John Kotter (1947) is an Emeritus Professor in organizational science and change management at Harvard University.
Biography John Kotter
John Kotter received his Bachelor’s degree (BSc.) from the Massachusetts Institute of Technology (MIT). He obtained his Master of Science degree from the MIT Sloan School of Management in 1970. Two years later he obtained a doctorate in business administration (DBA) from Harvard University.
John Kotter became a professor at Harvard Business School at the age of 33. In October 2001, Business Week ranked John Kotter as the no.1 Leadership Guru, based on a survey they conducted of 504 companies.
Famous quotes by John Kotter
- “Leaders establish the vision for the future and set the strategy for getting there.”
- “Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders.”
- “A higher rate of urgency does not imply ever-present panic, anxiety, or fear. It means a state in which complacency is virtually absent.”
- “Great leaders understand that historical success tends to produce stable and inwardly focused organizations, and these outfits, in turn, reinforce a feeling of contentment with the status quo.”
- “Tradition is a very powerful force.”
- “We are always creating new tools and techniques to help people, but the fundamental framework is remarkably resilient, which means it must have something to do with the nature of organizations or human nature.”
- “Managers are trained to make incremental, programmatic improvements. They aren’t trained to lead large-scale change.”
- “The rate of change is not going to slow down any time soon. If anything, competition in most industries will probably speed up even more in the next few decades.”
Publications and books by John Kotter et al.
- 2010. Buy-In: Saving Your Good Idea from Getting Shot Down. Harvard Business Review Press.
- 2009. Leading change: why transformation efforts fail. Journal: IEEE Engineering Management Review , vol. 37, no. 3, pp. 42-48.
- 2008. Developing a change-friendly culture. Journal: Leader To Leader , vol. 2008, no. 48, pp. 33-38.
- 2008. A Sense of Urgency. Harvard Business Press.
- 2006. Our Iceberg Is Melting. St. Martin’s Press.
- 2004. The heart of change: Real-life stories of how people change their organizations. Journal: New Directions for Philanthropic Fundraising , vol. 43, no. 7, pp. 45-46.
- 2003. Creative ways to empower action to change the organization: Cases in point. Journal of Organizational Excellence , vol. 22, no. 2, pp. 101-101.
- 2002. Real-Life Stories of How People Change Their Organizations.
- 1999. What Leaders Really Do.
- 1998. Winning at change.
- 1997. Leading change: A conversation with John P. Kotter. Journal: Strategy & Leadership , vol. 25, no. 1, pp. 18-23.
- 1997. Matsushita Leadership: Lessons from the 20th Century’s Most Remarkable Entrepreneur. New York: Free Press.
- 1992. Corporate Culture and Performance.
- 1988. Strategic determinants of managerial labor markets: A career systems view. Journal: Human Resource Management – HUM RESOUR MANAGE , vol. 27, no. 4, pp. 369-388.
- 1986. The General Managers.
- 1985. Power and Influence. Free Press. ISBN 1439146799.
- 1979. Organization – Texts, Cases, and Readings on the Management of Organizational Design and Change. R. D. Irwin.
- 1979. Power in Management. Amacom Books.
- 1978. Self Assessment & Career Development. Prentice Hall.
- 1974. Mayors In Action. John Wiley & Sons Inc.
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