Post on 17-Dec-2015
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
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
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