Before we begin the Module 1 SLP, two very important and related points should be emphasized, as they are fundamental to an understanding of the Module 1 SLP:   

  All four frames can be used to assess any given organization, because all organizations have structural, human resources, political, and symbolic characteristics; and   Different leaders use lenses – or frames – through which they view their organizations. Certain leaders will tend to use one frame predominantly, while others tend to be more balanced, choosing one of the frames depending on the circumstances. The important point here is that there is no “right” frame through which a leader should or must view any given organization or any particular set of organizational circumstances. At the same time, it is helpful for a leader to understand which frame (or frames) he/she is actively using. It is also critical that leaders be aware that there are four frames – not one – and that the use of others may be beneficial to effective sensemaking as well (importantly, this helps leaders to better avoid organizational “blind spots”).

 

 Assignment  The Module 1 SLP requires that you write a 3- to 4-page paper, in which you address the following:     After you briefly describe the organization in which you presently work (ARMY) – apply the Structural Frame to the organization, analyzing the effectiveness of two or three structural characteristics you have identified.      

 

Keys to the Assignment  The key aspects of this assignment that should be covered in your paper include the following (note there are two parts to this SLP):

 

    Part 1:    In a minimum of two pages:    Briefly describe your organization – name, what it does, size (number of employees, annual revenue, relative market share, etc.);  Describe the organizational design of your chosen organization. Is it effective? Why or why not?  Choose 2 or 3 structural characteristics of your organization (e.g., strategic planning process, goals, objectives, policies, procedures, rules, budgets and other allocation of resources, etc.); and  Discuss the relative effectiveness of the structural characteristics you have identified. If you were CEO of your company, what (if anything) might you do differently? Why would you make any changes you suggest?  

 

Part 2:    Complete the Leadership Orientations Questionnaire,

 

This questionnaire asks you to describe yourself as a manager and leader. For each item, give the

number “4” to the phrase that best describes you, “3” to the item that is next best, and on down to “1” for

the item that is least like you.

1. My strongest skills are:

__3___ a. Analytic skills

___4__ b. Interpersonal skills

___1__ c. Political skills

___2__ d. Flair for drama

2. The best way to describe me is:

__3___ a. Technical expert

___4__ b. Good listener

___1__ c. Skilled negotiator

___2__ d. Inspirational leader

3. What has helped me the most to be successful is my ability to:

___2__ a. Make good decisions

__4___ b. Coach and develop people

___1__ c. Build strong alliances and a power base

___3__ d. Inspire and excite others

4. What people are most likely to notice about me is my:

 

___2__ a. Attention to detail

__4___ b. Concern for people

___3__ c. Ability to succeed, in the face of conflict and opposition

___1__ d. Charisma.

5. My most important leadership trait is:

___3__ a. Clear, logical thinking

___4__ b. Caring and support for others

__2___ c. Toughness and aggressiveness

___1__ d. Imagination and creativity

6. I am best described as:

__3___ a. An analyst

__4___ b. A humanist

__1___ c. A politician

___2__ d. A visionary

 

Computing Scores:  Compute your scores as follows:  

 

ST = 1a + 2a + 3a + 4a + 5a + 6a 

 HR = 1b + 2b + 3b + 4b + 5b + 6b 

 PL = 1c + 2c + 3c + 4c + 5c + 6c 

 SY = 1d + 2d + 3d + 4d + 5d + 6d

 

 

_____ST _____HR _____PL _____SY _____Total

 

 

 

Interpreting Scores

 1. Structural leaders emphasize rationality, analysis, logic, facts and data. They are likely to believe strongly in the importance of clear structure and well-developed management systems. A good leader is someone who thinks clearly, makes the right decisions, has good analytic skills, and can design structures and systems that get the job done.

 2. Human resource leaders emphasize the importance of people. They endorse the view that the central task of management is to develop a good fit between people and organizations. They believe in the importance of coaching, participation, motivation, teamwork and good interpersonal relations. A good leader is a facilitator and participative manager who supports and empowers others.

 3. Political leaders believe that managers and leaders live in a world of conflict and scarce resources. The central task of management is to mobilize the resources needed to advocate and fight for the unit’s or the organization’s goals and objectives. Political leaders emphasize the importance of building a power base: allies, networks, coalitions. A good leader is an advocate and negotiator who understands politics and is comfortable with conflict.

 4. Symbolic leaders believe that the essential task of management is to provide vision and inspiration. They rely on personal charisma and a flair for drama to get people excited and committed to the organizational mission. A good leader is a prophet and visionary, who uses symbols, tells stories and frames experience in ways that give people hope and meaning.

 

 

 In a minimum of two pages:  Report your scores for each of the Four Frames.  After you have completed an in-depth self-assessment of your scores, discuss how your scores inform your personal leadership style. 

 

For instance, what do your scores (high and low) collectively suggest about your leadership tendencies and about the ways in which you personally make sense of organizational events?Might your low scores indicate areas in which you may have leadership “blind spots”?