EDLP 702: Understanding Self as Leader: Theory & Data Analysis

Bolman & Deal’s Four-Frame Model: My Primary Frame

The Strongest of the Four-Frame Model

In 1984, Lee Bolman and Terrence Deal sought to express a simplistic, yet comprehensive, model of leadership that would be viewed as “useful knowledge”, (Bolman & Deal, 2013, p. 14) for individuals searching for methods to become successful at leading organizations. After much research on the subject, Bolman and Deal determined that leadership of organizations could be described and sorted into four major frames – Structural, Human Resource, Political, and Symbolic (Bolman & Deal, 1984)……

Observation of Leadership Traits Conveyed by An Upper School Division Head

Observation of Leadership Traits Conveyed by An Upper School Division Head

When viewing strategies of leadership through the observational lens, the Observer has the opportunity to analyze and critique leadership decisions made by the Administrator in real time. The Observer will be able to utilize these experiences to observe the interactions, analyze the action taken by the Administrator, and then assess their own personal leadership principles. The limitations of the observational lens, however, gives the Observer the benefit of hindsight when looking at particular situations that allow for zim* to make personal judgments on leadership principles and tasks only after zie* has seen the Administrator act accordingly. Wilfed Drath (2001) established a guideline of leadership principles and leadership tasks that the Observer can utilize when critiquing leadership actions taken by the Administrator.

Impact of Gender on Leadership

The Impact of Gender on Leadership

When looking at the majority of top management positions within companies, mid-size to large, it is safe to say that men, rather than women, have predominantly managed these organizations. As a matter of fact, Zenger & Folkman (2011), the authority in strengths-based leadership development, conducted a research study, sampling 7,280 leaders (64% male and 36% female), on their leadership effectiveness in 2011. What they found was very interesting. Of the 7.280 individuals in leadership positions at their companies, 78% were male and only 22% were female. These numbers indicate that there is still a vast gender gap in terms of leadership positions held by women across the board, from sales and marketing to administrative and clerical work. However, looking at the leadership effectiveness index on this same population sample, it was determined that overall, females were rated consistently more positively than males by the total of all respondents of this survey, from the manager to peers. This data indicates that while women hold fewer leadership positions within these companies and across these divisions, the consensus on female leadership is overwhelmingly positive. So, what is it about female leadership that is so effective?…