Table of Contents

Contents: 1. Introducing the Competing Values Way of Thinking 2. Clarifying the Meaning of Value 3. The Quadrants in the Competing Values Framework 4. Tensions and Trade-offs: From either/or to both/and Thinking 5. Creating Value Through New Leadership Behaviors 6. Predicting Value Creation and Financial Performance 7. Enhancing Leadership Competencies and Organizational Culture 8. Applying Leadership Levers for Organizational Change 9. Responding to Criticisms of the Competing Values Framework 10. Conclusions about the Structure of Value References Index

About the Author

Kim S. Cameron, William Russell Kelly Professor Emeritus of Management and Organizations, Robert E. Quinn, Margaret Elliot Tracey Collegiate Professorship Emeritus of Management and Organizations and Jeff DeGraff, Clinical Professor of Management and Organizations, University of Michigan and Anjan V. Thakor, John E. Simon Professor of Finance, Washington University in St. Louis, US

Reviews

Praise for the first edition:'Both the framework and the book make notable contributions to both theory and practice. The book will be of value to scholars and organization leaders in understanding the concepts of value creation and organizational effectiveness. It will be an aid to consultants in conceptualizing strategies for organizations and in counselling leaders on how to operationalize the concepts in their organizations.'
--S.R. Mohnot, Global Business Review'This is a very readable and excellently presented volume. It will interest anyone concerned with organizational effectiveness and the competing values model.'
--Economic Outlook and Business Review'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 features eight competing but complementary values that are critical for managing today's complex and pluralistic organizations. The framework emphasizes the need for balance among the eight leadership roles, and an appreciation of the context, timing, and contingencies when the leadership roles facilitate and inhibit collective endeavors. I have followed the development and testing of the Competing Values Framework over the years. It makes important contributions to both theory and practice. It stimulates positive learning outcomes for students and managers.'
--Andrew H. Van de Ven, University of Minnesota, US