Abstract
This chapter focused on the work of Robert E. Quinn. He has devoted his professional and personal life to developing himself and others into understanding what it means to be an inspiring change agent. From his life lessons as a child to his unconventional insights as a college student to his work in church life, and especially in his scholarship, Quinn has used key life experiences to learn and grow. Every step of the way, he has sought to understand, document, and ignite transformational experiences. In this way, he is an exemplary applied behavioral scientist, continually integrating scholarship and practice. Quinn’s major contributions include: (1) the development of the competing values model which embraces the role of tension and paradox to understand organizational life, (2) articulating the essential role of self-empowerment in inspiring positive change, (3) challenging the assumption that leadership is about having a position of authority and more about having a mindset (The fundamental state of leadership). In the last decade, Quinn has brought these different contributions together as a cofounder of a new field of Organizational Studies, named Positive Organizational Scholarship, which focuses on the science for bringing out the very best in organizations, teams, and individuals. Quinn’s contributions extend beyond these content areas as he is also a masterful teacher and mentor who helps others envision their full potential. For all of these reasons, Quinn’s personal vision to inspire positive change has been fulfilled on many dimensions.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Similar content being viewed by others
References
Cameron, K., & Quinn, R. (1999). Diagnosing and changing organizational culture. Addison-Wesley-Longman. ISBN-13: 9780470650264. https://doi.org/10.1108/jocm.2000.13.3.300.1.
Cameron, K., & Quinn, R. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd Ed.). Jossey-Bass. https://doi.org/10.1111/j.1744-6570.2006.00052_5.x.
Cameron, K., Quinn, R., DeGraff, J., & Thakor, A. (2014). Competing values leadership (2nd Ed.). Edgar Elger. https://www.e-elgar.com/shop/usd/competing-values-leadership-9781783477128.html, ISBN-13: 978–1847204950. https://doi.org/10.4337/9781847201560.
Cameron, K., & Spreitzer, G. (2012). Oxford handbook of positive organizational scholarship. Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199734610.001.0001, ISBN: 9780199734610.
Cameron, K. S., Dutton, E. J., & Quinn, R. E. (Eds.). (2003). Positive organizational scholarship: Foundations of a new discipline. Berrett-Koehler. ISBN 13: 9781576752326. https://doi.org/10.1080/10967490600767035.
Dutton, J., Worline, M., Frost, P., & Maitlis, S. (2006). Explaining compassion organizing. Administrative Science Quarterly, 51, 59–96. https://doi.org/10.2189/asqu.51.1.59.
Lawrence, K., Quinn, R., & Lenk, P. (2009). Behavioral complexity in leadership: The psychometric properties of a new instrument. Leadership Quarterly, 50(2), 189–205. https://doi.org/10.1016/j.leaqua.2009.01.014.
Quinn, R. (1984). Applying the competing values approach to leadership. In J. Hunt, D. Hosking, C. Schriesheim, & R. Steward (Eds.), Leaders and managers: International perspectives on managerial behavior and leadership. Pergamon. https://doi.org/10.1016/B978-0-08-030943-9.50010-3, ISBN: 9781483153414.
Quinn, R. (1996). Deep change. Jossey-Bass. ISBN: 978-1-118-23503-4. https://doi.org/10.1002/hrdq.3920080310.
Quinn, R. (2000). Change the world: How ordinary people can accomplish extraordinary results. Jossey-Bass. ISBN-13: 978–0787951931. https://doi.org/10.1177/004057360306000315.
Quinn, R. (2004). Building the bridge as you walk on it: A guide for leading change. Jossey-Bass. ISBN-13: 978–0787971120. https://doi.org/10.1002/ltl.97.
Quinn, R. (2005). Moments of greatness: Entering the fundamental state of leadership. Harvard Business Review. https://hbr.org/2005/07/moments-of-greatness-entering-the-fundamental-state-of-leadership, ISBN: 9781626564015. https://doi.org/200507.
Quinn, R. (2015). The positive organization: Breaking free from conventional cultures, constraints and beliefs. Berrett Koehler. https://www.penguinrandomhouse.com/books/575084/the-positive-organization-by-robert-e-quinn/, ISBN 9781626565623. https://doi.org/10.5848/bk.978-1-62656-563-0_3.
Quinn, R., & Cameron, K. (1983). Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management Science. https://doi.org/10.1287/mnsc.29.1.33.
Quinn, R., & Cooper, R. (1993). Implications of the competing values model for management information systems. Journal of Human Resource Management, 32, 1. https://doi.org/10.1002/hrm.3930320109.
Quinn, R., Denison, D., & Hooijberg, R. (1995a). Paradox and performance: Toward a theory of behavioral complexity in managerial leadership. Organization Science, 6(5). https://doi.org/10.1287/orsc.6.5.524.
Quinn, R., & Hart, S. (1993). Roles executives play: CEO’s, behavioral complexity, and firm performance. Human Relations, 46. https://doi.org/10.1177/001872679304600501.
Quinn, R., Hildebrandt, H., & Rogers, P. (1991a). A competing values framework for analyzing presentational communication in management contexts. Journal of Business Communication, 28(3). https://doi.org/10.1177/002194369102800303.
Quinn, R., & Hooijberg, R. (1993). Behavioral complexity and the development of effective managers. In R. Phillips & J. Hunt (Eds.), Strategic leadership: A multi-organizational – Level perspective (pp. 161–176). Quorum Books. https://doi.org/10.1037/t11787-000.
Quinn, R., Kahn, J., & Mandl, M. (1995b). Perspectives on organization change: Exploring movement at the interface. In J. Greenberg (Ed.), Organizational behavior: The state of the science. Lawrence Erlbaum. https://doi.org/10.4324/9780203763209.
Quinn, R., & McGrath, M. (1985). The transformation of organizational culture: A competing values perspective. In P. Frost, L. Moore, M. Louis, C. Lundberg, & J. Martin (Eds.), Organizational culture and the meaning of life in the workplace. Sage. https://psycnet.apa.org/record/1986-97980-016. https://doi.org/10.2307/2392895.
Quinn, R., & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Towards a competing values approach to organizational analysis. Management Science. https://doi.org/10.1287/mnsc.29.3.363.
Quinn, R., Spreitzer, G., & Fletcher, J. (1995c). Excavating the paths of meaning, renewal and empowerment: A typology of managerial high performance myths. Journal of Management Inquiry, 4(1), 16–39. https://doi.org/10.1177/105649269541005.
Quinn, R., Spreitzer, G., & Hart, S. (1991b). Challenging the assumptions of bipolarity: Interpenetration and managerial effectiveness. In S. Srivatva (Ed.), Executive and organizational continuity. Jossey-Bass. ISBN: 978-0-470-63947-4. https://doi.org/699861264.
Quinn, R. E., Heynoski, K., Thomas, M., & Spreitzer, G. (2014). The best teacher in you: Accelerating learning and changing lives. Jossey-Bass. ISBN-13: 978-1626561786. https://doi.org/10.1108/s0897-3016_2014_0000022000.
Quinn, R. W., & Quinn, R. E. (2015). Lift: The fundamental state of leadership (2nd Ed.). Berrett-Koehler. ISBN: 9781626564015. https://doi.org/oclc/973776000.
Roberts, L. M., Dutton, J., Spreitzer, G., Heaphy, E., & Quinn, R. (2005a). Composing the reflected best self-portrait: Building pathways for becoming extraordinary in work organizations. Academy of Management Review, 30(4). https://doi.org/10.5465/amr.2005.18378874.
Roberts, L. M., Spreitzer, G., Dutton, J., Heaphy, E., & Barker, B. (2005b). How to play to your strengths. Harvard Business Review, 83(1), 75–80. http://my2.ewb.ca/site_media/static/library/files/446/playing-to-your-strengths.pdf. https://doi.org/15697115.
Spreitzer, G., & Quinn, R. (2001). A company of leaders: Five disciplines for unleashing the power in your workforce. Jossey-Bass. ISBN-13: 978-0787955830. https://doi.org/10.1016/S0090-2616(97)90004-8.
Further Reading
Cameron, K. (1988). Paradox and transformation: Towards a theory of change in organization and management. Ballinger. https://doi.org/10.5860/choice.26-3346.
Cameron, K., & Quinn, R. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd Ed.). Jossey-Bass. https://doi.org/10.1111/j.1744-6570.2006.00052_5.x.
Cameron, K. S., Dutton, E. J., & Quinn, E. R. (Eds.). (2003). Positive organizational scholarship: Foundations of a new discipline. Berrett-Koehler. https://doi.org/10.1080/10967490600767035.
Quinn, R. (1988). Beyond rational management: Mastering the paradoxes and competing demands of high performance. Jossey-Bass. ISBN-13: 978-1555423773. https://doi.org/10.5465/ame.1988.4275543.
Quinn, R. (1996). Deep change. Jossey-Bass. https://doi.org/10.1002/hrdq.3920080310.
Quinn, R. (2004). Building the bridge as you walk on it: A guide for leading change. Jossey-Bass. https://doi.org/10.1002/ltl.97.
Quinn, R. (2005). Moments of greatness: Entering the fundamental state of leadership. Harvard Business Review. https://doi.org/200507, https://hbr.org/2005/07/moments-of-greatness-entering-the-fundamental-state-of-leadership.
Quinn, R. (2012). The deep change field guide: A personal course to discovering the leader within. Jossey-Bass. https://www.amazon.com/Deep-Change-Field-Guide-Discovering/dp/0470902167, ISBN: 978-0-470-90216-5. https://doi.org/10.1108/jocm.1999.12.1.67.1.
Quinn, R. (2015a). A golden opportunity. https://thepositiveorganization.wordpress.com/2015/10/26/a-golden-opportunity/. http://doi.org/2015.10.
Quinn, R. (2015b). The positive organization: Breaking free from conventional cultures, constraints and beliefs. Berrett Koehler. https://doi.org/10.5848/bk.978-1-62656-563-0_3.
Quinn, R., & Cameron, K. (1988). Paradox and transformation: Towards a theory of change in organization and management. Ballinger. https://doi.org/10.5465/ame.1990.4274729.
Quinn, R., Faerman, S., Thompson, M., McGrath, M., & Bright, D. (2015). Becoming a master manager: A competency framework (6th Ed.). John Wiley. https://doi.org/10.1016/0024-6301(92)90324-U.
Quinn, R., Spreitzer, G., & Brown, M. (2000). Changing others through changing ourselves: The transformation of human systems. Journal of Management Inquiry, 9(2), 147–164. https://search.proquest.com/docview/203311775?pq-origsite=gscholar. https://doi.org/10.1177/105649260092010.
Quinn, R., & Thakor, A. (2014). Imbue the organization with a higher purpose. In J. Dutton & G. Spreitzer (Eds.), How to be a positive leader. Berrett-Koehler. ISBN-13: 978–1626560284. https://doi.org/10.2139/ssrn.2362454.
Quinn, R. W., & Quinn, R. E. (2015). Lift: The fundamental state of leadership (2nd Ed.). Berrett-Koehler. http://www.worldcat.org/oclc/1006512096, http://doi.org/1006512096.
Weick, K., & Quinn, R. (1999). Organizational change and development. Annual Review of Psychology. https://doi.org/10.1146/annurev.psych.50.1.361.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2021 The Author(s), under exclusive licence to Springer Nature Switzerland AG
About this entry
Cite this entry
Spreitzer, G.M. (2021). Quinn, Robert E.: The Paradoxical Mind that Inspires Positive Change. In: Szabla, D.B. (eds) The Palgrave Handbook of Organizational Change Thinkers. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-38324-4_54
Download citation
DOI: https://doi.org/10.1007/978-3-030-38324-4_54
Published:
Publisher Name: Palgrave Macmillan, Cham
Print ISBN: 978-3-030-38323-7
Online ISBN: 978-3-030-38324-4
eBook Packages: Business and ManagementReference Module Humanities and Social SciencesReference Module Business, Economics and Social Sciences