Leading Change
There are a number of diverse aspects of John Kotter's seminal treatise on leadership, Leading Change. Subsequently, much of the publicity and academic scholarship involving this work of literature have revolved around the eight stages of creating fundamental, lasting changes within an organization. Although Kotter is significantly (and deservingly) renowned within the business world for the creation and configuration of these steps, it would be misleading to regard Leading Change as a mere blueprint for producing change in an organization. The scope of Kotter's work actually exceeds the mere means to organizational transformation, and deals with larger issues of the evolution of management and the accordant role that businesses must play to engender what is an inexorable process that must come about. The strength of Kotter's manuscript, then, is in providing the context and the background information responsible for the facilitation of this process, at the heart of which lies the contrast between conventional methods of management and those pertaining to the 21st century -- which ultimately allows for fostering of leadership.
To that end, the author has dedicated a substantial portion of his manuscript to enumerating the numerous inherent problems that arose with conventional management techniques and strategies, particularly those that presented themselves over and over again towards the close of the 20th century (Leading Change was initially published in 1996). Yet Kotter merely does so to underscore the need for the pronounced change in management strategy that is the very thesis of this work and which unequivocally advocates the production of leadership. The incisiveness of his analysis on this issue is one of the many boons of Leading Change. Contemporary principles of management were preoccupied with maintaining status quo, preserving tradition and essentially doing whatever was needed to maintain an organization's...
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