How Great Leaders Think E-Book

Lee G. Bolman

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 360

Veröffentlichungsjahr: 2014

Beschreibung

The proven model that offers powerful and elegant strategies for leaders

How Great Leaders Think: the Art of Reframing uses compelling, contemporary examples to show how more complex thinking is the key to better leadership. Leaders who understand what's going on around them see 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 guide for understanding four major aspects of organizational life: structure, people, politics, and culture. Tapping into the complexity enables leaders to decode the messy world in which they live, see more options, tell better stories, and find strategies that are more effective. Case examples of leaders like Jeff Bezos at Amazon, Howard Schultz at Starbucks, Tony Hsieh at Zappos, Ursula Burns at Xerox, and the late Steve Jobs at 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 organizations and people
• How to map the terrain and build a power base to navigate the political dynamics in organizations
• How to develop a leadership story that shapes culture, provides direction, and inspires commitment to excellence

Leseprobe

Contents

Preface

Acknowledgments

Part 1: Leadership in Four Dimensions

Chapter 1: Introduction: The Power of Reframing

The Curse of Cluelessness

Framing

Frame Breaking

Four Leadership Frames

Multiframe Thinking

Conclusion

Notes

Part 2: Structural Leadership

Chapter 2: Getting Organized

Structure at United Parcel Service (UPS)

McDonald’s and Harvard: A Structural Odd Couple

Elements of Social Architecture

Contextual Factors

Applying the Structural Frame

Conclusion

Notes

Chapter 3: Organizing Groups and Teams

Lord of The Flies

Saga of the Trapped Chilean Miners

Comparing Leadership Dynamics

Task and Structure in Teams

Structures of Sports Teams

Conclusion

Notes

Part 3: Human Resource Leadership

Chapter 4: Leading People

Treat ‘Em Like Dirt

Semco: Investing in People

Men’s Wearhouse: Getting it Right

Conclusion

Notes

Chapter 5: Seeing Ourselves as Others See Us

Ellen and Don

Self-Awareness

Leadership Skills: Advocacy and Inquiry

Conclusion

Notes

Part 4: Political Leadership

Chapter 6: The Leader as Politician

Political Skills

A Case Example: The Troubled Auditor

Conclusion

Notes

Chapter 7: The Leader as Warrior and Peacemaker

Steve Jobs: The Warrior

Enter Bob Iger: The Peacemaker

Orchestrating Conflict: Raise or Lower the Flame?

A Case Example: Lois Payne

Conclusion

Notes

Part 5: Symbolic Leadership

Chapter 8: The Leader as Magician

Cultural Revival at Starbucks

The Ways of Magic: How Symbolic Leaders Work

Conclusion

Notes

Chapter 9: Seeking Soul in Teams

The Eagle Group: Reasons for Success

Building a Soulful Team

Conclusion

Notes

Part 6: Improving Leadership Practice

Chapter 10: Reframing in Action

Benefits and Risks of Reframing

Reframing for Newcomers and Outsiders

Conclusion

Note

Chapter 11: Images of Leadership: Can Crooked Kites Fly?

Metrics Maestro: Amazon’s Jeff Bezos

Leader of the Tribe: Zappos’s Tony Hsieh

Authentic Engineer: Xerox’s Ursula Burns

Warrior Artist: Apple’s Steve Jobs

Conclusion

Notes

Chapter 12: Leadership and Change

Limits of Leadership

Carriers Versus Catalysts of Change

The Frames and Change

Resurrection at Ford Motor

Conclusion

Notes

Chapter 13: Searching for Soul: Leadership Ethics

Soul and Spirit in Organizations

The Factory: Excellence and Authorship

The Family: Caring and Love

The Jungle: Justice and Power

The Temple: Faith and Significance

Conclusion

Notes

Chapter 14: Great Leaders, Great Stories

Worldviews, Frames, and Stories

Conclusion

Notes

Appendix: Leadership Orientations

The Authors

Index

End User License Agreement

List of Illustrations

Figure 5.1. Advocacy and Inquiry

Figure 6.1. Mulcahy’s Challenge: A Political Map

Figure 11.1. Jeff Bezos’s Leadership Configuration

Figure 11.2. Tony Hsieh’s Leadership Configuration

Figure 11.3. Ursula Burns’s Leadership Configuration

Figure 11.4. Steve Jobs’s Leadership Configuration

Figure 14.1. The Leadership Process

Figure A.1. Plot Your Leadership Orientation Scores

List of Exhibits

Exhibit 1.1. Overview of the Four-Frame Model

Exhibit 2.1. Structural Contingencies

Exhibit 4.1. Principles for Leading People

Exhibit 12.1. Change: Barriers, Leader Roles, and Strategy

Exhibit 13.1. Change: Barriers, Leader Roles, and Strategy

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Guide

Cover

Table of Contents

Begin Reading

How Great Leaders Think

The Art of Reframing

Lee G. Bolman

Terrence E. Deal

Cover design by Wiley

Cover image © Tetra Images/Getty Images

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved.

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Library of Congress Cataloging-in-Publication Data

Bolman, Lee G.

How great leaders think : the art of reframing / Lee G. Bolman, Terrence E. Deal.

pages cm

Includes index.

ISBN 978-1-118-14098-7 (hardback); ISBN 978-1-118-28450-6; ISBN 978-1-118-28223-6

1. Leadership. 2. Organizational change. I. Deal, Terrence E. II. Title.

HD57.7.B6393 2014

658.4’092–dc23

2014013595

PREFACE

This book has a simple message:

Good thinking is the starting point for good leadership.

Leaders who can reframe—look at the same thing from multiple perspectives—think better. They create a lucid portrait of what’s going on around them and have a clearer vision of what’s needed to achieve desired results.

Leaders can see and do more when they know how to negotiate four key areas of the leadership terrain: structural, human resource, political, and symbolic.

This book answers a request we’ve often heard from readers and fans of our work who have asked for a shorter, more applied version of Reframing Organizations. This new book is a compact overview of our ideas about reframing and our four-frame model, with a focus on leadership. Because storytelling is often the best form of teaching, we use cases and examples, many of them from iconic leaders, to provide realistic lessons about how great leaders think and act.

This work appears thirty years after we published our first book (with the ungainly title Modern Approaches to Understanding and Managing Organizations). Back then, we hoped we might be onto something. Our ideas were still evolving, but we believed that they captured much of the existing research on organizations and leadership, and we were encouraged by former students who were starting to send positive reports back from the field. We’ve learned a lot in the years since, and we’re even more confident that our framework has breadth and power. Readers, colleagues, students, clients, and workshop participants continue to report that our ideas are useful, even career saving, in the heat of practice. Their support and input has taught us and sustained us along the way. So has our long-term partnership. Book writing can be rewarding, but it’s hard work that intersperses epiphanies and moments of joy with roadblocks and dark times when nothing seems to work. It’s a lot easier with a partner, and our respect and affection for each other has helped us sustain a mostly long-distance writing relationship through the decades.

ACKNOWLEDGMENTS

We’d like to thank all the people around the world who’ve contributed to our work, but the list is too long and our memories too short. We’ve had wonderful colleagues and students at Berkeley, Carnegie-Mellon, Harvard, Stanford, University of La Verne, the University of Missouri–Kansas City, the University of Southern California, Vanderbilt, and Yale, and we’re still grateful to all of them. They’ve given us invaluable criticism, challenge, and support over the years.

Ellen Harris took time away from her work at Harvard and Outward Bound to support this project, offer insights and ideas, and generously give us feedback on our manuscript. As always, Lee is grateful to Dave Brown, Phil Mirvis, Barry Oshry, Tim Hall, Bill Kahn, and Todd Jick of the Brookline Circle, now in its fourth decade of searching for joy and meaning in lives devoted to the study of leadership and organizations.