The Differencing Between Leading and Managing

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	• John P. Kotter on What Leaders Really Do (Harvard Business Review Book) John P. Kotter Harvard Business School Press, 1999 - 184 pages average customer review:based on 14 reviews view larger image
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highly recommended

A 6-pack of Kotter articles

In the reviews below, only Godfrey notices that this book is simply a collection of 6 previously published Harvard Business Review articles (1979-1997). As such, the book is a handy one-stop shop of Kotter's leadership and management writings over the years, and these articles contain nothing new. One might have wished for Kotter's current commentary on each of the individual articles.

His original contribution to this volume is the first chapter, where he retroactively imposes order on and draws lessons from the earlier works. Overall, this book is a useful compendium of Kotter's ideas from the past 30 years for those who are unfamiliar with his work.

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Fantastic

Professor Kotter is a Master among Masters in the field of leadersip and change management.
This is a simple, concise and usefull book about the subject.
A must for every manager that wants to reach a true leadership edge.

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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 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.

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Leaders versus Managers - Kotter gets it.

I have read a lot of articles by J.P. Kotter on Harvard Business Review. I've been very impressed with his distinction of leadership versus management and this book perhaps covers it better than any. I am definitely a Kotter fan and this book is a must for anyone in a position of leadership. There are a lot of managers in the industry, but very few managers as Kotter points out.

A good book on leadership

Kotter, a professor of leadership at Harvard Business School, distinguishes between a leader and a manager. The former is someone who works thru people and culture; the latter works thru hierarchy and systems. Kotter points out the need to nurture leaders, and he writes of the interdependence of leaders and led. What is required to bring about change, he says, is starting with a sense of urgency, developing a team, communicating the vision, etc. A leader works with others to develop a vision as well as strategies to implement that vision. He or she empowers individuals to bring that vision to life. There are executives who don't lead; they thereby fall into predictable traps. Therefore they find themselves unable to bring about good, nonincremental change. More is involved in leadership than giving orders within an authority structure. The vision need not be original, but it must serve the interests of the constituencies.

Much here may sound like common sense, but it is organized and delivered in a helpful manner. This work is based on the runs, hits, and errors of many organizations and their executives. A solid treatment. Should be read together with Jim Collins's Good to Great.

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reviews: page 1, 2, 3

Discusses the core issues that lie at the heart of leadership and our relationship to the work of those leaders. DLC: Leadership.

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