Item description for Leading Change by John P. Kotter...
Overview Describes the key qualities managers must have to make their companies stronger in a changing market, and discusses the most common mistakes managers make in trying to change their companies
Publishers Description An action plan from the world's foremost expert on business leadership. A very personal book that is at once inspiring, clear-headed, and filled with important implications for the future. Emphasizing again and again the critical need for leadership to make change happen, Leading Change provides the vicarious experience and positive role models for leaders to emulate. The book identifies an eight-step process that every company must go through to achieve its goal.
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Studio: Harvard Business Press
Est. Packaging Dimensions: Length: 9.5" Width: 6.41" Height: 0.84" Weight: 0.99 lbs.
Release Date Sep 1, 1996
Publisher Harvard Business School Press
ISBN 0875847471 ISBN13 9780875847474
Availability 0 units.
More About John P. Kotter
John P. Kotter is Professor of Organizational Behavior at the Harvard Business School. He has won McKinsey awards for two Harvard Business Review articles and has received the 1985 Johnson, Smith and Knisely Award for new perspectives on executive leadership. Professor Kotter has achieved international recognition as an expert on leadership in business with his works The General Managers, Power and Influence, and The Leadership Factor, which have been translated into six languages.
John P. Kotter currently resides in Cambridge, in the state of Massachusetts. John P. Kotter was born in 1947 and has an academic affiliation as follows - Harvard University.
John P. Kotter has published or released items in the following series...
Reviews - What do customers think about Leading Change?
Good leadership advice, but narrow and out-dated May 30, 2008
John Kotter is a business professor at Harvard University who writes "Leading Change" as a guide to business leaders, helping them to transform their stagnant, ineffective, hierarchical companies into more effective, responsive, team-oriented ones. To help companies and leaders make this transition, he presents eight sequential steps that must be followed in order and done well.
These eight steps are:
1. Establish a sense of urgency (fight complacency)
2. Create a guiding coalition (both influential leaders and effective managers)
3. Develop a widely inspiring vision and strategy for achieving it
4. Communicate the vision, communicate the vision, and communicate the vision even more.
5. Give the employees authority to creatively experiment concerning how to best make the vision a reality
6. Make sure you point out things to celebrate as you make progress toward your goals; it rewards appropriate behavior and, besides, people need to celebrate once in a while.
7. Understand Bowen Family Systems Theory--that when you change one thing, everything else changes with it. Systemic change is difficult work that produces a whole lot of anxiety and unintended consequences.
8. Make sure that, once the changes are made, they become engrained in the new culture of he company; make them "the way we do things around here."
Kotter does get credit for being comprehensive and for being among the first to write a leadership book of this sort (copyright 1996). He appears correct in all of his arguments and this reader has difficulty finding flaws in his eight steps. He appropriately balances task-orientation and relationship-orientation and distinguishes between leading and managing. Furthermore, he is the only author I've come across that understands how Family Systems Theory plays out in an organization undergoing change.
However, the book is outdated. Newer authors like Jim Collins, John Maxwell, and Kouzes & Posner have refined Kotter's ideas and presented them in a more readable, more applicable, and more modern way (again, 1996 copyright).
Kotter limits his ideas and examples to the large, highly structured business world; other authors deliberately address leadership within smaller businesses, schools, non-profits, and other environments. Kotter writes before the internet was widely used; other books keep rapid communication advancements in mind. The obligatory quotes from people I've never heard of who praise the book say over and over again how highly readable Kotter's prose is; I found the prose dry and could cite many examples from this genre which are much more readable.
The ideas Kotter presents are not bad; in fact they're quite good and have blazed the trail for other leadership books. However, "Leading Change" could certainly use an updated edition. Other authors have taken many of Kotter's ideas, refined them, re-worked them, and present them in a manner much more helpful to a wider audience.
I neither recommend this book nor do I contest it. You would do well to read "Leading Change," but you would do better to read some of the authors listed above.
A MUST HAVE for your leadership library May 27, 2008
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.
Excellent Apr 5, 2008
This book is phenominal! An excellent guide for the leader experiencing change. If I had no other resource, this book would be enough for survival in the business world of change. Definitely worth the investment.
FANTASTIC SERVICE Apr 5, 2008
The book came right on time, and was delivered in the best of conditions. It is always very good doing business with you. I can trust that my books will arrive on time and the shipping is done with the urgency they deserve. Thanks once more. Teresa
Very nice book Feb 14, 2008
The book I bought is a new copy. It is in very good condition and also delivered in time, as mentioned. When coming to the content of the book [It is a prescribed book for our course], It is good, worth reading once atleast.