Reframing Organizations, 3rd 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

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.

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,

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

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

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

Blake & Mouton: The Managerial Grid

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

Hersey & Blanchard: Situational Leadership

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

Structural Leadership

Effective Ineffective

Leader Analyst, architect Petty tyrant

Leadership process

Analysis, design Management by detail and fiat

Effective structural leaders…

Do their homework Rethink relationship of strategy, structure,

environment Focus on implementation Experiment, evaluate, adapt

Human Resource Leadership

Effective Ineffective

Leader Catalyst, servant Weakling, pushover

Leadership process

Support, empowerment

Abdication, indulgence

Effective human resource leaders…

Believe in people and communicate that belief

Are visible and accessible Empower others

Political Leadership

Effective Ineffective

Leader Advocate, negotiator Con artist, thug

Leadership process

Advocacy, coalition-building

Manipulation, fraud

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

Symbolic Leadership

Effective Ineffective

Leader Prophet, poet Fanatic, fool

Leadership process

Inspiration, framing experience

Mirage, smoke and mirrors

Effective symbolic leaders…

Lead by example Use symbols to capture attention Frame experience Communicate a vision Tell stories Study and use history

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