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John P. Kotter on What Leaders Really Do (Harvard Business Review Book) (Hardcover)
by John P. Kotter
| Category:
leadership, change, management. |
| Market price: ¥ 248.00
MSL price:
¥ 218.00
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| Stock:
Pre-order item, lead time 3-7 weeks upon payment [ COD term does not apply to pre-order items ] |
MSL rating:
 Good for Gifts |
| MSL Pointer Review:
A must for every manager that wants to reach a true leadership edge. |
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Author: John P. Kotter
Publisher: Harvard Business School Press; 1 edition
Pub. in: April, 1999
ISBN: 0875848974
Pages: 184
Measurements: 8.4 x 5.7 x 0.9 inches
Origin of product: USA
Order code: BA01478
Other information: 978-0875848976
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- MSL Picks -
Kotter, 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 as strategies to implement that vision. He or she empowers individuals to bring that vision to life. There are executives who don't lead; they thereby fall into predictable traps. Therefore they find themselves unable to bring about good, nonincremental change. More is involved in leadership than giving orders within an authority structure. The vision need not be original, but it must serve the interests of the constituencies.
Much here may sound like common sense, but it is organized and delivered in a helpful manner. This work is based on the runs, hits, and errors of many organizations and their executives. A solid treatment.
(From quoting Hoodlum USA )
Target readers:
For anyone who want to be a leader.
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John P. Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus at Harvard Business School and is a frequent speaker at top management meetings around the world.
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From publisher
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. A Harvard Business Review Book.
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From Choice (MSL quote), USA
<2008-08-18 00:00>
Offers a convenient one-volume resource to this noted expert's views on leadership.
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From CIO (MSL quote), USA
<2008-08-18 00:00>
This book is thankfully short on theory and is instead filled with practical, often common-sensical, advice. For anyone who wants to be a leader when they grow up, Kotter's book is required reading.
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Howard Rothman (MSL quote), USA
<2008-08-18 00:00>
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. |
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