Draws together extensive research on leadership, change, and organizational performance to help leaders make sense of the complexities and contradictions of organizational life. Explains how managers can come to see new possibilities for structuring organizations, designing jobs, and solving daily problems by learning to embrace and transcend paradoxes.

ROBERT E. QUINN is chair of the Department of Organizational Behavior and Human Resource Management at the University of Michigan School of Business. He is coauthor of Becoming a Master Manager (1990).