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.

• Preface viiPart One: An Invitation to the Fundamental State of Leadership 11 Building the Bridge As You Walk On It 32 The Fundamental State of Leadership 143 Entering the Fundamental State of Leadership 284 Personal Revitalization 405 Becoming More Aware and Authentic 506 Transforming Others by Transforming Self 627 A New View of Leadership 77Part Two: Eight Practices for Entering the Fundamental State of Leadership 958 Reflective Action 979 Authentic Engagement 11010 Appreciative Inquiry 12211 Grounded Vision 13612 Adaptive Confidence 14813 Detached Interdependence 15914 Responsible Freedom 17115 Tough Love 184Part Three: Developing Leaders 19516 The Stages of Self-Change 19717 Inviting Others into the Fundamental State of Leadership 216References 235The Author 237Index 239

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.

• Preface viiPart One: An Invitation to the Fundamental State of Leadership 11 Building the Bridge As You Walk On It 32 The Fundamental State of Leadership 143 Entering the Fundamental State of Leadership 284 Personal Revitalization 405 Becoming More Aware and Authentic 506 Transforming Others by Transforming Self 627 A New View of Leadership 77Part Two: Eight Practices for Entering the Fundamental State of Leadership 958 Reflective Action 979 Authentic Engagement 11010 Appreciative Inquiry 12211 Grounded Vision 13612 Adaptive Confidence 14813 Detached Interdependence 15914 Responsible Freedom 17115 Tough Love 184Part Three: Developing Leaders 19516 The Stages of Self-Change 19717 Inviting Others into the Fundamental State of Leadership 216References 235The Author 237Index 239