What Leaders Really Do
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What Leaders Really Do
by John P. Kotter
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1990
The article reprinted here stands on its
own, of course, but it can also be seen
as a crucial contribution to a debate that
began in 1977, when Harvard Business
School professor Abraham Zaleznik
published an HBR article with the
deceptively mild title “Managers and
Leaders: Are They Different?” The piece
caused an uproar in business schools. It argued that the
theoreticians of scientific management, with their organizational
diagrams
and
time-and-motion
studies,
were missing
half the picture – the half filled with inspiration, vision, and
the full spectrum of human drives and desires. The study of
leadership hasn’t been the same since.
“What Leaders Really Do,” first published in 1990, deepens
and extends the insights of the 1977 article. Introducing one of
those brand-new ideas that seems obvious once it’s expressed,
retired Harvard Business School professor John Kotter proposes
that
management
and
leadership
are
different
but
complementary,
and that in a changing world, one cannot function
without the other. He then enumerates and contrasts the primary
tasks
of
the
manager
and
the
leader.
His key point bears
repeating: Managers promote stability while leaders press for
change, and only organizations that embrace both sides of
that contradiction can thrive in turbulent times.
Copyright © 2001 by Harvard Business School Publishing Corporation. All rights reserved.
Best of HBR
What Leaders
Really Do
by John P. Kotter
L
They don’t make plans; they
don’t solve problems; they
don’t even organize people.
What leaders really do is
prepare organizations for
change and help them cope
as they struggle through it.
eadership 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
...