This article presents data collected from two assessment instruments administered to psychologist-managers at three annual conferences of the Society for Psychologists in Management (SPIM). The assessments used were "The Party," an assessment of occupational interests based on John Holland's model and a short version of Gallup's four Leadership Strengths. The data suggest that the profiles of SPIM's psychologist-managers do not fit the stereotypical profile of psychologists as presented by the Occupational Information Network (O * NET). Therefore, psychologist-managers as leaders in organizations may be a unique, cutting edge, nontraditional career path for psychologists. Suggestions are made for how the field of psychology might identify and develop fledgling psychologist-managers.

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thought provoking, and motivational. The book presents psychological concepts in a straightforward manner that business leaders can relate to and apply to increase their self-awareness and improve their potential at work and in life. It presents complicated psychological concepts in a practical easily understood language that enables a leader to tap into a self-guided, confidential question and answer session with him-or herself. It enables a leader to be introspective and honest with him-or herself. After all, as Dr. Watts' writes, "It is just you and the book" (p. 2). No one is watching or listening as the leader reads, has an internal conversation, and takes reflection and personal introspection to a deeper level for self -awareness and understanding.As a psychologist in the workplace, the book made me proud that our profession, often not communicated or understood by the masses, was being put into practical language that a business leader could relate to, use, and grow their own potential. I found the book to be a welcome summary of the field of psychology put to business application.A lot of information is packed into this 174-page book. I found the questions presented in each section of the book and the opportunity for psychological reflection and introspection thought provoking. I started to read the book and answer the questions writing them down. I soon found that my personal style . . . to finish the book and not be interrupted by my own answers . . . interrupted my train of thought. I decided to read the entire book and then go back and answer the questions that I felt needed more reflection and introspection time on my part.