In 1990, John Kotter published his classic paper “What Leaders Really Do” in the Harvard Business Review. Central to the piece he distinguished between managers and leaders, somewhat controversial at the time. Such distinctions were met with skepticism; thought of as useless. Today, we rely on Kotter’s work as an important building block when navigating the leadership terrain:
- Managers optimize the current paradigm and cope with complexity.
- Leaders create new paradigms and cope with change.
I recall in 2001 when redesigning the graduate program in Organizational Leadership at Mercy College, DOWNLOAD PDF