Leading Change

“My employees will accept change because I tell them to.”

So says the corporate leader as he or she sets out to command, manipulate, or paternalize employees to lead them through change.

That corporate leader, says James O’Toole, is doomed to failure.

Change has been and will always be resisted. The only way to over- come that resistance is leadership based on moral values of integrity, trust, and an unwavering commitment to doing what’s best for your people.

“But there are some times when you have to be tough,” insists the cor- porate leader (and much of academia, and much of the press).

Another mistaken idea, says O’Toole. At no time, under no circum- stance, is abusive (or tough, to use the popular euphemism) leadership a solution.

This summary will tell you why. You’ll learn:

✓ That the greatest leaders in political and corporate history are those that base leadership on values, not fear.

✓ That democracy increases, not decreases, a leader’s power.

✓ That business leaders must obey the same moral laws on human rights as other leaders in society.

✓ That abusive leadership can’t bring long-term, fundamental change.

In this summary, you’ll also learn why corporate culture, Western and Eastern values, and, especially, the comfort of the status quo conspire to defeat change. You’ll understand why change is always seen as an un- wanted imposition. You’ll meet men like W. Edwards Deming, Peter Drucker, and Robert Owen, whose great ideas were rejected for decades because they couldn’t attract followers.

Leading change isn’t easy. But acting tough is a false solution. This summary will show you why the moral way is the only way.

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