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FORCE FOR CHANGE: HOW LEADERSHIP DIFFERS FROM MANAGEMENT By John P. Kotter *NEW* - Picture 1 of 1

Force for Change : How Leadership Differs from Management by John P. Kotter (1990, Hardcover)

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FORCE FOR CHANGE: HOW LEADERSHIP DIFFERS FROM MANAGEMENT By John P. Kotter - Hardcover **BRAND NEW**.

About this product

Product Identifiers

PublisherFree Press

ISBN-100029184657

ISBN-139780029184653

eBay Product ID (ePID)16890

Product Key Features

Book TitleForce for Change : How Leadership Differs from Management

Number of Pages192 Pages

LanguageEnglish

TopicLeadership, Industrial Management, Motivational, Management

Publication Year1990

GenreBusiness & Economics

AuthorJohn P. Kotter

FormatHardcover

Dimensions

Item Height0.8 in

Item Weight12.6 Oz

Item Length9.2 in

Item Width6.1 in

Additional Product Features

Intended AudienceTrade

LCCN89-077323

Dewey Edition20

ReviewsMichael M. LombardoCenter for Creative LeadershipThe most compelling and incisive description of leadership processes and structures that I've ever seen., Thomas J. Mithen General Electric Full of powerful, useful ideas that will be of great service to those who have been struggling to define and assess leadership., William H. Genge Chairman, Ketchum Communications, Inc. John Kotter demythologizes the concept of leadership and clearly distinguishes it from management. In the process, he provides new guidelines for leaders and managers trying to optimize their relationships and effectiveness., Robert E. Gregory, Jr.President, VF Corporation A Force for Change will be received as the seminal work on the nature and function of leadership., Paul Fulton President, Sara Lee Corporation Kotter's insights are remarkable. A Force for Change will be required reading for all our young managers., Paul FultonPresident, Sara Lee CorporationKotter's insights are remarkable. A Force for Changewill be required reading for all our young managers., Thomas J. MithenGeneral ElectricFull of powerful, useful ideas that will be of great service to those who have been struggling to define and assess leadership., Paul FultonPresident, Sara Lee CorporationKotter's insights are remarkable. A Force for Change will be required reading for all our young managers., Paul FultonPresident, Sara Lee CorporationKotter's insights are remarkable.A Force for Changewill be required reading for all our young managers., Irvine 0. Hockaday, Jr. Chief Executive Officer, Hallmark Cards, Inc. There are many echoes but few voices writing about leadership and management these days. John Kotter's is one of those voices. His concepts offer fresh perspectives which hit home with force and endurance., William H. GengeChairman, Ketchum Communications, Inc.John Kotter demythologizes the concept of leadership and clearly distinguishes it from management. In the process, he provides new guidelines for leaders and managers trying to optimize their relationships and effectiveness., Irvine 0. Hockaday, Jr.Chief Executive Officer, Hallmark Cards, Inc.There are many echoes but few voices writing about leadership and management these days. John Kotter's is one of those voices. His concepts offer fresh perspectives which hit home with force and endurance., Michael M. Lombardo Center for Creative Leadership The most compelling and incisive description of leadership processes and structures that I've ever seen., Robert E. Gregory, Jr. President, VF Corporation A Force for Change will be received as the seminal work on the nature and function of leadership., Robert E. Gregory, Jr.President, VF CorporationA Force for Changewill be received as the seminal work on the nature and function of leadership., Warren R. Wilhelm AMOCO Corporation One not only learns from his book, but is excited by it. The weaving of research results and case examples is extremely effective., Warren R. WilhelmAMOCO CorporationOne not only learns from his book, but is excited by it. The weaving of research results and case examples is extremely effective.

Dewey Decimal658.4/092

Table Of ContentContents Preface I Introduction 1. Management and Leadership 2. Leadership in Action II The Process of Leadership 3. Establishing Direction 4. Aligning People 5. Motivating and Inspiring III The Structure of Leadership 6. Multiple Roles 7. Thick Informal Networks IV The Origins of Leadership 8. Heredity and Childhood 9. Career Experiences 10. Corporate Culture Postscript Appendix: The Research Notes Bibliography Index

SynopsisThe critics who despair of the coming of imaginative, charismatic leaders to replace the so-called manipulative caretakers of American corporations don't tell us much about what leadership actually is, or, for that matter, what management is either. Now, John P. Kotter, who focused on why we have a leadership crisis in The Leadership Factorshows here, with compelling evidence, what leadership really means today, why it is rarely associated with larger-than-life charismatics, precisely how it is different from management, and yet why both good leadership and management are essential for business success, especially for complex organizations operating in changing environments.Leadership, Kotter clearly demonstrates, is for the most part not a god-like figure transforming subordinates into superhumans, but is in fact a processthat creates change -- a process which often involves hundreds or even thousands of "little acts of leadership" orchestrated by people who have the profound insight to realize this. Building on his landmark study of 15 successful general managers, Kotter presents detailed accounts of how senior and middle managers in major corporations, in close concert with colleagues and subordinates, were able to create a leadership process that put into action hundreds of commonsense ideas and procedures that, in combination with competent management, produced extraordinary results.This leadership turned NCR from a loser to a big winner in automated teller machines, despite intense competition from IBM. The same process at American Express and SAS helped businesses grow dramatically despite the fact that they were "mature" and "commodity-like." Kotter also shows how leadership turned around operations at P&G and Kodak; produced huge business successes at PepsiCo, ARCO, and ConAgra; and made the impossible occasionally happen at Digital.Thousands of companies today are overmanaged and underled, John Kotter concludes, not because managers lack charisma, but because far too few executives have a clear understanding of what leadership is and what it can accomplish. Without such a vision, even the most capable people have great difficulty trying to lead effectively and to create the cultures which will help others to lead., John P. Kotter shows with compelling evidence what leadership really means today, why it is rarely associated with larger-than-life charismatics, precisely how it is different from management, and yet why both good leadership and management are essential for business success, especially for complex organizations operating in changing environments. The critics who despair of the coming of imaginative, charismatic leaders to replace the so-called manipulative caretakers of American corporations don't tell us much about what leadership actually is, or, for that matter, what management is either. Leadership, Kotter clearly demonstrates, is for the most part not a god-like figure transforming subordinates into superhumans, but is in fact a process that creates change -- a process which often involves hundreds or even thousands of "little acts of leadership" orchestrated by people who have the profound insight to realize this. Building on his landmark study of 15 successful general managers, Kotter presents detailed accounts of how senior and middle managers in major corporations, in close concert with colleagues and subordinates, were able to create a leadership process that put into action hundreds of commonsense ideas and procedures that, in combination with competent management, produced extraordinary results. This leadership turned NCR from a loser to a big winner in automated teller machines, despite intense competition from IBM. The same process at American Express and SAS helped businesses grow dramatically despite the fact that they were "mature" and "commodity-like." Kotter also shows how leadership turned around operations at P&G and Kodak; produced huge business successes at PepsiCo, ARCO, and ConAgra; and made the impossible occasionally happen at Digital. Thousands of companies today are overmanaged and underled, John Kotter concludes, not because managers lack charisma, but because far too few executives have a clear understanding of what leadership is and what it can accomplish. Without such a vision, even the most capable people have great difficulty trying to lead effectively and to create the cultures which will help others to lead.

LC Classification NumberHD57.7.K66 1990

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item 1 Force For Change: How Leadership Differs from Management by Kotter, John P.