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.'
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.'Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
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.
Inhaltsangabe
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
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
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