Back in 1997, I was working on a newspaper which supported Tony Blair's election campaign and included colleagues who went on to join Blair's inner circle. The optimism and excitement during election night exploded as it became clear that the young moderniser of Britain's Labour Party had won a landslide victory. These were heady days for all who believed in Blair, the charismatic young leader with a radical new voice. Yet for those of us who weren't caught up in the New Labour love-in, there was something strangely unconvincing about Blair: he had the look, feel and rhetoric of a leader — and a strong and committed following — but something was missing beyond inexperience. It wasn't insincerity, quite, but rather the sense that there were significant gaps in his personality.

Blair's memoir, A Journey, published last week, fills in some of those gaps and offers a fascinating account of his path to leadership. Informally (and frankly, badly) written, Blair opens compelling vistas on his path to leadership: his triumphs (Northern Ireland and Kosovo), his difficulties (the wars in Iraq and Afghanistan), his challenges (intrigues within his party, especially his successor Gordon Brown), and companions on his journey (including George W. Bush, Bill Clinton, Nicolas Sarkozy and the Queen) between 1997 and 2007.

However, descriptions of what it is like to hold power in your hands, the crackle of intrigue and the sparkle of celebrity fade beside Blair's astonishing contradictions as a man and a leader. He emerges as both flippant and serious, down-to-earth and lofty, crude and intellectual, inconsistent yet with strong convictions, open yet highly political and ruthless but charming. His accounts of handling his team, the political intrigues, and the stage management of international events are compelling for those who want to grasp and hold power. And his formula for staying the course (strong and supportive wife, loving family and a few drinks too many will resonate with many leaders.

Blair has earned his place in history and still acts as an international mediator, but his 'official' story is facing a challenge from another rather more unscripted narrative. This concerns his legacy, as understood and written by his colleagues and the UK public, which Blair cannot edit or erase. And it seems to be troubling Blair at what should have been another moment of personal glory.

In the UK, Blair appears not to be valued for his political legacy — his service to the UK his and international statesmanship — but rather as one of a new breed of self-serving politicians, who literally spun a web of power, duped the public on the grounds for going to war, blindly supported of George W. Bush, left a party in turmoil, and then attained fabulous wealth and faux-celebrity lifestyle after leaving office.

No doubt his book will become a bestseller, but as the days pass, it is becoming apparent that Blair and his publishers are out of step with public perceptions. In his introduction he describes his book as an 'extended letter to the country he loves', but the truth is that the country no longer loves him. Where there was once unquestioning love and support, now there is disdain and hostility. His biographer has even coined the phrase "Blair rage". From angry military families, accusations of treachery, egotism, and denial by the left-wing press and shame by the right, and a hostile reception in Dublin and London, Blair is facing a storm of reactions, from personal threats to a humorous campaign to move his books into inappropriate sections of bookstores.

He may fare better on the international stage (early U.S. reviews have been benign), but the fact remains that Blair, like all leaders, may now have to review his own personal view of his legacy.

So where did it all go wrong — and what might leaders learn from his mistakes?

Presidential rather than cabinet-style of leadership
Blair's charisma was clear from the start and he used this ruthlessly to bring his team into line and lock down dissenting members. This broke with British political tradition, where the PM is expected to act as primus inter pares rather than commander-in-chief.

Strong control and inner circle that led to factions and polarization
Blair's hold on power and reliance on an inner circle (mostly unelected) to help him make key decisions resulted in polarization between him and Gordon Brown, which led to a fracturing among senior MPs and factions within the party.

Over-reliance on rebuttal and spin
From the outset, Blair understood the power of the media and employed advisers to rebut allegations against the Labour Party and then his government and spin their line. Several years into power, the government was judged to be driven by spin alone — a triumph of style over substance.

Agenda that relied on launching too many initiatives and not seeing them through
The Blair and Brown governments shared a deluge of initiatives designed to give the impression of an impressive and energetic government bent on reform. Yet few lasted the course or delivered any real or lasting change.

Breaking a personal pact with the public
Blair admits in his memoirs to being a 'manipulator' and early on he made a pact with the British public: "In order to circumvent the party I had to construct an alliance between myself and the public," he writes. However, this personal bond couldn't withstand the scandals and the decision to go to war on the basis that Saddam Hussein possessed weapons of mass destruction.

Dysfunctional relationships and a compromise too far
One of the key dramas of the Blair years was his bitter and festering relationship with Gordon Brown, his eventual successor. Blair offers a devastating critique on a man he considered to be maddening and with zero emotional intelligence. The feud drew untold energy from both men, their party and the government — and Blair seems to be taking revenge on his successor in his memoir.

Appealing to too many stakeholders
There is no doubt that Blair has charm and personality, but two decades in public life have exposed his chameleon-like qualities. A gifted politician, he was always able to give the impression of agreeing with others and presenting himself in the best possible light.

Back-seat driving after leaving office
The publication of A Journey coincided with the leadership ballot for his party. Blair was unapologetic about claiming the limelight at this sensitive time for the leadership, and endorsed one candidate, much to their embarrassment.

Believing in your own hype
Blair emerges from his memoir as a man who is super-confident, bordering on supreme arrogance. It is a salutary story of how power can inflate the ego, but Blair is unapologetic in his belief that he is a man of courage and destiny. His detractors have a different view and point to his website and foundation as an exercise in hypocrisy and hyperbole.

Profiting from office and living the celebrity lifestyle
For many, this is Blair's most shameless act since leaving office. To his chagrin, commentators continue to highlight his lucrative speaking engagements and need to support a vast property portfolio at the expense of his good works and international diplomacy. His elevation to celebrity status and publicity has, for many, undermined the dignity of his office and he is compared unfavourably with predecessors such as Margaret Thatcher.

So what are your thoughts on Blair and his memoir? How does a leader manage his legacy when he has retired? Should they even try to do so? Do you think Tony Blair offers a progressive model of leadership or a regressive move to self-interest and spin? Your thoughts, views, and insights are valued as always.