The structural frame is one of Lee Bolman and Terrence Deal’s four frames model of leadership and organizations. In this piece I delve deeper into the structural frame of leadership — what it entails, its assumptions, dimensions, examples, tensions, and what makes leaders effective in the structural aspect. These insights| Leading Sapiens
Lee Bolman and Terrence Deal’s four frames model of organizations and leadership is a versatile tool for managers. This article delves into the human resource frame of their 4-frame model — its assumptions, dimensions, examples, tensions, and what makes leaders effective in the human resource aspect. These insights come from| Leading Sapiens
Organizational life can be a confusing muddle, especially if you are trying to get better at playing the game. Take the leadership genre for example. You might come across books that cover any of the following: power, building better teams, culture, emotional intelligence, war and strategy, psychology, authentic leadership, biographies| Leading Sapiens
How can I be more trustworthy? How can I show up more authentically? Leaders at all levels grapple with this fundamental challenge of leadership. The answer lies in Aristotle's 2,000+ year old framework of ethos, logos, and pathos or what Harvard prof Frances Frei and Anne Morris call the| Leading Sapiens
What makes some folks and certain teams more powerful than others in organizations? What is the source of their power? In contrast, why do others despite having competence and positional authority are ineffective? This is one of a series on power in organizations. I focus on Gareth Morgan’s classic| Leading Sapiens
The framework of ethos, pathos, and logos was developed in the 4th century BC by Aristotle. It’s a simple but also robust model for effective persuasion and communication that has withstood the test of time. And yet most leaders are either unaware or it, or don’t really know| Leading Sapiens
In his classic The Adult Learner, Malcolm Knowles makes the distinction between creative leaders and controlling ones. By understanding teams and organizations as systems, and their energy as a parameter, one approach tries to control energy while the other works on releasing energy in the system. Leadership as controlling vs| Leading Sapiens
Framing is a key skill to create psychological safety and improve performance. But most leaders are unaware or don't know how to get better at it.| Leading Sapiens
Paradoxes are built into the nature of management and leadership. Understanding them beforehand can be extremely useful in avoiding frustrations.| Leading Sapiens