ABSTRACT
John P. Kotter's main aim in writing Leading Change was to expand on the ideas he presented in his 1995 Harvard Business Review article "Leading Change: Why Transformation Efforts Fail". Leading Change follows the same framework that was introduced in Kotter's original article, but with a more detailed discussion and numerous examples. Kotter had written many books on organizational change and leadership before Leading Change and his key ideas can be traced back to his earlier works, including A Force for Change: How Leadership Differs from Management and Corporate Culture and Performance. These two works, and his later book The New Rules, contain similar ideas to Leading Change and are still in print. Two notable examples are Chris Argyris's books on how senior managers behave in difficult situations and Douglas McGregor's The Human Side of Enterprise, which identifies factors and forces that can create a positive environment for employees' performance.
