Building the Bridge As You Walk On It
A Guide for Leading Change
1st Edition
Published on 11. May 2004
Book
Hardback
256 pages
978-0-7879-7112-0 (ISBN)
Description
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.
More details
Series
Language
English
Place of publication
New York
United States
Publishing group
John Wiley & Sons Inc
Target group
Professional and scholarly
Product notice
sewn/stitched
Cloth over boards
With dust jacket
Illustrations
Charts: 14 B&W, 0 Color; Tables: 11 B&W, 0 Color
Dimensions
Height: 235 mm
Width: 157 mm
Thickness: 19 mm
Weight
531 gr
ISBN-13
978-0-7879-7112-0 (9780787971120)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
E-Book
01/2011
Jossey-Bass
€17.99
Available for download
E-Book
03/2004
Jossey-Bass
€17.99
Available for download
Person
THE AUTHOR
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 Organizational Behavior and Human Resource Management at the Graduate School of Business, University of Michigan, Ann Arbor.
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 Organizational Behavior and Human Resource Management at the Graduate School of Business, University of Michigan, Ann Arbor.
Content
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
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