Robert E Quinn
Biographic Data
| ID | 2527989 |
|---|---|
| NAME | Robert E Quinn |
| GIVEN NAMES | Robert E |
| FAMILY NAME | Quinn |
| SIGNATURE | QUINN R E |
| AFFILIATIONS | University of Michigan |
| ORCID | 0000-0002-1901-1856 |
| VERIFIED | Yes |
| TOTAL WORKS | 12 |
| TOTAL CITATIONS | 178 |
| AUTHOR COUNT | 12 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1962 |
| LATEST PUBLICATION YEAR | 1999 |
| H-INDEX | 2 |
Empowered to lead
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 supported. Supervisors who reported higher levels of empowerment were seen by their subordinates as more…
Organizational Change and Development
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 for change agents. Episodic change follows the sequence unfreeze-transition-refreeze, whereas continu…
Paradox and Performance
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 paradox perspective, that more effective leaders generally display a more complex and varied set of b…
Roles Executives Play
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 suggest that CEOs with high "behavioral complexity" - the ability to play multiple, competing roles - prod…
Bridging Management Practice and Theory
Skill-based learning' has become an increasingly important topic in management education (Walter and Marks, 1985). Conferences are being devoted to the topic, skill-oriented textbooks are appearing, and an increasing number of traditional courses are being modified. In the typical management school, however, one seldom sees an overall, skill-based curriculum or even a curriculum which is balanced between traditional and skill-based approaches. Ty…
Organizational Life Cycles and Shifting Criteria of Effectiveness
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 of development. A summary model of life cycle stages is derived that integrates each of these nine …
A Spatial Model of Effectiveness Criteria
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, organizational theorists and researchers were impaneled to make judgments about the similarity of commonly u…
A Competing Values Approach to Organizational Effectiveness
Robert E. Quinn, John Rohrbaugh, A Competing Values Approach to Organizational Effectiveness, Public Productivity Review, Vol. 5, No. 2, A Symposium on the Competing Values Approach to Organizational Effectiveness (Jun., 1981), pp. 122-140
Towards a Theory of Changing
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 change strategies and resulting outcomes. Using a factor analysis and answers to open-ended questions, ei…
Productivity and the Process of Organizational Improvement
The Impacts of a Computerized Information System on the Integration and Coordination of Human Services
T his article is concerned with the concept of services integration. For some time it has been recognized that there is a pressing need for more efficient delivery of human services. In pointing up this need critics often refer to such problems as unresponsive bureaucracy, fragmented delivery, overlap in goals, duplication of services, and poor planning and evaluation processes. Some feel that a partial solution to such problems is the integratio…
The Social Environment and Mental Health
Organizational Change and Development
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 for change agents. Episodic change follows the sequence unfreeze-transition-refreeze, whereas continu…
Roles Executives Play
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 suggest that CEOs with high "behavioral complexity" - the ability to play multiple, competing roles - prod…
The Social Environment and Mental Health
The Impacts of a Computerized Information System on the Integration and Coordination of Human Services
T his article is concerned with the concept of services integration. For some time it has been recognized that there is a pressing need for more efficient delivery of human services. In pointing up this need critics often refer to such problems as unresponsive bureaucracy, fragmented delivery, overlap in goals, duplication of services, and poor planning and evaluation processes. Some feel that a partial solution to such problems is the integratio…
Towards a Theory of Changing
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 change strategies and resulting outcomes. Using a factor analysis and answers to open-ended questions, ei…
Productivity and the Process of Organizational Improvement
A Competing Values Approach to Organizational Effectiveness
Robert E. Quinn, John Rohrbaugh, A Competing Values Approach to Organizational Effectiveness, Public Productivity Review, Vol. 5, No. 2, A Symposium on the Competing Values Approach to Organizational Effectiveness (Jun., 1981), pp. 122-140
Organizational Life Cycles and Shifting Criteria of Effectiveness
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 of development. A summary model of life cycle stages is derived that integrates each of these nine …
A Spatial Model of Effectiveness Criteria
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, organizational theorists and researchers were impaneled to make judgments about the similarity of commonly u…
Bridging Management Practice and Theory
Skill-based learning' has become an increasingly important topic in management education (Walter and Marks, 1985). Conferences are being devoted to the topic, skill-oriented textbooks are appearing, and an increasing number of traditional courses are being modified. In the typical management school, however, one seldom sees an overall, skill-based curriculum or even a curriculum which is balanced between traditional and skill-based approaches. Ty…
Roles Executives Play
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 suggest that CEOs with high "behavioral complexity" - the ability to play multiple, competing roles - prod…
Paradox and Performance
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 paradox perspective, that more effective leaders generally display a more complex and varied set of b…
Empowered to lead
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 supported. Supervisors who reported higher levels of empowerment were seen by their subordinates as more…
Organizational Change and Development
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 for change agents. Episodic change follows the sequence unfreeze-transition-refreeze, whereas continu…
Computer Science (9 works) · Psychology (9 works) · Economics (8 works) · Business (7 works) · Knowledge management (6 works) · Complex Systems and Decision Making (4 works) · Management (4 works) · Political science (4 works) · Process management (4 works) · Management and Organizational Studies (3 works)