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John P. Kotter on What Leaders Really Do (Anglais) Relié – 1 avril 1999


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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. This is a "Harvard Business Review" book.


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FOR 30 YEARS I have been studying the actions of those who run organizations, trying to record and clarify what they do, why they behave as they do, and what effect their choices have on other individuals and enterprises. Lire la première page
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Couverture | Copyright | Table des matières | Extrait | Index | Quatrième de couverture
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50 internautes sur 51 ont trouvé ce commentaire utile 
A useful collection of Kotter's articles 7 décembre 1999
Par Bill Godfrey - Publié sur Amazon.com
Format: Relié
Six of Kotter's articles published between 1979 and 1997 are prefaced by a substantial introduction under the title of Leadership at the Turn of the Century. The six articles are arranged in two groups of three, the first three grouped under Leadership and Change and the second under the heading Dependency and Networks. The first part contains the famous articles "What Leaders Really Do" and "Leading Change: Why Transformation Efforts Fail", which was the article behind the author's subsequent book "Leading Change".
I seem to be in a minority in thinking that Kotter's views of leadership are over-rated. Although his commentary recognises complexity, his prescriptions seem to me to be instrumental, linear and unduly inwardly focused. He takes a very analytical view of an intensely human art. One of the central features of successful leadership is passion, and another is a strong and well articulated sense of values. The author recognises both, but does not appear to be engaged by them. They appear to be treated as merely two more ingredients in the mix. Above all, it does not ask the questions that are becoming so dominant - questions about societal values, about balancing the need for profit with issues of sustainability and even about the role of the corporation in a globalised world.
Having said that, there is a lot of good material available. His '8 steps' are sufficiently well known not to need repetition, and the article "What Leaders Really Do" is a good summary of the distinction between leadership and management concerns.
The introduction is written largely around ten 'observations', which add up to saying that leadership and management are different, that high complexity and high rates of change make leadership increasingly important, with a large part of the leadership role being concerned with building vision, providing inspiration and building networks of relationship.
59 internautes sur 62 ont trouvé ce commentaire utile 
The analytical person's guide to leadership 9 juin 2000
Par Un client - Publié sur Amazon.com
Format: Relié Achat vérifié
I look at the other reviewers comments and realize that there's another perspective. One that I think I may share with others who are not the other reviewers.
There's a niche of people out there who are "intuitive / analytical" people. The works of other leadership / management "gurus" seem, well, mystical or overwhelmingly positive.
I personally understand and practice the passion of leadership but personally had a hard time understanding the framework of human relationships and motivations that lead to most management hierarchies. In traditional management hierarchies, passionate people are also labelled as "over the edge". immature, unrealistic.
From an analytical engineering / scientist approach, what occurs in executive management just doesn't seem to make sense. Frankly, I'm blown away by the rampant "peter principle" in executive management. I've not understood why I who have significant leadership skills haven't made it into "the higher echelons".
John Kotter is the first author I've encountered who has been able to layout for me the framework of human interactions. He's the first author who feels to me like he is looking over my shoulder giving me useful guidance, not just pumping me up.
The article on "Leading Change, Why Transformation Efforts Fail" included in the book landed in my lap at a time when I'm attempting to lead cultural changes.
The chapter on "Managing and Power" helped me understand how my independent / contra-dependent leanings might actually be hindering me in a management hierarchy of over dependent managers.
I've gotten more condensed information from Kotter than from any other source to date. However, in this case, I must concur with one of the other reviewers: I'd like greater depth of information on how to better adapt.
Still, Kotter's terse, analytical perspective has been phenomenally valuable in giving me insights into my behaviors (that I'm not the only person who acts, feels, or believes in the things that I do) and a framework for understanding the behaviors of others.
Only time will tell if I've been able to take away anything of any real value and apply it successfully.
4 internautes sur 4 ont trouvé ce commentaire utile 
The Differencing Between Leading and Managing 15 février 2007
Par John Matlock - Publié sur Amazon.com
Format: Relié
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 billion dollar companies into one six billion dollar (with a loss in 2006 of almost $300 million). I watched Digital Equipment completely misunderstand the impact of the PC and go from a major player to be part of Compaq, then part of HP.

While this was happening, Microsoft and Intel were truly exercising the leadership that took the computer world through what Andy Grove (of Intel) called an inflection point.

This book is a collection of six essays. The first three discuss leadership. The second three discuss the management aspect. It's a quick easy read, and while there is little practical 'do it this way' advice, the overall impact is just what a true leader needs.
14 internautes sur 18 ont trouvé ce commentaire utile 
A MUST Read for Anyone in Management 21 janvier 2002
Par Un client - Publié sur Amazon.com
Format: Relié
I bought this book on second thought because I was also buying "Leading Change" by Kotter. However, I picked up this book and could not put it down. As a long-time leader, this book validates much of what I already know and do. However, it also brings a lot of insight into the differences between leadership and management. The author really analyzes the complexity and interdependency and interrelationships that are faced by, and must be overcome or managed by leaders and managers. I liked what and how Kotter says it in this book that I bought one for each of my managers (I'm a CEO). I am hoping that this easy-to-read, and understandable book brings a lot of insight to them. I highly recommend this book to all current leaders and managers, and anyone hoping to go into leadership or management or both.
29 internautes sur 39 ont trouvé ce commentaire utile 
Excellent as usual 4 août 1999
Par Un client - Publié sur Amazon.com
Format: Relié
Prof. Kotter has done another superb job in vividly demonstrating the role of leaders. This book is authoritive and chock full of facts. I also suggest, as a supplement to this book, that you buy a skills-oriented book that I purchased at Amazon--------it will show new and experienced leaders "how" to be better leaders, easily and in a straightforward manner-----------This book is entitled "The Leader's Guide: 15 Essential Skills."
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