Volume I
Chapter 1 : What Leaders Really Do’, Harvard Business Review, 1990
Chapter 2 : Leading Change: Why Transformation Efforts Fail’, Harvard Business Review, 1995
Chapter 3 : Leadership: A Personal Journey’, Executive Speeches
Chapter 4 : The Leadership Factor’, Fortune
Chapter 5 : Making Inspired Leaders: New Approaches to Jewish Leadership Development’, Journal of Jewish Communal Service
Chapter 6 : Using The Organizational Culture Inventory (OCI) to Measure Kotter and Heskett’s Adaptive and Unadaptive Cultures
Chapter 7 : On Becoming a Leader/The Art of The Leader/The Leadership Factor’, Administration in Social Work, 1991
Chapter 8 : The Irrational Side of Change Management’, McKinsey Quarterly, 2009
Chapter 9 : The Nature of Management? A Problem in Management Education’, Journal of Management Studies, 1984
Chapter 10 : Real Managers’, Administrative Science Quarterly, 1988
Chapter 11 : Towards an Economic Theory of Leadership’, American Economic Review, 1998
Chapter 12 : Leadership and Organizational Structure’, American Journal of Sociology, 1975
Chapter 13 : The Problem of Leadership’, American Journal of Sociology, 1950
Chapter 14 : The Origin of Leadership’, American Journal of Sociology, 1906
Chapter 15 : What Makes A Leader?’, Harvard Business Review, 1998
Chapter 16 : John Kotter on Leading System Transformation’, School Administrator, 2008
Chapter 17 : Leading Change of a School District Reorganization’, Public Performance and Management Review, 2009
Chapter 18 : The Challenges of Educational Reform in Modern-Day Peru’, International Journal of Educational Reform, 2006
Chapter 19 : Effective Change Management in Higher Education’, Educause Review, 2003
Chapter 20 : Facilitating Academic Institutional Change: Redefining Scholarship’, Faculty Development, 2003
Chapter 21 : Making Change Work’, American School Board Journal
Chapter 22 : Reflections on Educational Reform in Cuba’, International Journal of Educational Reform, 1998
Chapter 23 : Implementing Clinical Governance: Turning Vision into Reality’, British Medical Journal, 2001
Chapter 24 : Kaiser Permanente: A Healthy Approach to Change’, Training, 2008
Chapter 25 : Urban Political Leadership’, Public Administration Review, 1975
Chapter 26 : Mayors in Action: Five Approaches to Urban Governance’, American Journal of Sociology, 1976
Chapter 27 : Reflections of Mayoral Leadership: The Impact of Changing Issues and Changing Times
Chapter 28 : Implementing a New Curriculum in Surgery: What is Going Well and Lessons Learned
Chapter 29 : How to Make The Rhetoric Really Work’, Australia and New Zealand Health Policy, 2008
Volume II
Chapter 30 : An Analysis of Features of Respiratory Therapy Departments that are Avid for Change’, Respiratory Care, 2008
Chapter 31 : Change Management: The Secret Sauce of Successful Program Building’, Journal of Palliative Medicine, 2009
Chapter 32 : The Invariance of Leadership Across Four Countries’, Journal of Management Issues, 1995
Chapter 33 : The Lack of Skills: An Obstacle in Teamwork’, Team Performance Management, 2006
Chapter 34 : Looking for Leadership: AnoTher Search Party’s Report’, Educational Administration Quarterly, 1994
Chapter 35 : High Hurdles: The Challenge of Executive Development’, Academy of Management Executive, 1987
Chapter 36 : Stop Improvising Change Management’, Strategy and Leadership, 2009
Chapter 37 : Mapping Out a Game Plan for Change’, HR Magazine, 2009
Chapter 38 : Using a Change Management Approach to Implement IT Programs’, Ivey Business Journal
Chapter 39 : Managing The Cycle of Change’, Information Management Journal, 2007
Chapter 40 : Employee Commitment and Support for Organizational Change: Test of The Three-Component Model in Two Cultures’, Journal of Occupational and Organizational Psychology, 2007
Chapter 41 : Leading Change’, Computerworld, 2005
Chapter 42 : Should Leaders Want to be Managers and give up all that Freedom?’, Library Journal
Chapter 43 : Every Step You Change: A Process of Change and Ongoing Management’, Journal of Library Administration, 2009
Chapter 44 : Organizational Development, Leadership, Change and The Future of Libraries’, Library Trends, 2004
Chapter 45 : Managing Change in a World of Excessive Change: Counterbalancing Creative Destruction and Creative Recombination’, Ivey Business Journal, 2004
Chapter 46 : Walking The Talk (Really!) Why Visions Fail’, Ivey Business Journal, 2004
Chapter 47 : The Social Psychology of Organizations and Inequality’, Social Psychology Quarterly, 1994
Chapter 48 : The Effect of Leadership Style on Performance Management’, Journal of Business, 1999
Chapter 49 : To be a Better Leader, Give up Authority’, Harvard Business Review, 2009
Chapter 50 : What Your Leader Expects of You’, Harvard Business Review, 2007
Chapter 51 : Narcissistic Leaders’, Harvard Business Review, 2000
Chapter 52 : Leadership that Gets Results’, Harvard Business Review, 2000
Chapter 53 : Organizational Change Management: A Critical Review’, Journal of Change Management, 2005
Chapter 54 : Organisational Development for Clinical Governance’, British Medical Journal
Chapter 55 : The Lack of Skills: An Obstacle in Teamwork’, Team Performance Management, 2006
Chapter 56 : Developing a Blueprint for Cultural Competence Education at Penn’, Journal of Professional Nursing, 2008
Chapter 57 : Using Change Management Theory to Implement The International Classification of Functioning, Disability and Health (ICF) in Clinical Practice’, British Journal of Occupational Therapy, 2006
Chapter 58 : Change Management in Health Care’, Health Care Manager, 2008
Chapter 59 : Does Leadership Make a Difference to Organizational Performance?’, Administrative Science Quarterly, 1988
Chapter 60 : Managing Successful Change in The Public Sector’, Public Administration Review
Chapter 61 : Managing Change in Vietnamese State-Owned Enterprises: What is The Best Strategy?’, Human Resources Management Review, 2003
