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Reframing Organizations , 3 rd ed.

Reframing Organizations , 3 rd ed. Chapter 17. Reframing Leadership. Reframing Leadership. The Idea of Leadership The Context of Leadership What Do We Know About Good Leadership? Gender and Leadership Reframing Leadership.

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Reframing Organizations , 3 rd ed.

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  1. Reframing Organizations, 3rd ed.

  2. Chapter 17 Reframing Leadership

  3. Reframing Leadership • The Idea of Leadership • The Context of Leadership • What Do We Know About Good Leadership? • Gender and Leadership • Reframing Leadership

  4. Coping with leadership crisis: Queen Elizabeth II & Rudy Giuliani • Queen Elizabeth • In the face of Princess Diana’s death, the Queen stayed on vacation and issued short, tight-lipped statement • She almost disappeared when constituents most wanted her to be present and reassuring • Rudy Giuliani • Went immediately to 9-11 scene and plunged in, at personal risk • Took charge of disaster efforts • Was continually visible: appeared on television, gave tours, etc.

  5. The Idea of Leadership • Leadership often viewed as panacea: fix for whatever is wrong in organization or society • Leadership not the same thing as power • Leaders expected to persuade, inspire, not coerce or manipulate • Leadership is distinct from authority • Authority produces obedience because legitimated to make certain decisions • Leadership vs. management • Leaders think long-term, look outside as well as in, influence beyond their formal jurisdiction, have political skills, emphasize vision and renewal,

  6. The Context of Leadership • Leaders make things happen, but things also make leaders happen • What leaders can do always influenced by the stage on which they play their role • Leadership is a relationship, a subtle process of mutual influence • Leaders are not independent actors: they both shape and are shaped by circumstances and their constituents • Leadership is distinct from position – you can lead from anywhere

  7. What Do We Know About Good Leadership? • One Best Way • Good leaders have certain characteristics in common • Contingency Theories • Good leadership depends on the situation

  8. One Best Way: Qualities of Highly Effective Leaders • Vision and focus • Image of future • Standards for performance • Clear direction • Passion • Deep personal, emotional commitment to the work and the people who do it • Ability to inspire trust and build relationships • Honesty is the trait followers say they admire most in a leader

  9. Blake & Mouton: The Managerial Grid

  10. Contingency Theories • Leadership varies by situation, but there is no consensus on the nature of the key situational variables and how they influence leadership • Hersey/Blanchard “Situational Leadership” model is popular, but research support is weak

  11. Hersey & Blanchard: Situational Leadership

  12. Gender and Leadership • Do Men and Women Lead Differently? • Karren Brady, Carly Fiorina, and Margaret Thatcher • Do women have a “female advantage”? • Research has found few consistent leadership differences between men and women • Why the Glass Ceiling? • Stereotypes linking leadership to maleness • Women walk tightrope of conflicting expectations • Discrimination • Women pay a higher price • Women may put higher premium on balancing work and family • Women still do majority of housework and child-rearing in dual-career families • Fast-track women less likely to marry, more likely to divorce than similar men

  13. Structural Leadership

  14. Effective structural leaders… • Do their homework • Rethink relationship of strategy, structure, environment • Focus on implementation • Experiment, evaluate, adapt

  15. Human Resource Leadership

  16. Effective human resource leaders… • Believe in people and communicate that belief • Are visible and accessible • Empower others

  17. Political Leadership

  18. Effective political leaders … • Are clear about what they want and what they can get • Assess distribution of power and interests • Build linkages to key stakeholders • Persuade first, negotiate second, and coerce only if necessary

  19. Symbolic Leadership

  20. Effective symbolic leaders… • Lead by example • Use symbols to capture attention • Frame experience • Communicate a vision • Tell stories • Study and use history

  21. Conclusion • Leadership is widely accepted as a cure for all organizational ills, but it is also widely misunderstood. • Leadership is relational and contextual, distinct from power and position • Each of the frames highlights significant possibilities for leadership • Managers need to combine multiple frames into a comprehensive approach to leadership

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