Informationen zum Autor Robert E. Quinn is the author of Deep Change and Change the World! both from Jossey-Bass. Quinn helps business and government leaders understand and manage organizational life through his teaching! consulting! books! and numerous published articles. He holds the Margaret Elliott Tracy Collegiate Professorship of Business Administration and is Professor of Organi-zational Behavior and Human Resource Management at the Graduate School of Business! University of Michigan! Ann Arbor. Klappentext In this follow-up to the bestselling "Deep Change," Quinn reveals how extraordinary leaders change their communities and organizations by transforming themselves. Zusammenfassung Tells the personal stories of people who have embraced deep change and inspired author to take his concept one step further and develop a model of leadership - 'the fundamental state of leadership.' Inhaltsverzeichnis Preface.Part One: An Invitation to the Fundamental State of Leadership.1. Building the Bridge As You Walk On It.2. The Fundamental State of Leadership.3. Entering the Fundamental State of Leadership.4. Personal Revitalization.5. Becoming More Aware and Authentic.6. Transforming Others by Transforming Self.7. A New View of Leadership.Part Two: Eight Practices for Entering the Fundamental State of Leadership.8. Reflective Action.9. Authentic Engagement.10. Appreciative Inquiry.11. Grounded Vision.12. Adaptive Confidence.13. Detached Interdependence.14. Responsible Freedom.15. Tough Love.Part Three: Developing Leaders.16. The Stages of Self-Change.17. Inviting Others into the Fundamental State of Leadership.References.The Author.Index.

Autorentext

Robert E. Quinn is the Margaret Elliott Tracy Collegiate Professor at the University of Michigan. He cofounded and codirects Ross's Center for Positive Organizations. Katherine Heynoski is senior specialist, powerful practices, at Battelle for Kids. Mike Thomas is senior director, powerful practices, at Battelle for Kids. Gretchen M. Spreitzer is the Keith E. and Valerie J. Alessi Professor of Business Administration at the Ross School of Business, University of Michigan. Spreitzer is codirector of Ross's Center for Positive Organizations.

Klappentext

BUILDING THE BRIDGE AS YOU WALK ON IT When it was first published, Robert Quinn's best-selling book Deep Change revealed that anyone can become a leader of change, but to do so requires the transformation of self. The book struck a chord with thousands, and inspired readers wrote Quinn to share their stories of how his book guided them on their journeys to deep change. Building the Bridge As You Walk On It tells the personal stories of people who have embraced deep change and inspired author Robert Quinn to take his concept one step further and develop a new model of leadership--"the fundamental state of leadership." The exploration of this transformative state is at the very heart of the book. Quinn shows how anyone can enter the fundamental state of leadership by engaging in the eight practices that center on the theme of ever-increasing integrity--reflective action, authentic engagement, appreciative inquiry, grounded vision, adaptive confidence, detached interdependence, responsible freedom, and tough love. After each chapter, Quinn challenges you to assess yourself with respect to each practice and to formulate a strategy for personal growth. Building the Bridge As You Walk On It emphasizes that developing leaders is not a simple matter of imparting a set of concepts or reaching into a toolkit of strategies and behaviors. To become a leader requires engagement in the process of deep change in oneself, thereby inviting others to do the same. Once this process is in motion, we truly begin to transform one another to become the type of leaders we strive to be.

Zusammenfassung
Tells the personal stories of people who have embraced deep change and inspired author to take his concept one step further and develop a model of leadership - 'the fundamental state of leadership.'

Inhalt

Preface vii

Part One: An Invitation to the Fundamental State of Leadership 1

1 Building the Bridge As You Walk On It 3

2 The Fundamental State of Leadership 14

3 Entering the Fundamental State of Leadership 28

4 Personal Revitalization 40

5 Becoming More Aware and Authentic 50

6 Transforming Others by Transforming Self 62

7 A New View of Leadership 77

Part Two: Eight Practices for Entering the Fundamental State of Leadership 95

8 Reflective Action 97

9 Authentic Engagement 110

10 Appreciative Inquiry 122

11 Grounded Vision 136

12 Adaptive Confidence 148

13 Detached Interdependence 159

14 Responsible Freedom 171

15 Tough Love 184

Part Three: Developing Leaders 195

16 The Stages of Self-Change 197

17 Inviting Others into the Fundamental State of Leadership 216

References 235

The Author 237

Index 239