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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
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Searching... | 30000010068153 | HD57.7 Q56 2004 | Open Access Book | Advance Management | Searching... |
Searching... | 30000010229251 | HD57.7 Q56 2004 | Open Access Book | Book | Searching... |
Searching... | 30000010229252 | HD57.7 Q56 2004 | Open Access Book | Book | Searching... |
Searching... | 30000010074246 | HD57.7 Q56 2004 | Open Access Book | Advance Management | Searching... |
Searching... | 30000005120013 | HD57.7 Q56 2004 | Open Access Book | Book | Searching... |
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Summary
Summary
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.
Author Notes
Robert E. Quinn (Ann Arbor, MI) is a professor at the University of Michigan and an expert on organizational behavior and human resource management issues. His books include Beyond Rational Management, Becoming a Master Manager, and Deep Change.
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Table of Contents
Preface | p. vii |
Part 1 An Invitation to the Fundamental State of Leadership | p. 1 |
1 Building the Bridge As You Walk On It | p. 3 |
2 The Fundamental State of Leadership | p. 14 |
3 Entering the Fundamental State of Leadership | p. 28 |
4 Personal Revitalization | p. 40 |
5 Becoming More Aware and Authentic | p. 50 |
6 Transforming Others by Transforming Self | p. 62 |
7 A New View of Leadership | p. 77 |
Part 2 Eight Practices for Entering the Fundamental State of Leadership | p. 95 |
8 Reflective Action | p. 97 |
9 Authentic Engagement | p. 110 |
10 Appreciative Inquiry | p. 122 |
11 Grounded Vision | p. 136 |
12 Adaptive Confidence | p. 148 |
13 Detached Interdependence | p. 159 |
14 Responsible Freedom | p. 171 |
15 Tough Love | p. 184 |
Part 3 Developing Leaders | p. 195 |
16 The Stages of Self-Change | p. 197 |
17 Inviting Others into the Fundamental State of Leadership | p. 216 |
References | p. 235 |
The Author | p. 237 |
Index | p. 239 |