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Literature review: Four Frame Model

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Introduction

The four-frame model

Four-frame model is a model describing the frames through which people perceive their world as identified by Lee Bolman and Terrence Deal. The frames identified by the two are structural, human resources, political and symbolic, each of which comes with varying concepts, metaphors, and values. Accordingly, leaders show their behaviors in any of the named frameworks (Bolman & Deal, 2013). 

In the structural framework, the leaders focus on structure, environment, strategy, experimentation, adaptation and implementation. A leader is said to be effective when he or she is a social architect and his or her style is analyzed and designed. On the other hand, a leader is said to be ineffective when he or she a tyrant and his or her style is details. In the human resource framework, the leader believes in his or her subjects and communicates their belief. That is to say that the subjects are responsible for empowerment, increase of participation, support and sharing of information. In this case, an effective leader is one whose style is empowerment, advocacy and support. An ineffective leader is one whose style is mainly fraud and pushover.

In the political framework, the leaders clarify what they want. They build a link between their subject and other stakeholders, they deplore persuasion in the initial stage but can uses coercion if need be. An effective leader is one whose style is coalition and team building. An ineffective one leads by manipulation. In the symbolic framework, a leader views the organization to be a theater where certain roles are to be played and symbols are used to attract attention. An effective situation is characterized by a leader who is prophetic and inspires the subjects. An ineffective situation is characterized by a leadership style of smoke and mirrors.

Purpose of the literature review

The purpose of the literature review is to clearly define and help the reader to understand the leadership model which was proposed by Bolman and Deal. Comparison of the various article and their information concerning the model highlight the features of the model in details. The review analyses the various articles to describe the key themes that emerge in the articles. The review also summarizes the similarities and the differences of the various authors in regard to the presented themes. Finally, the review explains the importance of applying the model and its impact in management and leadership.

Analysis of the articles and description of the key themes that emerge across the articles

The Paradox of Meritocracy in Organizations

The article titled “The Paradox of Meritocracy in Organizations” authored by Castilla and Benard explains the paradox of meritrocracty; just as the title implies, in organizations (Castilla & Benard, 2010). Accordingly studies were carried out to understand the cultures of organizations. Over the years, since the term meritocracy was popularized, there have been arguments that an organization with a culture of meritocracy ironically exhibits bias in favor of men over women. Women of equal qualification as their male counterparts are unfairly rewarded for their performance. The article assesses the argument through the various studies that are well explained. According to the article, the main finding in the three studies was that when an organization is presented as meritocratic, the individuals in the managerial position of the organization favor male employees over equally qualified female employees. The male employees are given larger monetary rewards than their female counterparts.

From the three experiments that were carried out, 445 participants with experience in management were asked for their opinions concerning promotion bonus and termination. The gender of the employees under evaluation was manipulated. The employees were also asked whether the core values of the company upheld meritocracy in its evaluations. There was a demonstration that the pursuit of real meritocracy at the workplace would be difficult than it appears. There also may be unrealized risks behind certain firm’s efforts used to reward merit. The article concludes with discussions of the possible mechanisms that may be the cause of the paradox of meritocracy.

Organizational culture and its impact on organizational commitment in public and private organizations

The other article authored by Padma and Nair is titled “organizational culture and its impact on organizational commitment in public and private organizations”. The article explains a study that was carried out to find out the organizational culture and its impact on organizational commitment. According to the article, the study involved collection of data from a sample of 100 employees (Padma & Nair, 2009). The Organizational Culture Assessment Instrument (OCAI) and the Organizational Commitment Questionnaire (OCQ) were used to collect data. To identify the dominant organizational culture and organizational commitment, a t-test was done. Thereafter, multiple regressions were performed so as to find out the impact of the organizational culture on the organizational commitment. Accordingly, the findings were that there is a better understanding of the impact of different types of culture on different types of commitment. The authors implied that organizations should create a culture which will make the employees increase their commitment.

Trust and leadership: Learning culture in organizations

The other article is titled “Trust and leadership: Learning culture in organizations”. The article authored by Duden basically examines the difference that is existent between leaders and managers. In the article, the employees must trust the ability of their leaders (Duden, 2011). The leaders are viewed as individuals with a high level of maturity and integrity. They are thought of as the tool that links them to the future. The leaders help the employees to achieve their long term organizational goals. The other difference as per the article is that, leaders exhibit powerful skills in the organizational and in their areas of management.

Other articles

The article titled “factors that promote effective risk management at universities classified by the Carnegie system as Doctoral/Research Universities-Extensive” was authored by Eick. The article entails a study which examines the factors at universities that promote effective risk management (Eick, 2003).  The approach of the study is based on Bolman and Deals organizational Analysis theory. Accordingly, the competent leaders in risk management are the ones who have knowledge, skills and those who are able to build teams.

Another article which brings out the four frame leadership model is the one authored by Becker. The article titled “implementing technology in higher education: The leadership role and perspectives of the chief information officer”, brings out the roles that the chief information officer should play. Accordingly for the leader to succeed in the implantation of technology in higher education there has to be an exhibition of the successful situations of the four frame model. A combination of the various frameworks is at times necessary as one framework alone may at times fail to work (Becker, 1999).

The other article that brings out the four frame approach to leadership is the one authored by Crist. The article titled “A study of the relationship of the job satisfaction of chief academic officers of institutions of higher education and the perceived leadership style of the institution’s president” is yet an analysis of a research influenced by Bolman and Deal’s four frames. According to the article the reward has an effect on the effectiveness of a leader. The various academic departments play an important role in the success of higher learning institutions and the success for the departments determines the effectiveness of the leader (Crist, 1999). 

The article titled “Gender, leadership Orientation and Effectiveness: Testing the Theoretical Models of Bolman and Deal and Quinn” is an examination of a test influenced by the Bolman and Deal model. In the study, the findings suggest that the differences in the perceived effectiveness of educational leaders in the various leadership categories are equal in both male and female. Despite the stereotypical connotations, male and female leaders were equal in their effectiveness.

Synthesis of the material and summary of patterns of similarities and differences on regard to how the authors have presented each theme

All the materials discussed are an explanation of studies done basing on the four frame model. The methods and results of the findings were dissimilar but all were based in the categories of leaders proposed by Bolman and Deal. The leadership themes have been greatly highlighted. The organizational cultures to be enhanced by effective leaders are questioned. The authors have succeeded in the presentation of the theme and have successfully triggered further research concerning the theme.

Conclusion

From the analysis of the articles, the four-frame model is of great importance to organizations and the entire management fraternity. The four-frame model is useful to the management and leadership in that it brings out the various categories of leaders thereby giving an idea to the management on how to best choose leaders and how to lead organizations to achieve the organizational goal effectively and efficiently. From understanding the model, the management has the chance of applying the lessons learnt and increasing efficiency and effectiveness in their leadership.

References

Becker, N. J.  (1999) Implementing technology in higher education: The leadership role and perspectives of the chief information officer.  Columbia University Digital Commons. http://digitalcommons.libraries.columbia.edu/dissertations/

Bolman, L. G., & Deal, T. E. (2013). Reframing organizations: Artistry, choice, and leadership.

Castilla, E. J., & Benard, S. (2010). The paradox of meritocracy in organizations.Administrative Science Quarterly, 55(4), 543–576.

Crist, B. E. (1999). A study of the relationship of the job satisfaction of chief academic officers of institutions of higher education and the perceived leadership style of the institution's president. Ed. D. thesis. West Virginia University. Retrieved July 24, 2008, fromhttp://etd.wvu.edu/templates/showETD.cfm?recnum=775

Duden, A. (2011). Trust and leadership: Learning culture in organizations. International Journal of Management Cases, 13(4), 218–223.

Eick, C. L. M. (2003). Factors that promote effective risk management at universities classified by the Carnegie system as Doctoral/Research universities. Ed.D. thesis. Auburn University. Retrieved July 22, 2008, from http://proquest.umi.com/pqdweb?did=766056541&Fmt=7&clientId=65345&RQT=309&VName=PQD

Padma, R. N., & Nair, V. (2009). Organizational culture and its impact on organizational commitment in public and private organizations. Global Management Review, 4(1), 32–39.

Thompson, M. “Gender, Leadership Orientation, and Effectiveness: Testing the Theoretical Models of Bolman and Deal and Quinn.”