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John P. Kotter on What Leaders Really Do (Harvard Business Review Book)
John P. Kotter
Harvard Business School Press, 1999
The Differencing Between Leading and Managing
In 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 ...
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Leading Change
John P. Kotter
Harvard Business School Press, 1996
A MUST HAVE for your leadership library
Very well written book and easy to read and follow. Since change is a modern requirement for any business, it simply makes sense to focus in on what it takes to provide the necessary leadership to do so.
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Leading Change: Why Transformation Efforts Fail (HBR Classic) (HBR OnPoint Enhanced Edition)
John P. Kotter
Harvard Business Review, 2007
Make Change Irresistibly Attractive
The leaders of some organizations have no idea how to make successful changes, and are likely to waste a lot of resources on unsuccessful efforts. Professor Kotter has done a solid job of outlining the elements that must be addressed, so now your organization will at ...
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Power and Influence
John P. Kotter
Free Press, 1985
Excellent reading on the realities of being a leader today
Leadership in today's corporate environment is by and large not the command and control style of yesterday's corporate monoliths. Today's enlighted managers and employees have to understand that leadership means guiding and influencing without being able to direct and ...
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Managing Your Boss (Harvard Business Review Classics) (Harvard Business Review Classics) (Harvard Business ...
John J. Gabarro, John P. Kotter
Harvard Business School Press, 2008
Developing a good working relationship with your superior
Both authors are Professors at the Harvard Business School. This article was originally published in January-February 1980, this On-Point version includes a retrospective commentary and was published in January-February 1993. Both authors have written several books on ...
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Harvard Business Review on Leadership (Harvard Business Review Paperback Series)
Henry Mintzberg, John P. Kotter, ...
Harvard Business School Press, 1998
Enduring insights from multiple perspectives
Much of the contextual material in this volume is out-of-date, given the fact that the eight articles originally appeared in the Harvard Business Review years ago (1975-1998). However, I think the core concepts remain sound and provide a valuable frame-of-reference for ...
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Force For Change: How Leadership Differs from Management
John P. Kotter
Free Press, 1990
Another great work
John Kotter has done a superb job in distinguishing the differences between leadership and management. This is often attempted yet rarely accomplished with such vivid and compelling examples and documented research. If you want to know the differences, get this ...
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A Sense of Urgency
John P. Kotter
Harvard Business School Press, 2008
Most organizational change initiatives fail spectacularly (at worst) or deliver lukewarm results (at best). In his international bestseller Leading Change, John Kotter revealed why change is so hard, and provided an actionable, eight-step process for implementing successful transformations. The book became the change bible for managers worldwide. ...
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The Heart of Change: Real-Life Stories of How People Change Their Organizations
John P. Kotter, Dan S. Cohen
Harvard Business School Press, 2002
Fantastic
A very well written book on how to lead change in your organization (or family) taking into account how others will react.
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Harvard Business Review on Change (Harvard Business Review Paperback Series)
John P. Kotter, James Collins, ...
Harvard Business School Press, 1998
A positive goldmine
In the nicest possible sense, this book isn't exactly what the title claims. All to often discussions of change management tend to concentrate on the people side of things and ignore the less glamerous topics such as re-tooling, revised administrative and reporting ...
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Leading Change: Why Transformation Efforts Fail (HBR Classic) (HBR OnPoint Enhanced Edition)
John P. Kotter
Harvard Business Review, 2007
Make Change Irresistibly Attractive
The leaders of some organizations have no idea how to make successful changes, and are likely to waste a lot of resources on unsuccessful efforts. Professor Kotter has done a solid job of outlining the elements that must be addressed, so now your organization will at ...
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Choosing Strategies for Change
John P. Kotter, Leonard A. Schlesinger
Harvard Business Review, 1979
The need for organizational change increases as companies deal with new government regulations, new products, growth, increased competition, technological development, and a changing work force. Change may affect a company's morale and meet strong resistance. Resistance arises from four common reasons: the fear of losing something of value, a ...
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Organizational Dynamics: Diagnosis and Intervention (Addison-Wesley Series on Organization Development)
John P. Kotter
Prentice Hall, 1978
The clearest explanation of systems thinking you can find!
After extensive research in 1975 and 1976 of twenty-six organizations, Kotter developed a model to supplement or replaces other diagnosis models of the time. His criteria for determining the elements was support for their importance from convincing research ...
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What Leaders Really Do (HBR OnPoint Enhanced Edition)
John P. Kotter
Harvard Business Review, 2000
The difference between leadership and management
John P. Kotter is Professor of Organizational Behavior at the Harvard Business School. This Harvard Business Review article was originally published in 1990, this On-Point version was issued in December 2001. "Leadership is different from management, but not for the ...
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Matsushita Leadership
John P. Kotter
Free Press, 1997
A most difficult subject well tackled.
This is a rare attempt by an American to profile an Asian entrepreneur and world-renowned corporate leader. Because of the rather more subtle and complex social structures in Asia, which is particularly even more so in Japan, it is the rare non-Asian who is able to ...
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