of a sales manager in educating and training employees in the fields of marketing and selling is discussed.

The article presents tips for sales executives in the United States as of January 1, 1932. Topics mentioned include letting go salespeople who have become less productive, the difficult economic conditions of the time, and the need for leadership and personal demonstrations to ensure effective sales management.

The article comments on the need for industrial leadership in the U.S. as proposed by Benjamin A. Javits in his article published in the July 1, 1928, issue, including the role that the Chamber of Commerce can play.

The article discusses the article by Benjamin A. Javits discussing the need for industrial leadership in the U.S., published in the July 1, 1928, issue.

The article presents 12 tips for business leaders. The author explains that a leader must be a man amongs men, a chief who is accessible and teachable, not aloof and who lives among the people whom he leads. According to the author, a leader has to go about, asking questions and respecting the opinions of others, but must make up his own mind, not pushed about by factions and majorities. The author notes that a leader has be a thinker, and has to impose one-man rule.

The article offers tips on business leadership. It suggests to decide quickly, to be reflective in planning, and to know that the duty of a leader is to lead. The article also advises that a leader must know what to be done, must ask advice when he has time to think, and must have the strongest will.