What Leaders Really Do (HBR OnPoint Enhanced Edition)
by John P. Kotter
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Book Summary Information
Author: John P. KotterEdition: Digital
Format: Download: PDF
Published: 2000-02-01
ISBN: N/A
Number of pages: 12
Publisher: Harvard Business Review
Book Reviews of What Leaders Really Do (HBR OnPoint Enhanced Edition)
Book Review: Forcing Leaders to manage - a Good thing?
Summary: 5 Stars
One HBR article I am inspired by is What Leaders Really Do by John P. Kotter. Summarizing the article:
"They don't make plans; they don't even organize people. What leaders really do is prepare organizations for change and help them cope as they struggle through it.
Leadership is different from management, but not for the reasons most people think. Leadership isn't mystical and mysterious. It has nothing to do with having "charisma" or other exotic personality traits. It is not the province of a chosen few. Nor is leadership necessarily better than management or a replacement for it.
Rather, leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in an increasingly complex and volatile business environment.
Most corporations today are over-managed and underled. They need to develop their capacity to exercise leadership. Successful corporations don't wait for leaders to come along. They actively seek out people with leadership potential and expose them to career experiences designed to develop that potential. Indeed, with careful selection, nurturing and encouragement, dozens of people can play important leadership roles in a business organization."
Interesting and from what I can see - true. My addition to this comment might be that leaders tend to also be managers so double duty is often in order. And what I have seen in some larger organizations is that management is more highly valued so there is a push to make leaders into better managers often to the detrement of the organization since it is the leadership that is more desperately needed.
Summary of What Leaders Really Do (HBR OnPoint Enhanced Edition)
Leadership and management are two distinctive and complementary systems of action, each with its own function and characteristic activities. Management involves coping with complexity, while leadership involves coping with change. Most U.S. corporations actively seek out people with leadership potential and expose them to career experiences designed to develop that potential.This is an enhanced edition of the HBR reprint R0111F, originally published in December 2001. HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. Leadership and management are two distinctive and complementary systems of action, each with its own function and characteristic activities. Management involves coping with complexity, while leadership involves coping with change. Most U.S. corporations actively seek out people with leadership potential and expose them to career experiences designed to develop that potential.
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