Byron's Babbles

As you know, I am currently reading the great book by Lee Bolman and the late Terrence Deal, Reframing Organizations: Artistry, Choice, and Leadership, 7th Edition, as part of a leadership course I am taking right now at the Saïd Business School. Bolman and Deal describe leadership through various lenses, highlighting both positive and negative aspects. Their framework emphasizes that leadership is not inherently good or bad; rather, it depends on the context and the actions taken by the leader.

A good leader, according to their model and research presented, would be someone who effectively balances the different frames of leadership—structural, human resource, political, and symbolic. Such a leader would set clear goals, support their team, advocate for their needs, and inspire trust and commitment.

On the other hand, a bad leader might prioritize their own interests over the team’s, misuse power, or neglect the emotional and cultural needs of the group.

As a lover of metaphors, I loved the ones the authors used. One metaphor I really liked was of a leader being “a cross between Napoleon and the Pied Piper.” This was illustrating a particular blend of qualities that effective leaders might possess.

Napoleon represents strategic vision, assertiveness, and the ability to make bold decisions that drive results. His leadership style is often associated with strong command and an emphasis on achieving goals, even in the face of significant challenges.

On the other hand, the Pied Piper symbolizes charisma, charm, and the ability to inspire and rally people around a common cause. The Pied Piper’s influence comes from his ability to connect with others emotionally, bringing them together and guiding them toward a shared vision.

By combining these two archetypes, Bolman and Deal suggest that effective leaders must not only be strategic thinkers capable of making tough choices but also charismatic individuals who can foster loyalty and enthusiasm among their followers. This hybrid approach allows leaders to navigate complex organizational landscapes while motivating their teams to work collaboratively toward shared objectives.

But I know what you’re thinking! There is a paradox here. The story of the Pied Piper is often seen as a cautionary tale. While he initially helps the town of Hamelin by ridding it of rats, he ultimately takes the children away when the townspeople refuse to pay him for his services. This raises questions about trust, integrity, ethics, morality, and the consequences of leadership decisions.

This is why I believe Bolman and Deal suggested that the research shows leaders who use all the frames of structural, human resource, political, and symbolic leadership are most effective.