Book Description Review 'After conducting fourteen formal studies and more than a thousand interviews, directly observing dozens of executives in action, and compiling innumerable surveys, I am completely convinced that most organizations today lack the leadership they need,' contends John P. Kotter, the Konosuke Matsushita Professor of Leadership at Harvard Business School. 'And the shortfall is often large. I'm not talking about a deficit of 10%, but of 200%, 400%, or more in positions up and down the hierarchy,' he writes in the opening essay to John P. Kotter on What Leaders Really Do, a collection of his most notable articles on the topic for the Harvard Business Review. Kotter isn't known to pull punches, and these pieces--falling into two categories, those concerned with 'Leadership and Change' and those focusing on 'Dependency and Networks'--are no exception. The articles in the book sensibly point out the difference between management and leadership; they advocate setting a direction rather than planning and budgeting, and motivating people rather than controlling them. They are tied together effectively by the aforementioned new essay, in which Kotter presents his 'Ten Observations About Management Behavior' to summarize the concepts he has developed over a 30-year career. --Howard Rothman Read more Review 'Offers a convenient one-volume resource to this noted expert's views on leadership.' -- Choice, October 1999'This book is thankfully short on theory and is instead filled with practical, often common-sensical, advice. For anyone who wants to be a leader when they grow up, Kotter's book is required reading.' -- CIO, June 15, 1999 Read more See all Editorial Reviews