Robert E. Quinn

Robert E. Quinn
University of Michigan | U-M · Department of Management & Organizations

Doctor of Organizational Behavior

About

92
Publications
91,072
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18,656
Citations
Introduction
Leadership, Change, Purpose, Positive organizational scholarship.
Skills and Expertise

Publications

Publications (92)
Article
https://hbr.org/2019/12/how-one-person-can-change-the-conscience-of-an-organization
Article
Full-text available
How can organizational researchers and practitioners creatively work with and reconcile core paradoxes facing organizations in the 21st century? Within the writings of the world’s spiritual traditions there are varying ways of using the creative imagination to: 1) work with the inner worlds of possibility which are present, though often latent, in...
Article
This symposium will explore the research and conceptual terrain that defines exceptional positive deviance: what it means to be “extraordinary” – and how it is achieved. Specifically, we will consider how to characterize extraordinary performances and behaviors, and what factors help account for them. A substantial diversity exists in the way “extr...
Article
This paper is about extraordinary performance in organizations. Our specific focus is unusual. We examine a context with which many readers are deeply familiar, the public school classroom. We consider the work of highly effective teachers and generate a framework of hypotheses about how they get extraordinary results. These hypotheses may contrast...
Article
Capitalism is at a crossroads and the challenges for management in the 21st century are manifold. From climate change, to increasing inequity, social exclusion, poverty and decreasing social trust in business, many agree that managers are witnessing a perfect storm. While many scholars posit that business needs to be rethought and reenacted, in thi...
Article
Full-text available
We develop a theory of how the intersection of business goals and the pursuit of "higher purpose" — something that produces a non-pecuniary social benefit valued by the principal and the agent — affects economic outcomes. Two types of principals — those pursuing only wealth maximization and those pursuing both wealth and a higher purpose — are cons...
Article
Full-text available
The chapters in this book have introduced a wealth of insights and developments born of the new and emerging discipline called Positive Organizational Scholarship (POS). Collectively the chapters chart exciting and relatively unmapped territory in the study of behavior, processes, structures, and dynamics in organizations. The objective of this fin...
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Full-text available
Most organizations strive for improved performance, yet often these efforts fail to generate the expected results. Rather than focusing on specific tools and techniques for increasing efficiency, this research presents three studies that examine patterns in the way that employees perceive and enact change. Each study highlights a different pattern...
Article
Research in managerial and executive leadership recognizes the importance of behavioral complexity, particularly for addressing the competing demands and roles expected of managerial leaders. Though some empirical research on behavioral complexity exists, further progress requires a more rigorous instrument to measure behavioral repertoire. We desi...
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Full-text available
Moneyball (Lewis, 2003) is a book about baseball. The book describes how a small-market Major League Baseball team, the Oakland Athletics, has been able to compete with large-market teams by being innovative in a tradition-laden industry. However, when read through a business management lens, one discerns that this baseball book, in fact, has gener...
Article
Moneyball (Lewis, 2003) is a book about baseball. The book describes how a small-market Major League Baseball team, the Oakland Athletics, has been able to compete with large-market teams by being innovative in a tradition-laden industry. However, when read through a business management lens, one discerns that this baseball book, in fact, has gener...
Book
'I recommend this book to anyone wishing to understand and practice leadership. Leadership is often treated in mutually-exclusive categories, such as Theory X vs. Theory Y, managers vs. leaders, transactional vs. transformative, initiation vs. consideration, etc. The Competing Values Framework presented in this book transcends these dualities. It f...
Article
The article interviews Robert E. Quinn, M.E. Tracy Collegiate Professor in Organization Behavior and Human Resource Management at the University of Michigan, on his thoughts about the relationship between teaching and the notion of entering the fundamental state of leadership. Quinn states that if people want to make the world a better place, they...
Article
Full-text available
We present a theory of how individuals compose their reflected best-self portrait, which we define as a changing self-knowledge structure about who one is at one's best. We posit that people compose their reflected best-self portrait through social experiences that draw on intrapsychic and interpersonal resources. By weaving to- gether microlevel t...
Article
When we do our best work as leaders, we don't imitate others. Rather, we draw on our own values and capabilities. We enter what author Robert Quinn calls the fundamental state of leadership. This is a frame of mind we tend to adopt when facing a significant challenge: a promotion opportunity, the risk of professional failure, a serious illness, a d...
Article
Most feedback accentuates the negative. During formal employee evaluations, discussions invariably focus on "opportunities for improvement," even if the overall evaluation is laudatory. No wonder most executives--and their direct reports--dread them. Traditional, corrective feedback has its place, of course; every organization must filter out faili...
Article
Excellent leadership means doing things that are not normal. Peer Reviewed http://deepblue.lib.umich.edu/bitstream/2027.42/35210/1/97_ftp.pdf
Article
The concept of paradox has received increasing attention in the study of leadership, but these new ideas have not yet had much influence on empirical leadership research. This paper examines the development of these ideas in the literature and attempts to clarify what influence they might have on empirical research. One general implication of the p...
Article
This study examines the relationship between psychological empowerment and leadership. Empowered supervisors are hypothesized to be innovative, upward influencing, and inspirational and less focused on monitoring to maintain the status quo. Tested on a sample of mid-level supervisors from a Fortune 500 organization, the hypotheses were largely supp...
Article
This study examines the relationship between psychological empowerment and leadership. Empowered supervisors are hypothesized to be innovative, upward influencing, and inspirational and less focused on monitoring to maintain the status quo. Tested on a sample of mid-level supervisors from a Fortune 500 organization, the hypotheses were largely supp...
Article
Recent analyses of organizational change suggest a growing concern with the tempo of change, understood as the characteristic rate, rhythm, or pattern of work or activity. Episodic change is contrasted with continuous change on the basis of implied metaphors of organizing, analytic frameworks, ideal organizations, intervention theories, and roles f...
Article
Recent analyses of organizational change suggest a growing concern with the tempo of change, understood as the characteristic rate, rhythm, or pattern of work or activity. Episodic change is contrasted with continuous change on the basis of implied metaphors of organizing, analytic frameworks, ideal organizations, intervention theories, and roles f...
Article
Offers a framework of the characteristics of the responsive organization. A responsive organization is one in which structures and procedures enhance the organization's ability to take advantage of the changes in the environment. Responsiveness, in this case, is more than just being reactive; it means that an organization is able to anticipate chan...
Article
Explores the reasons that implementation of empowerment programs for employees often proves difficult in large organizations. The authors present 7 critical questions aimed at helping executives confront the challenges of implementing employee empowerment. These questions are: (1) What do we mean when we say we want to empower people? (2) What are...
Article
This reprinted article originally appeared in Consulting Psychology Journal: Practice and Research, 1997, Vol 49(1), 25-34. (The following abstract of the original article appeared in record 1997-30041-003.) Offers a framework of the characteristics of the responsive organization. A responsive organization is one in which structures and procedure...
Article
Reports an error in the original article by R. E. Quinn and L. St. Clair ( Consulting Psychology Journal: Practice & Research , 1997 [Win], 49 [1], 25–34). Corrections to the text on pages 25 and 31, to Figure 2 on page 32, to Figure 3 on page 33, and to a reference on page 34 are provided. The corrected article is reprinted in full in this issue....
Article
Reports an error in the original article by R. E. Quinn and L. St. Clair ( Consulting Psychology Journal: Practice & Research , 1997 [Win], 49 [1], 25–34). Corrections to the text on pages 25 and 31, to Figure 2 on page 32, to Figure 3 on page 33, and to a reference on page 34 are provided. The corrected article is reprinted in full in this issue....
Article
Offers a framework of the characteristics of the responsive organization. A responsive organization is one in which structures and procedures enhance the organization's ability to take advantage of the changes in the environment. Responsiveness, in this case, is more than just being reactive; it means that an organization is able to anticipate chan...
Article
Full-text available
The article describes a field study of a large-scale management development program designed to stimulate middle managerial change. The development of a change typology suggests that middle managers are capable of making both transformational and transactional change targeted at themselves, their work unit, and their organization. Those with low le...
Article
This paper explores the paradoxes and competing values inherent in leadership behavior. Scales for eight leadership roles are developed, providing empirical data about 176 executives. The article contributes to the theoretical understanding of the paradoxes of leadership and introduces the concept of behavioral complexity to understand leader behav...
Article
Full-text available
Although myths have been comprehensively examined at a cultural or macro level in organizational studies, they have received little attention at an individual level of analysis. This article uses Campbell's "hero's journey" as an analogy for understanding managerial performance myths. The article begins with a review of the literature on individual...
Article
50 responses from members of a national professional training and development association were examined for common themes concerning nonsexual love relationships at work; questionnaire items were developed from these responses and sent to 1,709 US residents who had participated in the executive education program at a university business school. 569...
Article
Problems with evaluating management information systems' (MIS) effectiveness are due to the lack of an MIS effectiveness theory. This article draws on the Competing Values Framework to develop a framework of MIS effectiveness which links MIS characteristics to organizational effectiveness via management activity support. This framework is based in...
Article
Full-text available
This paper develops a model of executive leadership consisting of four competing roles: Vision Setter, Motivator, Analyzer, and Task Master. These four roles are operationalized and hypotheses are then tested concerning their relationships to three dimensions of firm performance using data collected from a sample of 916 top managers. Results sugges...
Article
Communication specialists have long been interested in analyzing messages. More recently, they have stressed the need for evaluative tools that account for situational ex pectations and constraints. Drawing from the literature on organizational and managerial effectiveness, we constructed an empirical model applicable to presenta tional communicati...
Article
http://deepblue.lib.umich.edu/bitstream/2027.42/35994/2/b2034888.0001.001.pdf http://deepblue.lib.umich.edu/bitstream/2027.42/35994/1/b2034888.0001.001.txt
Article
The book offers a full range of practical guidelines, charts, and self-assessment exercises designed to help business leaders overcome blocks to high performance and develop the skills needed to prosper in today's business environment. These tools will help managers understand and balance the polarities that are part of every organization; develop...
Article
Practice and theory are seldom integrated in systematic and productive ways. Management education is one area that suffers from this problem, and it seems that much progress could be made by attending to this issue. This article describes the development and implementation of a theoretically organized, skill-based curriculum developed for practicin...
Article
An underlying framework upon which individuals organize criteria of effectiveness is identified. A theory of organizational effectiveness theories is proposed, and a model for analyzing the effectiveness of colleges or universities is outlined.
Article
Articulates understandings that have emerged from the authors' research and experience about how people manage sexuality in a hierarchy and about sexual harassment. Organizations are natural settings for the emergence of intimate relationships. A large number of people who are not physically attractive are disadvantaged at work if sexual attractive...
Article
This paper presents a framework for organizational analysis. The empirically derived approach does not emerge from the observation of actual organizations, but from the ordering, through multivariate techniques, of criteria that organizational theorists and researchers use to evaluate the performance of organizations. In a two-stage study, organiza...
Article
Full-text available
This paper discusses the relationships between stage of development in organizational life cycles and organizational effectiveness. We begin the paper by reviewing nine models of organizational life cycles that have been proposed in the literature. Each of these models identifies certain characteristics that typify organizations in different stages...
Article
One of the most important elements of the analysis and change process is the theoretical framework that is brought to the diagnostic task. The framework guides the selection of questions that are asked and the conclusions that are reached, and it greatly influences the selection of change strategies and, thus, the eventual outcome of the interventi...
Article
The authors propose a competing values approach to organizational effectiveness. Seven researchers in organizational behavior were impaneled to make judgments about the similarity of effectiveness criteria derived from a comprehensive list. A spatial model was developed from the judgment data. It indicated that three value dimensions, focus (task--...
Article
Solutions to interorganizational coordination problems are usually structural. Such solutions often fail to resolve conflicting attitudes and perceptions. Judgment mapping--a multidimensional scaling technique, would encourage joint priority setting. In a judgment-mapping exercise, the members of each organization express their perceptions and valu...
Article
A model of the dynamics of organizational romance is important because organizations are a natural environment for the emergence of romantic relationships. Their emergence is feared and these fears influence decisions about the acceptability of women in organizations. The frequency of such relationships is likely to increase with more women in the...
Article
This study is based on a nationwide sample of top administrators in state government organizations. Using a critical incident approach, each administrator was asked to select the one change that he or she considered to be his or her most outstanding management improvement action. In describing the change the respondents were asked about their chang...
Article
The article summarizes the applied organizational change literature on the elements/factors most often related to successful implementation of change programs and relates these findings to a prescriptive framework of changing. Twelve strategic, manipulable, managerial change levers are discussed.
Article
The week before I sat down to write this paper, I was involved in running an intensive three-day productivity workshop for 33 public-sector executives. At the end of the three days, the participants were asked to make a collective list of the major things they learned about productivity. Three themes emerged from the exercise. The first had to do w...
Article
In order to increase the coordination or integration of services, it is necessary to measure what the service-providing organizations are actually doing. Traditionally, service agencies have been able to preserve autonomy by resisting rigorous measurement and evaluation. This study explores what happens when a new technology, which demands measurem...
Article
briefly review SST [stratified systems theory] and the role of the concept of cognitive complexity within SST / introduce and elaborate the notion of behavioral complexity / after reviewing the empirical support for the proposition that behaviorally complex managers are more effective, we place behavioral complexity in an evolutionary model and ask...
Article
Chair: Robert E. Quinn. Thesis (Ph.D.)--University of Michigan, 1992. Includes bibliographical references (leaves 189-208)
Article
El liderazgo en su estado fundamental, a modo de instinto, provoca en ocasiones excelentes resultados y en otras no. Identificar los factores que influyen en las decisiones que conllevan consecuencias óptimas para la organización es uno de los objetivos a conseguir, ya que mediante la actuación desde estos valores se puede mejorar la gestión direct...

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Project (1)
Project
New book published 2016 in the International Leadership Association's BUILDING LEADERSHIP BRIDGES series. Interviews with Otto Scharmer, Peter Senge, Ed Schein, Margaret Wheatley, and Robert E. Quinn. Preface by John, Lord Alderdice, Psychiatrist and politician, one of the key negotiators of the Irish Peace Process, plus chapters by Riane Eisler; Karin Jironet; John Baugher, Walter Osika, and Karl-Henrik Robert; Samuel Wilson; Charles J. Palus, Steadman Harrison III, and Joshua J. Prasad of the Center for Creative Leadership; Patricia Wilson; Eliane Ubalijoro--and many others. Will be exciting to see it in print soon!