What leaders really do

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<rdf:Description>
<dc:creator>Kotter, John P</dc:creator>
<dc:date>2001-12-01</dc:date>
<dc:description xml:lang="es">Sumario: In this article, John Kotter proposes that management and leadership are different but complementary, and that in changing world, one cannot function without the other. He then enumerates and contrasts the primary tasks of the manager and the leader. His key point bears repeating: managers promote stability while leaders press for change, and only organizations that embrance both sides of that contradiction can thrive in turbulent times</dc:description>
<dc:identifier>https://documentacion.fundacionmapfre.org/documentacion/publico/es/bib/54078.do</dc:identifier>
<dc:language>eng</dc:language>
<dc:rights xml:lang="es">InC - http://rightsstatements.org/vocab/InC/1.0/</dc:rights>
<dc:subject xml:lang="es">Liderazgo</dc:subject>
<dc:subject xml:lang="es">Management</dc:subject>
<dc:subject xml:lang="es">Habilidades directivas</dc:subject>
<dc:subject xml:lang="es">Cambio organizativo</dc:subject>
<dc:subject xml:lang="es">Gestión del cambio</dc:subject>
<dc:subject xml:lang="es">Organizaciones</dc:subject>
<dc:type xml:lang="es">Artículos y capítulos</dc:type>
<dc:title xml:lang="es">What leaders really do</dc:title>
<dc:title xml:lang="es">Título: Harvard business review</dc:title>
<dc:relation xml:lang="es">En: Harvard business review. - Boston. - December 2001 ; p. 85-96</dc:relation>
</rdf:Description>
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