1. Reframing Organizations, 3 rd ed.

2. Chapter 17 Reframing Leadership

3. 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 EffectiveIneffective LeaderAnalyst, architectPetty tyrant Leadership process Analysis, designManagement by detail and fiat

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

15. Human Resource Leadership EffectiveIneffective LeaderCatalyst, servantWeakling, pushover Leadership process Support, empowerment Abdication, indulgence

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

17. Political Leadership EffectiveIneffective LeaderAdvocate, negotiatorCon artist, thug Leadership process Advocacy, coalition- building Manipulation, fraud

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 EffectiveIneffective LeaderProphet, poetFanatic, fool Leadership process Inspiration, framing experience Mirage, smoke and mirrors

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