The Transformational Leader
The Key to Global Competitiveness
Published on 6. October 1997
Book
Paperback/Softback
336 pages
978-0-471-12726-0 (ISBN)
Description
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.
More details
Product info
Paperback
Edition
1. Auflage
Language
English
Place of publication
New York
United States
Target group
College/higher education
Professional and scholarly
Product notice
Paperback (trade)
Unsewn / adhesive bound
Dimensions
Height: 234 mm
Width: 156 mm
Thickness: 19 mm
Weight
506 gr
ISBN-13
978-0-471-12726-0 (9780471127260)
Schweitzer Classification
Other editions
Additional editions
Noel M. Tichy | Mary Anne Devanna | M.A. De Vanna
The Transformational Leader
Book
07/1986
Wiley
€32.81
Article exhausted; check different version
Previous edition
Noel M. Tichy | Mary Anne Devanna
The Transformational Leader
Book
06/1990
Wiley
€15.48
Article exhausted; check for reprint
Persons
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.
Content
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.