Best of HBR on Leadership: Balancing Stability and Change
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- Harvard Business Review
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Overview: "HBR OnPoint Collections save you time by synthesizing and distilling the essence of three Harvard Business Review articles that, together, help you meet a specific management challenge. One-page overviews draw out the main points. Annotated bibliographies point you to related resources. Original HBR articles included. What's the difference between managers and leaders? Abraham Zaleznik sparked this still incendiary debate in 1977. Traditional management theorists--with their organizational diagrams and time-motion studies--ignored the human side of leadership: the inspiration, vision, and raw emotion and drive that also fuel corporate success. Managers promote the stability that helps companies function daily. Leaders catalyze change--empowering their firms to adapt and compete in a constantly shifting world. Stability versus change is an age-old contradiction. Yet, as John Kotter argued when he expanded on Zaleznik's thinking, companies must embrace both to thrive in turbulent times. Balancing this yin and yang, companies build a solid foundation and agility. This HBR collection suggests how to begin. First, grasp the principal distinction between managers and leaders, and cultivate environments in which both can flourish. Also, capitalize on the chaotic, messy conditions that characterize a typical business day. Those very conditions are opportunities for leaders to fulfill their real responsibilities: setting direction and motivating others to embrace--and surmount--the challenge of change. The four HBR articles in this collection: "Managers and Leaders: Are They Different?" by Abraham Zaleznik (HBR reprint 92211), "What Leaders Really Do" by John P. Kotter (HBR reprint R0111F), "What Effective General Managers Really Do" by John P. Kotter (HBR reprint 99208), and "Leadership: Sad Facts and Silver Linings" by Thomas J. Peters (HBR reprint R0111J)."
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Format: PDF | Date: May 2004 | Pages: 41
