John P. Kotter on what leaders really do
Author(s)
Bibliographic Information
John P. Kotter on what leaders really do
（The Harvard business review book series）
Harvard Business School Press, c1999
Available at / 33 libraries
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Note
Includes bibliographical references and index
Description and Table of Contents
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 the HBR articles, Kotter also contributes a new piece, 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.
Table of Contents
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
by "Nielsen BookData"
