Leadership Roles and Styles 2014 - CFFK · •Participative Management •Productivity •High Morale ... San Francisco: Jossey-Bass. Strategists, Inc. 2014 13 Management vs. Leadership

Strategists, Inc. 2014 1

Leadership: Roles and Styles

February 20, 2014

Leadership Success Academy Center for NonProfit Excellence

Community Foundation of the Florida Keys


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


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


Today’s Request p Be engaged p Suspend your judgment p Stretch your comfort zones p Observe your own strengths and

opportunity areas


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


Leadership Timeline

1930’s 1960’s 1980’s 1990’s 2000’s

Scientific Participative Total Quality Building Learning Innovation Management Management Management Organizations Visionary


1930’s - 1950’s Organizations and Management

Environment • Stability / Growth Management Approach

Goals • Scientific Management

• Efficiency • Standardization • Compliance

“Well Oiled Machine”



Environment • Stability / Growth • Shifting Expectations

Management Approach

Goals • Participative Management

• Productivity • High Morale “Family”


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”



Environment § Globalization § Change as a Way of Life

Management Approach Goals

§ Learning Organizations § Reinvention § Innovation § Competition “Systems”


1990’s - 2000’s Leadership Roles

Structural / Rational

§ Monitor § Coordinator § Director § Producer

Human Resource

Political

§ Broker § Innovator

Symbolic

§ Visionary § Culture Manager § Mentor

§ Facilitator


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.


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


Leader as Learner

• Assesses own abilities and areas for growth

• Invites feedback

• Develops strategies for formal and informal learning

Leader as Learner


The Four Frames A Detailed Look Through

Different Lens


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


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


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.


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


The Four Frames Which Lens Is Your Dominant?


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.


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.


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



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.


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)



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



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



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



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


p  Develop relationships by having individuals confront conflict



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)



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



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



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



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



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



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



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



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



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


p  Develop shared values and use conflict to negotiate meaning



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




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.



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


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”



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


Reframing Ethics Metaphor Organizational

Ethic Leadership

Contribution

Factory Excellence Authorship

Extended Family Caring Love

Jungle Justice Power

Temple Faith Significance



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


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


Leadership Roles A Guide to the Possibilities


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?


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


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).


Good luck! For more information contact:

Debbie Mason, APR, Fellow PRSA

[email protected]

(305) 414.8757 (954) 480-7814 www.strategistsinc.com

Documents

Leadership Roles and Styles 2014 - CFFK · •Participative Management •Productivity •High Morale ... San Francisco: Jossey-Bass. Strategists, Inc. 2014 13 Management vs. Leadership