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Leadership: Roles and Styles
February 20, 2014
Leadership Success Academy Center for NonProfit Excellence
Community Foundation of the Florida Keys
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Outcomes Desired p Develop understanding of multi-frame and multi-role requirements
for leadership p Gain knowledge and appreciation of own leadership strengths and vulnerabilities p Acquire ability to analyze complex situations through each of four
frames p Match leadership roles and competencies
to the four frames to enhance thinking & action p Gain appreciation for power of spirit for leaders p Chart and enhance your own leadership journey
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Topics p Historical development of frames and roles p Multi-frame & multi-role leadership models p Orientation to the four frames
n Structural n Human resource n Political n Symbolic
p Reframing p Inventory strengths & vulnerabilities p Practical application p Leadership roles and behaviors
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Today’s Request p Be engaged p Suspend your judgment p Stretch your comfort zones p Observe your own strengths and
opportunity areas
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Leadership Today
§ Leadership is complex § Needs and situations constantly changing § All the frames and roles are important § Skilled leaders know when to and how to
§ Perform different roles § Use multiple cognitive frames to analyze
problems and create solutions
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Leadership Timeline
1930’s 1960’s 1980’s 1990’s 2000’s
Scientific Participative Total Quality Building Learning Innovation Management Management Management Organizations Visionary
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1930’s - 1950’s Organizations and Management
Environment • Stability / Growth Management Approach
Goals • Scientific Management
• Efficiency • Standardization • Compliance
“Well Oiled Machine”
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1960’s - 1970’s Organizations and Management
Environment • Stability / Growth • Shifting Expectations
Management Approach
Goals • Participative Management
• Productivity • High Morale “Family”
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1980’s – 1990’s Organizations and Management
Environment § Competition § Crisis of Confidence § Scarce Resources
Management Approach
Goals
§ Japanese Management / TQM
§ Survival § Customer Satisfaction § Innovation
“Teams”
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1990’s - 2000’s Organizations and Management
Environment § Globalization § Change as a Way of Life
Management Approach Goals
§ Learning Organizations § Reinvention § Innovation § Competition “Systems”
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1990’s - 2000’s Leadership Roles
Structural / Rational
§ Monitor § Coordinator § Director § Producer
Human Resource
Political
§ Broker § Innovator
Symbolic
§ Visionary § Culture Manager § Mentor
§ Facilitator
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Management vs. Leadership 4 Frames
Management Leadership
Structural/Analyst Political/Warrior
+ Human Resource/Caregiver Symbolic/Wizard
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition. San Francisco: Jossey-Bass.
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Management vs. Leadership
Management Leadership
Source: Kotter, John (1990). Adapted from A Force for Change: How Management Differs from Leadership. New York: Free Press.
§ Planning and Budgeting
§ Organizing and Staffing
§ Controlling and Problem Solving Predictability and Order
§ Developing Vision and Strategies
§ Aligning People
§ Motivating and Inspiring Performance
Dramatic Useful Change
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Leader as Learner
• Assesses own abilities and areas for growth
• Invites feedback
• Develops strategies for formal and informal learning
Leader as Learner
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Four Frames Approach p Provides guidelines for effective leadership and
professional practice p Establishes benchmarks for ourselves to expand our
organizational effectiveness p Serves as “windows” to look out on the world p Serves as “lens” which bring the world into perspective
and sharper focus
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Frames Approach p Cognitively affects what you see, what it means, and
what you do p Allows for heightened clarity and insight in helping us
meet organizational challenges n Make sense of our experience n Allow for sophisticated judgments n Engage in multi-faceted and effective action
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Four Frames p Structural/Analyst p Human Resource/Caregiver p Political/Warrior p Symbolic/Wizard
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, p. 18. San Francisco: Jossey-Bass.
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Four Frame Assessment p Review the Four Frames Assessment p Total your scores from the 4 frames p Plot your scores on diagram p Evaluate your strengths p Identify the other frames
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Structural Frame—The Analyst Organization as Factory/Machine p Goals p Specialized roles p Formal relationships p Focus is on
n Data n Logic n Structure n Plans n Policies
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, p.15-16. San Francisco: Jossey-Bass.
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Structural Frame-The Analyst
Goal p Attune structure to task p Technology p Environment p Keep organization headed in
right direction
Strategic Planning p Strategies to set objectives
and coordinate resources
Decision Making p Rational sequence to produce
right decision
Communication p Transmit facts and information
Leader
p Analyst p Architect
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, p.314. San Francisco: Jossey-Bass.
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Structural Frame-The Analyst Meetings
p Formal occasions for making decisions
Evaluating
p Way to distribute rewards or penalties and control performance
Reorganizing
p Realign roles and responsibilities to fit tasks and environment
Motivation p Economic incentives
Approaching Conflict
p Maintain organizational goals by having authorities resolve conflicts
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, p.315. San Francisco: Jossey-Bass.
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Structural Frame-The Analyst Key Words:
n Goals n Task n Rules n Policies n Data n Roles n Rationality
n Technology n Procedure n Environment n Linkages n Differentiation n Integration
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, pp.314-315. San Francisco: Jossey-Bass.
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Structural Frame-The Analyst Key Assumptions: p Organizations exist to achieve establish goals and objectives p Organizations work best when rationality prevails over personal
preferences and external pressures p Structures must be designed to fit an organization’s circumstances
(including its goals, technology, and environment)
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, pp.15-16. San Francisco: Jossey-Bass.
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Structural Frame-The Analyst Key Assumptions: p Organizations increase efficiency and enhance performance through
specialization and division of labor p Appropriate forms of coordination and control are essential to ensuring
that individuals and units work together in the service of organizational goals
p Problems and performance gaps arise from structural deficiencies and can be remedied through restructuring
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, pp.15-16. San Francisco: Jossey-Bass.
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Human Resource Frame-Caregiver Organization as Family p Needs p Skills p Relationships p Focus is on
n Skills n Attitudes n Teamwork n Communications
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, pp.314-315. San Francisco: Jossey-Bass.
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Human Resource Frame Caregiver Goal
p Align organizational and human needs
p Keep people involved and communication open
Strategic Planning
p Gatherings to promote participation
Decision Making p Open process to produce
commitment
Communication p Exchange information, needs,
and feelings
Leader p Servant p Catalyst
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, pp.314-315. San Francisco: Jossey-Bass.
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Human Resource Frame Caregiver Meetings
p Informal occasions for involvement, sharing feelings
Evaluating
p Process for helping individuals grow and improve
Reorganizing
p Maintain balance between human needs and formal needs
Motivation p Growth and self-actualization
Approaching Conflict
p Develop relationships by having individuals confront conflict
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, pp.314-315. San Francisco: Jossey-Bass.
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Human Resource Frame Caregiver Key Words:
n Relationships n Feelings n Motivation n Satisfaction n Interpersonal interactions n Fulfillment n Needs n Desires n Fit (person & organization)
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, p.314. San Francisco: Jossey-Bass.
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Human Resource Frame Caregiver Key Assumptions: p Organizations exist to serve human needs rather than the reverse p People and organizations need each other p When the fit between individual and system is poor, one or both suffer:
individuals will be exploited or will exploit the organization – or both will become victims
p A good fit benefits both: individuals find meaningful and satisfying work, and organizations get the talent and energy they need to succeed
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, pp.15-16. San Francisco: Jossey-Bass.
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Political Frame Organization as Jungle-The Warrior p Power p Conflict p Competition p Organizational politics p Focus is on
n Build a power base n Get access n Influence key players
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, p.314. San Francisco: Jossey-Bass.
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Political Frame-The Warrior Goal
p Develop agenda and power base
p Provide opportunity for individuals and groups to make interests known
Strategic Planning
p Arenas to air conflicts and realign power
Decision Making p Opportunity to gain or exercise
power
Communication p Influence or manipulate others
Leader
p Advocate p Negotiator
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, pp.314-315. San Francisco: Jossey-Bass.
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Political Frame-The Warrior Meetings
p Competitive occasions to win points
Evaluating
p Opportunity to exercise power
Reorganizing p Redistribute power and form
new coalitions
Motivation p Coercion, manipulation, and
seduction
Approaching Conflict p Develop power by bargaining,
forcing, or manipulating others to win
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, p.314. San Francisco: Jossey-Bass.
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Political Frame-The Warrior Key Words:
n Power n Conflict n Resources n Network n Agenda n Politics
n Bargaining n Coalitions n Alliances n Competition n Negotiation
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, p.315. San Francisco: Jossey-Bass.
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Political Frame-The Warrior Key Assumptions: p Organizations are coalitions of diverse individuals and interest groups p There are enduring differences among coalition members in values,
beliefs, information, interests, and perceptions of reality p Most important decisions involve the allocation of scarce resources – who
gets what p Scarce resources and enduring differences give conflict a central role in
organizational dynamics and make power the most important resource p Goals & decisions emerge from stakeholder negotiating, and jockeying
for position
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, pp.15-16. San Francisco: Jossey-Bass.
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Symbolic Frame-The Wizard Organization as Theater/Temple p Culture p Meaning p Metaphor p Ritual p Ceremony p Stories p Heroes p Focus is on
n Meaning n Belief n Faith
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, p.314. San Francisco: Jossey-Bass.
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Symbolic Frame-The Wizard Goal
p Create n Faith n Beauty n Meaning
p Develop symbols and shared values Strategic Planning
p Ritual to signal responsibility, produce symbols, negotiate meanings
Decision Making p Ritual to confirm values and
provide opportunities for bonding
Communication
p Tell stories
Leader p Prophet p Poet
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, pp.314-315. San Francisco: Jossey-Bass.
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Symbolic Frame-The Wizard Meetings
p Sacred occasions to celebrate and transform the culture
Evaluating
p Occasion to play roles in shared ritual
Reorganizing
p Maintain image of accountability and responsiveness; negotiate new social order
Motivation p Symbols and celebrations
Approaching Conflict
p Develop shared values and use conflict to negotiate meaning
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, pp.314-315. San Francisco: Jossey-Bass.
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Symbolic Frame-The Wizard
Key Words: n Metaphors n Meaning n Faith n Belief n Culture
n Ceremonies n Rituals n Myths n Stories n Play
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, pp.314-315. San Francisco: Jossey-Bass.
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Symbolic Frame-The Wizard
Key Assumptions: p What is most important about any event is not what happened but what
it means p Activity and meaning are loosely coupled: events have multiple
meanings because people interpret experience differently p Most of life is ambiguous or uncertain – what happened, why it
happened, or what will happen next are all puzzles
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, p.15-16. San Francisco: Jossey-Bass.
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Symbolic Frame-The Wizard
Key Assumptions: p High levels of ambiguity and uncertainty undercut rational analysis,
problem solving, and decision making p In the face of uncertainty and ambiguity, people create symbols to
resolve confusion, increase predictability, provide direction, and anchor hope and faith
p Many events and processes are more important for what is expressed than what is produced – they form a cultural tapestry of secular myths, rituals, ceremonies, and stories that help people find meaning, purpose, and passion
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, pp.34-35. San Francisco: Jossey-Bass.
WHY DOES THIS MATTER? p Helps you say yes to the right boards!! p Good boards need a mix of all p Clarity to assigning the right roles to
strengths p Helps you understand perspectives of
others p Assists in breaking “log-jams”
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Reframing p Looking at events from multiple perspectives p Creating a holistic evaluative process p Diagnostic tool to evaluate underlying themes p Expands choices for solutions p Creates strategies that respond to many versus a few
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Reframing Ethics Metaphor Organizational
Ethic Leadership
Contribution
Factory Excellence Authorship
Extended Family Caring Love
Jungle Justice Power
Temple Faith Significance
Source: Bolman, Lee and Deal, Terrence 2008). Reframing Organizations: Artistry, Choice, and Leadership, 4th Edition, p.402. San Francisco: Jossey-Bass.
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Assignment Individual review: p Use your strongest frame and write down your
nonprofit’s situation p Use that same frame to build a solution p Reframe the situation using your “weakest”
frame p Use that frame to build a solution
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Feedback p Significant learning (s) p Major Surprises p Changes you would suggest p What you appreciated especially about
your strongest and the other frames
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Assignment p Using the role descriptions:
n Evaluate your current board members and the leadership role they typically fulfill on your board
n Where are the role strengths? n What role gaps are there?
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Assignment p In what frame does your organization’s
board culture reside? p What frame is the weakest? p How might you balance that frame? p What specific actions can you take at your
next board meeting to use this information? n Leadership Styles n Four Frames n Leadership Roles
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Credits
Adapted with permission from a May 13, 2003 presentation by Dr. Neil Katz, The Newhouse School, Syracuse University, Public Relations/ISDP Program. Bolman, Lee and Deal, Terrence, Reframing Organizations: Artistry, Choice, and Leadership. (4th edition); San Francisco: Jossey-Bass (2008).
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Good luck! For more information contact:
Debbie Mason, APR, Fellow PRSA
(305) 414.8757 (954) 480-7814 www.strategistsinc.com