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In summary, it can be seen that leadership is fundamentally situated in both context and relationship. As Gardner 1989 asserted, leaders are not independent actors,
since they both shape and are shaped by their constituents. Likewise, according to Murphy 1985, leadership is not simply about what a leader does but what occurs in a
relationship.
C. The Overview of Multiframe Leadership Theory
This study focused on the Bolman and Deal 2003 leadership theories in which they condensed and defined existing organizational theories into a four-frame perspective
consisting of a structural frame, human resource frame, political frame and symbolic frame. Bolman and Deal 2003 observed that leaders basically view organizational
experiences based on leadership styles or frames. Thus, Bolman and Deal 2003 developed several aspects of these theories and produced their leadership frame
theory in which they identified four specific leadership style categories. These leadership frames are detailed below.
1. The Structural Frame
According to Bolman and Deal 2003, the assumptions of structural frame reflect a belief in rationality and a faith that the right formal arrangements minimize problems
and maximize performance. In addition, they formulated six assumption underlying the structural frame which are:
1 Organizations exist to achieve established goals and objectives; 2 Organizations increase efficiency and enhance performance through
specialization and a clear division of labor; 3 Appropriate forms of coordination and control ensure that diverse efforts of individuals and units
mesh; 4 Organizations work best when rationality prevails over personal preferences and extraneous pressures; 5 Structures must be designed to fit an
organization s circumstances, including goals, technology, workforce and environment; and 6 Problems and performance gaps arise from structural
deficiencies and can be remedied through analysis and restructuring p. 45.
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In general, structural leaders define and set clear goals and directions, assign specific roles for their constituents and coordinate specific activities with specific policies,
procedures and chains of command. They emphasize rationality, efficiency, structure, and policies. As a result, the structural leader tries to align the internal processes of
the organization to the external environment, while dealing with organizational dilemmas. Furthermore, structural leaders value analysis and data, keep their eye on
the bottom line and hold people accountable for results Bolman Deal, 1991; 2003.
2. The Human Resource Frame.
In any context and situation, organizations can be alienating and frustrating. Globalization and the growth in size and power of modern institutions require a
sensitive understanding of people and their symbiotic relationship with organizations Barstow Bergman, 2003 cited in Bolman Deal, 2003. The human resource frame
is built on core assumptions that organizations exist to serve human needs rather than the reverse, and, the relationship of people and organizations must be built in a
mutual way Bolman Deal, 2003. In summary, the human resource frame focuses on the needs and interactions of
people or between the individual and organizational needs. Human resource leaders or leaders who work within the human resource frame, value the feelings and
relationships of people, assume the organization must meet basic human needs, and seek to lead through facilitation and empowerment Bolman Deal, 2003.
One task of leadership in the human resource frame, according to Katzenbach and Smith 1993, is to help groups develop a shared sense of direction and commitment
p.17. Furthermore, they found that a key characteristic of high performance teams was mutual accountability, fostered when leaders shared in the work and all the team
members shared in leadership. Bolman and Deal 2003 also strongly argued that leadership, whether shared or individual, plays a critical role in group effectiveness
and individual satisfaction. They contended that effective leaders help members communicate and work together as a solid team. Less effective leaders, it is argued,
always try to dominate and get their own ideas accepted.
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3. The Political Frame.
