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by: John P. Kotter  List Price: $24.95 Price: $15.59 You Save: $9.36 (38%)Prices subject to change. Availability: Usually ships in 1-2 business days
Dewey Decimal Number: 658.4092 Edition: 1 Format: Bargain Price Label: Harvard Business School Press Manufacturer: Harvard Business School Press Number Of Items: 1 Number Of Pages: 184 Publication Date: 1999-04 Publisher: Harvard Business School Press Studio: Harvard Business School Press Related Items:
Browse for similar items by category: Click to Display Editorial Review: Amazon.com Review: "After conducting fourteen formal studies and more than a thousand interviews, directly observing dozens of executives in action, and compiling innumerable surveys, I am completely convinced that most organizations today lack the leadership they need," contends John P. Kotter, the Konosuke Matsushita Professor of Leadership at Harvard Business School. "And the shortfall is often large. I'm not talking about a deficit of 10%, but of 200%, 400%, or more in positions up and down the hierarchy," he writes in the opening essay to John P. Kotter on What Leaders Really Do, a collection of his most notable articles on the topic for the Harvard Business Review. Kotter isn't known to pull punches, and these pieces--falling into two categories, those concerned with "Leadership and Change" and those focusing on "Dependency and Networks"--are no exception. The articles in the book sensibly point out the difference between management and leadership; they advocate setting a direction rather than planning and budgeting, and motivating people rather than controlling them. They are tied together effectively by the aforementioned new essay, in which Kotter presents his "Ten Observations About Management Behavior" to summarize the concepts he has developed over a 30-year career. --Howard Rothman Product Description: Widely acknowledged as the world's foremost authority on leadership, John Kotter has devoted his remarkable career to studying organizations and those who run them, and his bestselling books and essays have guided and inspired leaders at all levels. Here, in this collection of his acclaimed "Harvard Business Review" articles, is an astute assessment of the real work of leaders, as only John Kotter can offer. To complement these articles, Kotter also contributes a new introduction, a thoughtful reflection on the themes that have developed throughout his work. Convinced that most organizations today lack the leadership they need, Kotter's mission is to help us better understand what leaders-real leaders-do. True leadership, he reminds us, is an elusive quality, and too often we confuse management duties and personal style with leadership, or even mistake unworthy leaders for the real thing. Yet without leadership, organizations move too slowly, stagnate, and lose their way. With "John Kotter on What Leaders Really Do", readers will learn how to become more effective leaders as they explore pressing issues such as power, influence, dependence, and strategies for change. 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 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. This is a "Harvard Business Review" book. Average Rating:
 Rating:  - FantasticProfessor Kotter is a Master among Masters in the field of leadersip and change management. This is a simple, concise and usefull book about the subject. A must for every manager that wants to reach a true leadership edge. Rating: - Leaders versus Managers - Kotter gets it.I have read a lot of articles by J.P. Kotter on Harvard Business Review. I've been very impressed with his distinction of leadership versus management and this book perhaps covers it better than any. I am definitely a Kotter fan and this book is a must for anyone in a position of leadership. There are a lot of managers in the industry, but very few managers as Kotter points out. Rating: - The Differencing Between Leading and ManagingIn a long working career I have observed numerous instances of the high management manage companies with very few examples of them leading the company somewhere. I worked for Univac for instance, saw them merge with Burroughs, and watched as they turned two five billion dollar companies into one six billion dollar (with a loss in 2006 of almost $300 million). I watched Digital Equipment completely misunderstand the impact of the PC and go from a major player to be part of Compaq, then part of HP. ... Read More Rating: - A good book on leadershipKotter, a professor of leadership at Harvard Business School, distinguishes between a leader and a manager. The former is someone who works thru people and culture; the latter works thru hierarchy and systems. Kotter points out the need to nurture leaders, and he writes of the interdependence of leaders and led. What is required to bring about change, he says, is starting with a sense of urgency, developing a team, communicating the vision, etc. A leader works with others to develop a vision as well ... Read More Rating: - A 6-pack of Kotter articlesIn the reviews below, only Godfrey notices that this book is simply a collection of 6 previously published Harvard Business Review articles (1979-1997). As such, the book is a handy one-stop shop of Kotter's leadership and management writings over the years, and these articles contain nothing new. One might have wished for Kotter's current commentary on each of the individual articles. His original contribution to this volume is the first chapter, where he retroactively imposes order on ... Read More 
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