Written by two practitioners in the field of consultancy, this quite controversial book addresses the oftentimes tabooed concept of power. The authors argue that half of all change management processes fail due to a lack of adequate leadership.
According to them, the top management level plays the decisive role in conflict resolution within an organisation. Therefore strong executives must not shy away from resolving these conflicts and communicating new strategies forcefully. Furthermore, change management is seen here as an enduring management task, not as a solution only in times of crisis.
The great plus of this guide is its clear thesis drawing a different picture of leadership, one that breaks with the common emphasis on consensus. It is easy to read (in German), yet does not aim at giving in detail advice for the reader to apply.

Oltmanns, T. & Nemeyer, D. (2010). Machtfrage Change. Warum Veränderungsprojekte meist auf Führungsebene scheitern und wie Sie es besser machen. Campus Verlag