That is, of course, to ignore the real or illusory presence of glass ceilings and other mechanisms designed to ensure that the top seats are reserved for a chosen few.

Indeed, for a long time (some would argue that it is still true today), the two most important qualifications for success were to be male and to be white. But equal status legislation is in place to try to ensure a level playing field for all, and so the paths to the upper echelons of business should, at least in theory, be open to anyone who wants to begin the journey.

Still, there are no hard and fast rules to the top. Depending on the sector, the ability to become a business leader can often be traced to decisions made at secondary school level. For example, a significant percentage of the MDs and CEOs of companies in the financial sector are accountants by trade.

But there are some fairly well tried and tested educational paths to senior executive level, which, though not guarantees of success, are, at least, recognised qualifications which will enhance anyone's CV.

Probably the best known such qualification is the MBA (Masters in Business Administration), of which there are a number available in Ireland. For example, the Irish Management Institute offers both the Trinity-IMI MBA and the Henley Executive MBA, both of which are highly regarded by such publishing luminaries as the Financial Times and the economist Magazine.

Most MBAs will be postexperience programmes, which means that they will be open to those who have already achieved a certain status within the business world. Indeed, many students will already be MDs or CEOs, who are looking to enhance their capabilities with this most prestigious form of CPD. Others will be high-flyers and potential hotshots who are being fasttracked up the corporate ladder, and will hence be sponsored by their employers who recognise that, with the proper training, these could be future leaders of their companies.

There is also a section of students who have chosen to pursue an MBA as part of their own career development . . . although, as postexperience programmes, these people will already have had some corporate experience at management level.

An MBA is not the only executive education programme offered by the IMI.

It also offers two Masters programmes - a MSc in Organisational Behaviour and a MSc in Management Practice. IMI also runs a number of programmes in the area of management development, where even newly appointed managers can learn some of the essential skills required for their roles. In this capacity, management development programmes can act as a significant stepping stone onto senior management, and could possibly be the most important qualifications that people undertake on the road to the top.

Still, outside of the educational sphere, there is another obvious route to senior management . . . the entrepreneur's road. As an entrepreneur, you will naturally occupy the most senior position within a company . . .and, if that company becomes successful, you could end up as a very senior businessperson in the Irish market.

"I do think that entrepreneurs make a particular type of CEO, " said Brody Sweeney, founder and chairman of O'Brien's Sandwich Bars. "Entrepreneurs are not necessarily the people who should be running a business, but they are certainly good at getting businesses started, with the relentlessness required to make their business a success."

Sweeney's own path to the top took him from college drop-out to master franchiser with ProntaPrint, before creating his own franchise 19 years ago in the sandwich world. And, having struggled for the first seven years, he is now chairman of a company which can boast more than 300 outlets across 13 countries.

"When you are an entrepreneur, everything you have is on the line, " he said. "In most situations, it is not spending money that is your own . . . it is spending money that you owe, so failure could mean bankruptcy. All of that adds to the mental stress, which makes it even more difficult for the entrepreneur."

Nevertheless, entrepreneurs will usually have an emotional connection to the business which those who have arrived via the academic route to the top will probably never have.

"It's a personal thing . . . I started the business, and built it in my own image and likeness (however flawed), " said Sweeney. "I am very passionate about it, and I feel like I am the guardian of the brand. But, that said, once a business gets going, maybe it is in need of an MBA type to run it. Management requires a different set of skills to entrepreneurialism, and about three years ago, we appointed an MBA sort of manager to run O'Brien's.

And it was the best thing I ever did . . . the business is running much better without me as CEO or MD or whatever else you wanted to call me."