This insightful book, now available in paper, provides a simple framework for learning how to transform organizations to meet new competitive challenges. It provides a concrete agenda which managers can use to think about and implement fundamental, revolutionary changes necessary to turn companies away from old habits and toward new opportunities.

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.

Now in paper! The blueprint for instituting change used by America's top CEOs!

THE TRANSFORMATIONAL LEADER

Lee Iacocca is one. So is GE's Jack Welch. And Unisys's Michael Blumenthal. They're "transformational" leaders--a special breed capable of managing the kind of massive turnaround most U.S. companies will have to undergo in the next decade to stay competitive. But what makes them able to steer their huge organizations down new paths? The Transformational Leader gives senior executives and managers the answers, not by profiling personalities, but by dissecting the process of transformational leadership and giving managers specific ideas for transforming their own companies.

Praise for The Transformational Leader . . .

"I hope executives everywhere take the time to learn from this valuable book." --Rosabeth Moss Kanter, Harvard Business School author of The Change Masters and When Giants Learn to Dance

"Takes its place in the first rank of books on leadership. It is a fascinating study of business leaders who actually accomplished major transformations. I learned a great deal from it." --John Gardner, founder of Common Cause and former Secretary of HEW

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.