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The Transformational Leader: The Key to Global Competitiveness

Overview

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.

This book shows how leaders of ...

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Overview

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.

This book shows how leaders of companies like Chase, GE, and Chrysler have transformed their companies from slumbering giants into peak performers.

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Product Details

  • ISBN-13: 9780471127260
  • Publisher: Wiley
  • Publication date: 10/3/1997
  • Series: Wiley Management Classic Series
  • Edition description: REV
  • Edition number: 2
  • Pages: 336
  • Sales rank: 1,049,694
  • Product dimensions: 9.21 (w) x 6.14 (h) x 0.69 (d)

Meet the Author

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.

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Table of Contents

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.

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