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A Force for Change: How Leadership Differs from Management

Опубликовано на портале: 25-11-2003
USA: Free Press, 1990, 180 с.
John Kotter in his book "A Force for Change" describes in detail three subprocesses that are the foundation of leadership. The first is the developing a vision of the future. Kotter believes that this must be along with the strategies for producing the changes needed to achieve that vision. The second is aligning people. According Kotter this involves communication direction and developing coalitions committed to achievement of the vision. The third is keeping people moving in the right direction by appealing to very basic, but often untapped human needs, values and emotions. Kotter distinguish management and leadership. He supports that management produces a degree of predictability and order and has the potential of consistency producing key results expected by various stakeholders.

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.
Appendix: The Research.