 Lessons from Muhammad Yunus and the Grameen Bank: Leading Long-Term Organizational Change SuccessfullyKatharine Esty ()
Chapter Chapter 3 in Leading and Managing in the Social Sector, 2017, pp 31-39 from Springer Abstract: Abstract Katharine Esty analyzes how Muhammad Yunus grew the Grameen Bank over forty years and demonstrated that it was practical to lend money to the poorest of the poor. Yunus turned conventional banking practices upside down and developed innovative management practices to address his particular situation. Esty believes there is much for today’s managers to learn from him about leading change over a long period of time. She compares his model of leadership to those of John Kotter and Rosabeth Kanter and highlights the differences in their models. Yunus’ emphasis on the importance of all kinds of communication, his ability to brand his organization, and his flexibility in adapting to change are key factors that explain his stunning successes. She concludes with some preliminary thoughts about how leading successful long-term change differs from leading more time-limited change efforts. Keywords: Initial Public Offering; Remote Village; Microfinance Institution; Small Loan; Social Business (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-319-47045-0_3 Ordering information: This item can be ordered from DOI: 10.1007/978-3-319-47045-0_3 Access Statistics for this chapter More chapters in Management for Professionals from Springer |
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