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
withleadership, 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. A Harvard Business Review Book.
John P. Kotter, herausragende Kapazität auf dem Gebiet der Unternehmensführung, hat als Professor für Unternehmensführung den Konosuke-Matsushita-Lehrstuhl an der Harvard Business School inne. Er lebt in Cambridge, Massachusetts.
Inhaltsangabe
1. Introduction Part I-Leadership and Change 2. Choosing Strategies for Change 3. What Leaders Really Do 4. Leading Change: Why Transformation Efforts Fail Part II-Dependency and Networks 5. Power, Dependence, and Effective Management 6. Managing Your Boss 7. What Effective General Managers Really Do
