John P. Kotter on What Leaders Really Do

John P. Kotter

Retail Price: $26.95 LS Price: $18.32 You Save: $8.63 (32%) Availability: Usually ships within 24 hours. Format: Hardcover, 184pp. ISBN: 9780875848976 Publisher: Harvard Business School Press Pub. Date: April 1999 Average Customer Review:

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With the relentless change and escalating uncertainty that define our times, the need for strong leadership in business, government, and society has never been greater. Careers, customers, and communities all suffer in a poorly run enterprise. Sure to be eagerly embraced by Kotter's huge global following, John P. Kotter on What Leaders Really Do provides an invaluable opportunity to consider the core issues that lie at the heart of leadership and to rethink our own relationship to the work of leaders.


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From Booknews
Kotter (leadership, Harvard Business School) offers an assessment of the real work of leaders, in this collection of articles first written between 1979 and 1997. The articles deal with challenges in managerial work and what differentiates effective from ineffective responses to these challenges, and they examine issues of leadership and change, coping with dependence, and webs of interaction. In a new introduction he reflects on themes that have developed throughout his work. Annotation © Book News, Inc., Portland, OR (booknews.com)
 


Reader's Index

Send us your favorite quotes or passages from this book.

• "Leadership is different from management, but not for the reasons most people think.... Nor is leadership necessarily better than management or a replacement for it. Rather, leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in an increasingly complex and volatile business environment." Pg. 51
 


About the Author

John P. Kotter is the Konosuke Matsushita Professor of Leadership at the Harvard Business School and a frequent speaker at top management meetings around the world. He is the author of the bestselling book Leading Change.


Table of Contents

1	Leadership at the Turn of the Century	1
Part 1	Leadership and Change	27
2	Choosing Strategies for Change	29
3	What Leaders Really Do	51
4	Leading Change: Why Transformation Efforts Fail	75
Part 2	Dependency and Networks	93
5	Power, Dependence, and Effective Management	95
6	Managing Your Boss	123
7	What Effective General Managers Really Do	143
	Notes	173
	Index	177
	About the Author	183

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