When we think of the most visible person in the workplace, we typically think of those who are in the most senior leadership positions; the CEO, the president of the organization.  We assume that having visibility means leadership through "showing" others what it means to be a leader.  Yet Tojo Thatchenkery and Keimei Sugiyama found different and more collectively focused themes for leadership.  Making the Invisible Visible is a study of Asians and Asian Americans in the workplace and provides a framework through which to transform the same qualities that are contributing to this invisibility phenomenon into a positive leadership approach that provides a counterweight to balance the showmanship approach to leadership.  Showmanship can lead to short term achievement; however, an environment full of only this kind of leadership does not provide the opportunity for long term sustainable performance.  They also discuss strategies for Asians and Asian Americans for career management.  The invisible leaders that are going unseen today can be the visible leaders of tomorrow.