this presentation will help students and teachers in understanding of bolman and deal's four frames of leadership and theories of leadership.

1. 

2. ORGANIZATIONAL FRAMEWORK
AND LEADERSHIP THEORIES
Presenters: Sehrish Naz
MSN Year 11 (Sem III)
Faculty: Miss Nasrin Ghani
Assistant Professor KMU –INS
Subject: Nursing leadership and management

3. Objectives
 Describe the significant elements of an organization from
a structural, human resource, political, and symbolic
perspective.
Critique the theories and concepts of management which
have emanated from the four frames.
Analyze the manner in which different organizational
perspectives impact on the nurse manager’s role from
structure, human resource, politics, and symbolic frames.

4. A social unit of people that
is structured and managed to meet
a need or to pursue collective goals.
Handy, Charles (1990)
Organization

7. Structural Frame
•Origins - sociology & management science.
•Goals, specialized roles, and formal
relationships responsibilities, rules, policies,
procedures.
•Structures should fit organizations
environment and technology.
•Structural Frame Problem arises when the
structure does not fit the situation.

8. Human Resources Frame
•Origin: psychology.
•Organizations extended as family.
•Individuals who have the capacity to learn,
Individuals with needs, prejudices, attitudes
and beliefs, skills and limitations.
•Human Resources Frame Challenge is to
tailor organization to people and find a way
for individuals to get the job done while
feeling good about what they are doing.

10. Political Frame
•Origins - political science.
•Bargaining, negotiation, coercion,
compromise, and coalitions.
•Organizations are as arenas, contests, or
jungles.
Different interests competing for power and
resources.
•Rampant conflict – difference in needs,
perspectives, and lifestyles.
•Political Frame Problems arise when power
is concentrated in the wrong places or is too
broadly dispersed.

11. Symbolic Frame
•Origins - social and cultural anthropology.
•Organizations as tribes, theatres, or
carnivals.
•Culture – rituals, ceremonies, stories,
heroes, and myths.
•Organization is theatre – actors play role
while audiences form impressions.
•Symbolic Frame Problems arise when
actors play their parts badly, when symbols
lose their meaning, when ceremonies and
rituals lose their potency.

12. What frame do you predominantly view
your work and make decisions in?

13. Choosing a Frame
Question Frame if answer is Yes Frame if answer is No
Are individual
commitment and
motivation essential to
success?
Human Resource, Symbolic Structural, Political
Is the technical quality of
the decision important?
Structural Human Resource,
Political, Symbolic
Are there high levels of
ambiguity and
uncertainty?
Political, Symbolic Structural, Human
Resource
Are conflict and scarce
resources significant?
Political, Symbolic Structural, Human
Resource
Are you working from the
bottom up?
Political Structural, Human
Resource, Symbolic

14. Leadership Theories
oGreat Man Theory
oTrait Theory
oBehavioral Theory
oRole theory
oLewin’s theory
oSituation theory
oPath-Goal theory
oLeader-Member exchange theory
oTransformational theory
oCollective leadership theory

15. Cont…
Great Man Theory
This theory was formulated after studying
men who were already leader.
The main ideology of this theory is that leader
are born not made.
(Syque 2006)
Behavioral Theory
According to this theory leader are made not
born.
Any body can become a leader
This theory open the floodgates to leader
development (Syque 2006)

16. Cont…
Trait Theory
This theory assume that leader are born with trait
particularly suited to leadership
People who make good leader have the right
combination of trait
Role theory
Describe how expectation frame behavior
Define role for themselves and other
Encourage other to act within the role
Will act within the role they adopted
Role conflict occur when the expectation didn’t
match the behavior (e.g. when student nurse
become staff or staff become head nurse)

17. Cont…
Lewin’s Leadership style (1939)
A group of psychologist led by lewin focused their
theory on leader style.
They identify three leadership styles, which are:
Autocratic
Democratic
Leaissez-faire

18. Cont…
Autocratic:
Occur when the administration decide
a change without consulting any one,
result low moral & bad feeling .
Democratic:
Involve other in their decision, provide
example of specific ways to reach decision.
Laissez-faire:
This minimally involve in decision making, work better
when people are capable to motivated.

20. Cont…Situation leadership style
Encourage staff to participate in leadership,
In some situation work best
Judge followers motivation and capabilities within
particular situation (Hersey & Blanchard, 1999)
Path-Goal theory of leader ship
Clarify the path towards the goal
Remove roadblocks
Increase reward

21. Cont…
Path-Goal offer three follower needs
Supportive leadership is the best choice when
work is stressful and boring
Directive leadership is the best choice when the
task is unstructured or complex and the followers
are inexperienced
Achievement orientation leadership is the best
choice when task is complex and the followers are
independent & able towards succeed.

22. Cont…
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23. Cont…
Leader-Member exchange theory
Explains how group leader maintain their position
by exchanging informal agreements with their
members.
In this approach:
1) Leader trust on followers, given them
responsibilities and accesses to resources
2) The in group work is more commented to task
objectives
3) The out group is given low level of influences or
choices
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24. Cont…
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25. Cont…
Transformational leadership theory
Transformational leadership inspires people to
achieve unexpected or remarkable results.
It gives workers autonomy over specific jobs, as
well as the authority to make decisions once they
have been trained.
Transformational leaders specialize in:
Working to change the system
Solving challenges by finding experiences that show that old
patterns do not fit or work
Wanting to know what has to change
Maximizing their teams’ capability and capacity
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26. Cont…
Collective leadership
Leadership is a property of social system, can occur
any where
(e.g. health care workers, resource person, having
organizational information's and knowledge)
(Simkins,
2005)
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27. Bolman & Deal's frames can be used at the
planning stage of a change initiative to help
diagnose organizational needs, to identify
institutional challenges and contexts, and to devise
appopriate actions (e.g., 'For this initiative, we need
to be sure to address the political aspects
because...'). The frames also can be used to rethink
and reframe unsuccessful change initiatives (e.g.,
'This initiative failed because we didn't appropriately
address the human resource frame.
Application
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28. Cont…
A combination of the four perspectives is nearly always
warranted when implementing a change initiative.
Unfortunately, I think most educators would agree that the
structural aspects of change initiatives tend to be
emphasized quite strongly (e.g., 'We'll create a new
program' or 'we'll reorganize ourselves' or 'we'll buy some
technology to help') with a concurrent neglect of the other
three frames. Because school leaders often may be strong
in one or two of these frames but not all four, it is important
to get others on board to adequately conceptualize and
address all needed aspects of the change initiative.
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29. References
.
BOLMAN, Lee G. and DEAL, Terrence E. (2008). Reframing
organizations: Artistry, choice, and leadership. San Francisco, Calif,
Jossey-Bass
Syque. (2006). Leadership theories. Retrieved October 29, 2017, from
http://changeing minds.org/discipline/leadership/theories_theories.htm
Hersey,P., & Blanchard, K. H., & Johnson, D.E. (2008). Management of
organizational behavior: Leading Human resources (9th ed.). Upper
Saddle River, NJ: Prentic Hall.
House, B.P., & Mitchell, T,R (1974, Fall). Path-goal theory of
leadership. Contemporary Business, 3, 81-98.
Simkins, T. (2005). Leadership in education. Management
Administration Education M& Leadership, 33(1), 9-26
Fagin, C. M. (2000). Essays on nursing leadership. New York:
Springer.
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