SUMMARYThis paper examines Leavitt's three‐part model of path‐finding, problem solving and decision making, and implementation in order to explore how far this model encapsulates the senior manager role. The discussion suggests that all three dimensions are important. The author argues that the top manager of the future in an increasingly complex economic world must primarily have good all round vision of the world in which he or she operates and the ability to communicate and implement his plans via subordinates. Increasingly he can delegate much of the problem solving function. This managerial profile implies that the education of the top manager of the future needs re‐examination to ensure that potential senior executives are adequately equipped to guide commercial institutions into the 21st ce