The Transformational Leader: The Key to Global Competitiveness
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- Wiley
More About This Title The Transformational Leader: The Key to Global Competitiveness
English
How to transform an organization, based on fascinating, inside stories of major industrial companies and service companies (including Fortune 500 companies), aggressive smaller firms, and European companies. Provides insights into the styles and philosophies of leaders and executives who have transformed their companies, whether big or small, and offers practical advice on middle management's role in transforming large organizations.
English
NOEL M. TICHY is a professor at the University of Michigan's Graduate School of Business and the author of several books including Managing Strategic Change.
MARY ANNE DEVANNA was, until her recent death, Associate Dean of Columbia University's Graduate School of Business and coeditor of The Portable MBA and Strategic Human Resource Management.
MARY ANNE DEVANNA was, until her recent death, Associate Dean of Columbia University's Graduate School of Business and coeditor of The Portable MBA and Strategic Human Resource Management.
English
The Themes, The Protagonists, The Transformational Drama.
RECOGNIZING THE NEED FOR REVITALIZATION.
The Gathering Storm.
Overcoming the Resistance to Change.
CREATING A NEW VISION.
Diagnosing the Problem.
Creating a Motivating Vision.
Mobilizing Commitment: Getting People Signed on to the Mission.
INSTITUTIONALIZING CHANGE.
Creative Destruction: Reweaving the Social Fabric.
The Leader as Social Architect I: Making Bureaucracy Behave.
The Leader as Social Architect II: Motivating People.
EPILOGUE.
History Repeats Itself.
Notes.
References.
Index.
RECOGNIZING THE NEED FOR REVITALIZATION.
The Gathering Storm.
Overcoming the Resistance to Change.
CREATING A NEW VISION.
Diagnosing the Problem.
Creating a Motivating Vision.
Mobilizing Commitment: Getting People Signed on to the Mission.
INSTITUTIONALIZING CHANGE.
Creative Destruction: Reweaving the Social Fabric.
The Leader as Social Architect I: Making Bureaucracy Behave.
The Leader as Social Architect II: Motivating People.
EPILOGUE.
History Repeats Itself.
Notes.
References.
Index.
