John P. Kotter (b. 1947), a leading authority on business leadership and change, is the subject of this new collection from Routledge’s acclaimed Critical Evaluations in Business and Management series. It brings together in two volumes the best critical evaluations of his work. The collection is supplemented with the editors’ expert introduction which places the gathered scholarship in its historical and intellectual context.
Volume I
Chapter 1 : What Leaders Really Do’, Harvard Business Review, 1990
Chapter 2 : Leading Change: Why Transformation Efforts Fail’, Harvard Business Review, 1995
Chapter 3 : Leadership: A Personal Journey’, Executive Speeches
Chapter 4 : The Leadership Factor’, Fortune
Chapter 5 : Making Inspired Leaders: New Approaches to Jewish Leadership Development’, Journal of Jewish Communal Service
Chapter 6 : Using The Organizational Culture Inventory (OCI) to Measure Kotter and Heskett’s Adaptive and Unadaptive Cultures
Chapter 7 : On Becoming a Leader/The Art of The Leader/The Leadership Factor’, Administration in Social Work, 1991
Chapter 8 : The Irrational Side of Change Management’, McKinsey Quarterly, 2009
Chapter 9 : The Nature of Management? A Problem in Management Education’, Journal of Management Studies, 1984
Chapter 10 : Real Managers’, Administrative Science Quarterly, 1988
Chapter 11 : Towards an Economic Theory of Leadership’, American Economic Review, 1998
Chapter 12 : Leadership and Organizational Structure’, American Journal of Sociology, 1975
Chapter 13 : The Problem of Leadership’, American Journal of Sociology, 1950
Chapter 14 : The Origin of Leadership’, American Journal of Sociology, 1906
Chapter 15 : What Makes A Leader?’, Harvard Business Review, 1998
Chapter 16 : John Kotter on Leading System Transformation’, School Administrator, 2008
Chapter 17 : Leading Change of a School District Reorganization’, Public Performance and Management Review, 2009
Chapter 18 : The Challenges of Educational Reform in Modern-Day Peru’, International Journal of Educational Reform, 2006
Chapter 19 : Effective Change Management in Higher Education’, Educause Review, 2003
Chapter 20 : Facilitating Academic Institutional Change: Redefining Scholarship’, Faculty Development, 2003
Chapter 21 : Making Change Work’, American School Board Journal
Chapter 22 : Reflections on Educational Reform in Cuba’, International Journal of Educational Reform, 1998
Chapter 23 : Implementing Clinical Governance: Turning Vision into Reality’, British Medical Journal, 2001
Chapter 24 : Kaiser Permanente: A Healthy Approach to Change’, Training, 2008
Chapter 25 : Urban Political Leadership’, Public Administration Review, 1975
Chapter 26 : Mayors in Action: Five Approaches to Urban Governance’, American Journal of Sociology, 1976
Chapter 27 : Reflections of Mayoral Leadership: The Impact of Changing Issues and Changing Times
Chapter 28 : Implementing a New Curriculum in Surgery: What is Going Well and Lessons Learned
Chapter 29 : How to Make The Rhetoric Really Work’, Australia and New Zealand Health Policy, 2008
Volume II
Chapter 30 : An Analysis of Features of Respiratory Therapy Departments that are Avid for Change’, Respiratory Care, 2008
Chapter 31 : Change Management: The Secret Sauce of Successful Program Building’, Journal of Palliative Medicine, 2009
Chapter 32 : The Invariance of Leadership Across Four Countries’, Journal of Management Issues, 1995
Chapter 33 : The Lack of Skills: An Obstacle in Teamwork’, Team Performance Management, 2006
Chapter 34 : Looking for Leadership: AnoTher Search Party’s Report’, Educational Administration Quarterly, 1994
Chapter 35 : High Hurdles: The Challenge of Executive Development’, Academy of Management Executive, 1987
Chapter 36 : Stop Improvising Change Management’, Strategy and Leadership, 2009
Chapter 37 : Mapping Out a Game Plan for Change’, HR Magazine, 2009
Chapter 38 : Using a Change Management Approach to Implement IT Programs’, Ivey Business Journal
Chapter 39 : Managing The Cycle of Change’, Information Management Journal, 2007
Chapter 40 : Employee Commitment and Support for Organizational Change: Test of The Three-Component Model in Two Cultures’, Journal of Occupational and Organizational Psychology, 2007
Chapter 41 : Leading Change’, Computerworld, 2005
Chapter 42 : Should Leaders Want to be Managers and give up all that Freedom?’, Library Journal
Chapter 43 : Every Step You Change: A Process of Change and Ongoing Management’, Journal of Library Administration, 2009
Chapter 44 : Organizational Development, Leadership, Change and The Future of Libraries’, Library Trends, 2004
Chapter 45 : Managing Change in a World of Excessive Change: Counterbalancing Creative Destruction and Creative Recombination’, Ivey Business Journal, 2004
Chapter 46 : Walking The Talk (Really!) Why Visions Fail’, Ivey Business Journal, 2004
Chapter 47 : The Social Psychology of Organizations and Inequality’, Social Psychology Quarterly, 1994
Chapter 48 : The Effect of Leadership Style on Performance Management’, Journal of Business, 1999
Chapter 49 : To be a Better Leader, Give up Authority’, Harvard Business Review, 2009
Chapter 50 : What Your Leader Expects of You’, Harvard Business Review, 2007
Chapter 51 : Narcissistic Leaders’, Harvard Business Review, 2000
Chapter 52 : Leadership that Gets Results’, Harvard Business Review, 2000
Chapter 53 : Organizational Change Management: A Critical Review’, Journal of Change Management, 2005
Chapter 54 : Organisational Development for Clinical Governance’, British Medical Journal
Chapter 55 : The Lack of Skills: An Obstacle in Teamwork’, Team Performance Management, 2006
Chapter 56 : Developing a Blueprint for Cultural Competence Education at Penn’, Journal of Professional Nursing, 2008
Chapter 57 : Using Change Management Theory to Implement The International Classification of Functioning, Disability and Health (ICF) in Clinical Practice’, British Journal of Occupational Therapy, 2006
Chapter 58 : Change Management in Health Care’, Health Care Manager, 2008
Chapter 59 : Does Leadership Make a Difference to Organizational Performance?’, Administrative Science Quarterly, 1988
Chapter 60 : Managing Successful Change in The Public Sector’, Public Administration Review
Chapter 61 : Managing Change in Vietnamese State-Owned Enterprises: What is The Best Strategy?’, Human Resources Management Review, 2003
