This chapter discusses reframing leadership by examining different contexts and approaches to leadership. It analyzes Queen Elizabeth II and Rudy Giuliani's responses to crises and discusses common qualities of effective leaders. The chapter also explores contingency theories of leadership and how the context influences leadership. Additionally, it examines gender differences in leadership and introduces four frames for leadership: structural, human resource, political, and symbolic leadership. The conclusion emphasizes that leadership is relational, contextual, and requires using multiple frames.

1. Chapter 17
Reframing Leadership

2. Reframing Leadership
 The Idea of Leadership
 The Context of Leadership
 What Do We Know About Good Leadership?
 Gender and Leadership
 Reframing Leadership

3. 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.

4. 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,

5. 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

6. 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

7. 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

8. Blake & Mouton: The Managerial
Grid

9. 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

10. Hersey & Blanchard: Situational
Leadership

11. 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

12. Structural Leadership
Effective Ineffective
Leader Analyst, architect Petty tyrant
Leadership
process
Analysis, design Management by
detail and fiat

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

14. Human Resource Leadership
Effective Ineffective
Leader Catalyst, servant Weakling,
pushover
Leadership
process
Support,
empowerment
Abdication,
indulgence

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

16. Political Leadership
Effective Ineffective
Leader Advocate, negotiator Con artist, thug
Leadership
process
Advocacy, coalition-
building
Manipulation,
fraud

17. 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

18. Symbolic Leadership
Effective Ineffective
Leader Prophet, poet Fanatic, fool
Leadership
process
Inspiration, framing
experience
Mirage, smoke
and mirrors

19. Effective symbolic leaders…
 Lead by example
 Use symbols to capture attention
 Frame experience
 Communicate a vision
 Tell stories
 Study and use history

20. 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