Appreciative leadership: Defining effective leadership methods

Organization Development Journal

Volumn 24, Issue 1, 2006, Pages 87-100

  Lewis, Darlene ^a,b   Medland, Jacqueline ^b   Malone, Sarah ^c   Murphy, Michael ^d   Reno, Kathy ^d   Vaccaro, Guy ^d  

^a VANDERBILT UNIVERSITY   (United States)

^b UNIVERSITY OF CHICAGO MEDICAL CENTER   (United States)

^c BENEDICTINE UNIVERSITY   (United States)

^d NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 34248591411     PISSN: 08896402     EISSN: None     Source Type: Journal    
DOI: None     Document Type: Review

References (13)

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7. Cooperrider, D.L. and Whitney, D. (2005). A positive revolution in change: Appreciative inquiry. Appreciative inquiry: Foundations in positive organization development. D. L. Cooperrider, P. F. Sorensen Jr., T. F. Yaeger and D. Whitney. Champaign, IL, Stipes: 9-34.
8. Ford, J.D. (1999). Conversations and the epidemiology of change. In W.A. Pasmore & R.W. Woodman (Eds.), Research in organizational change and development, Vol. 12 (pp. 1-39). Stamford: CN: JAI Press.
9. Luthans, F., & Avolio, B. (2003). Authentic leadership development. In K.S. Cameron, J.E. Dutton, & R.E. Quinn (Eds.), Positive organizational scholarship (pp. 241-58). San Francisco: Berrett-Kochler Publishers, Inc.
10. Mantel, M. J. (2001) Sustaining appreciative change: Inviting conversational convergence through relational leadership and organization, published doctoral dissertation Benedictine University.
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12. Whitney, D., & D. L. Cooperrider (2000). The appreciative inquiry summit: An emerging methodology for whole system positive change. OD Practitioner, 32(1), 13-25.
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