How Great Leaders Think

What is How Great Leaders Think: The Art of Reframing by Lee G. Bolman about?

• Multiframe leadership model: The book introduces a four-frame model—structural, human resource, political, and symbolic—that helps leaders interpret and address complex organizational challenges.
• Reframing as a core skill: Bolman emphasizes the importance of shifting perspectives (reframing) to generate new insights and avoid leadership pitfalls.
• Integration of culture and ethics: The book explores how leaders can build soulful, ethical organizations by attending to culture, values, and meaning.
• Real-world application: Through storytelling and case studies, the book demonstrates how great leaders think and act using these frames.

Why should I read How Great Leaders Think by Lee G. Bolman?

• Comprehensive leadership toolkit: The book provides practical frameworks and scenarios for handling diverse leadership challenges, going beyond traditional advice.
• Learn from real leaders: Case studies of leaders like Howard Schultz, Alan Mulally, Lou Gerstner, and Ron Johnson offer actionable lessons grounded in real experiences.
• Avoid common leadership failures: Bolman explains why even smart, experienced leaders fail and how reframing can prevent such mistakes.
• Focus on ethical and soulful leadership: The book addresses the spiritual and ethical dimensions of leadership, helping readers create meaningful organizations.

What are the key takeaways from How Great Leaders Think by Lee G. Bolman?

• Reframing is essential: Leaders must learn to view situations from multiple perspectives to make better decisions and avoid cognitive traps.
• Four leadership frames: Understanding and applying the structural, human resource, political, and symbolic frames is crucial for effective leadership.
• Multiframe thinking leads to success: Research and case studies show that leaders who use multiple frames are more effective and adaptable.
• Ethics and culture matter: Building organizations with strong values, culture, and meaning is as important as strategy and structure.

What is the concept of "reframing" in How Great Leaders Think by Lee G. Bolman?

• Definition of reframing: Reframing is the ability to shift mental models or frames to see situations differently, enabling leaders to better understand complex realities.
• Avoiding narrow thinking: It helps leaders break out of fixed perspectives and creatively redefine problems.
• Practical application: The book uses real-world scenarios to show how reframing leads to more effective leadership decisions.
• Leadership impact: Leaders who reframe can adapt to changing circumstances and avoid being "clueless" in challenging situations.

What are the four leadership frames in How Great Leaders Think by Lee G. Bolman and what do they mean?

• Structural frame: Focuses on roles, goals, policies, and organizational design; leaders act as architects to create efficient systems.
• Human resource frame: Centers on people’s needs, skills, and relationships; leaders empower and support individuals for growth and commitment.
• Political frame: Views organizations as arenas of competing interests and power; leaders build coalitions, manage conflict, and negotiate.
• Symbolic frame: Emphasizes culture, meaning, and inspiration; leaders use stories, rituals, and vision to unite and motivate.

How does multiframe thinking improve leadership effectiveness in How Great Leaders Think by Lee G. Bolman?

• Comprehensive understanding: Using multiple frames helps leaders develop a fuller, more accurate picture of organizational challenges and opportunities.
• Avoids leadership blind spots: Leaders who rely on a single frame risk missing critical aspects, leading to poor decisions and failures.
• Evidence-based results: Research cited in the book shows that multiframe leaders are more effective and adaptable.
• Enhanced problem-solving: Multiframe thinking enables leaders to diagnose problems better and choose appropriate actions.

How does How Great Leaders Think by Lee G. Bolman describe the role of symbolic leadership?

• Creating meaning and culture: Symbolic leaders use stories, rituals, and symbols to create shared meaning and a strong organizational culture.
• Inspiring through vision: They embody values and communicate compelling visions that give people purpose and belonging.
• Case study example: Howard Schultz’s revival of Starbucks is highlighted as a model of symbolic leadership, reconnecting employees and customers to the company’s heritage.
• Sustaining organizational soul: Symbolic leadership helps organizations develop a deep identity and sense of mission.

What is the "curse of cluelessness" in How Great Leaders Think by Lee G. Bolman, and how can leaders avoid it?

• Definition: The curse of cluelessness refers to smart leaders failing because they misread situations and persist in ineffective actions.
• Real-world examples: The book contrasts Ron Johnson’s failure at JCPenney with Lou Gerstner’s success at IBM to illustrate this concept.
• Solution through reframing: Developing reframing skills and multiframe thinking helps leaders see what’s really going on and avoid cognitive ruts.
• Continuous learning: Leaders must remain open to feedback and willing to shift perspectives to overcome cluelessness.

How does How Great Leaders Think by Lee G. Bolman address building and sustaining great teams?

• Soulful teams concept: Successful teams share a deep spirit or soul, nurtured through shared culture, rituals, and stories.
• Leadership roles in teams: Leaders build great teams by managing membership rituals, encouraging diverse contributions, and sustaining symbolic activities.
• Case study: The Data General Eagle Group’s success is attributed to leadership diversity, humor, and informal cultural players who fostered cohesion.
• Beyond skills and structure: Team spirit and shared identity are as important as technical skills and formal roles.

What political skills does How Great Leaders Think by Lee G. Bolman say leaders need to succeed?

• Agenda setting: Leaders must clarify their goals and develop strategies that balance competing interests.
• Political mapping: Understanding key players, their power, and interests is essential for navigating organizational politics.
• Networking and negotiation: Building coalitions, persuading stakeholders, and bargaining effectively are crucial skills.
• Case study: Anne Mulcahy’s turnaround of Xerox demonstrates the importance of political acumen in leadership.

What ethical perspectives and leadership values are discussed in How Great Leaders Think by Lee G. Bolman?

• Four-frame ethics: Each frame embodies a core ethical value—structural (excellence), human resource (caring), political (justice), and symbolic (faith).
• Case studies of ethics: The book contrasts ethical leadership at Johnson & Johnson and Medtronic with lapses at JCPenney.
• Soul and spirit in organizations: Ethical leadership requires clarity of values and courage to act on them, fostering organizations with deep identity and purpose.
• Building ethical organizations: Leaders contribute these gifts to create meaningful, just, and sustainable organizations.

How do stories and worldviews shape leadership in How Great Leaders Think by Lee G. Bolman?

• Leader’s worldview: Leaders’ thinking is shaped by their concepts, beliefs, values, and self-image, influencing how they interpret situations.
• Interplay of stories: Personal stories interact with organizational narratives, shaping shared vision and guiding collective action.
• Examples of storytelling: Alan Mulally’s “One Ford” story and Lou Gerstner’s use of IBM’s history illustrate the power of storytelling in leadership.
• Risks of poor storytelling: Ineffective or mismatched stories, as seen with Ron Johnson at JCPenney, can lead to leadership failure.

What are the best quotes from How Great Leaders Think by Lee G. Bolman and what do they mean?

• “Good thinking is the starting point for good leadership.” This highlights the book’s core message that effective leadership begins with how leaders perceive and interpret situations.
• “If you only have a hammer, every problem looks like a nail.” This quote underscores the danger of relying on a single frame or perspective.
• “Organizations are not machines; they are temples, jungles, and families.” Bolman uses this metaphor to illustrate the four frames and the complexity of organizational life.
• “The soul of leadership is the courage to reframe.” This emphasizes the importance of adaptability and perspective-shifting in successful leadership.