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How Great Leaders Think: The Art of Reframing Hardcover – July 28, 2014
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From the Inside Flap
How Great Leaders Think: The Art of Reframing uses compelling, contemporary examples to show how better thinking is the key to better leadership. Leaders who can reframe capture a sharper image of what’s going on around them and understand what they need to do to achieve the results they want. Bolman and Deal’s influential four-frame model of leadership and organizations—developed in their bestselling book, Reframing Organizations: Artistry Choice, and Leadership—offers leaders an accessible template for understanding four major dimensions of organizational life: structure, people, politics, and culture. Tapping into the power of the imagery enables leaders to decode the messy world in which they live, see more options, tell better stories, and find more powerful leadership strategies. Case examples of leaders like Jeff Bezos of Amazon, Howard Schultz at Starbucks, Tony Hsieh of Zappos, Ursula Burns at Xerox, and the late Steve Jobs of Apple provide concrete lessons that readers can put to use in their own leadership. The book’s lessons include:
- How to use structural tools to organize teams and organizations for better results
- How to build motivation and morale by aligning organization and people
- How to map the political terrain and build a power base to navigate the partisan struggles in organizations
- How to develop a leadership story that shapes culture, provides meaning, and inspires people toward a shared purpose.
Top Customer Reviews
Warren Bennis said it far better than I, " If you would be a genuine leader in today’s crazy-quilt environment, you must challenge yourself to think about things in new or different ways." Bolman and Deal's new book will no doubt help any of us in leadership positions to consider "reframing" our "reality" in new and different ways.
I believe that the authors' Reframing Organizations: Artistry, Choice and Leadership (Jossey-Bass, 1991) is the best-selling organizational behavior textbook of all time. Here they laid out their central thesis that virtually anything that happens (or doesn't happen) in organizational contexts can be seen in several different frames simultaneously. Let's take the example of a promotion:
The Structural Frame would look at a promotion through the lens of goals, roles, rules, policies, order in relationships, and procedures. It is the stuff of thoughtful analysis and bureaucracy, which is not a negative term in this context. Policies developed over a long period of time might require decisions to be made about the viability of every associate in an organization on at least a three year basis. Vetting structures are needed to determine the criteria against which promotion should occur and measurements would needed to assess outcomes against goals. Promotions are part of the natural order of things: when people produce results, they are promoted. When organizations are in various stages of their life-cycle, as determined by product mix, markets, degree of innovation, etc.Read more ›