Reframing Organizations: Artistry, Choice, and Leadership
Bolman, L. G., & Deal, T. E. (2017). (6th ed.). Newark: John Wiley & Sons, Incorporated.
Reframing Organizations provides time-tested guidance for more effective organizational leadership. Rooted in decades of social science research across multiple disciplines, Bolman and Deal’s four-frame model has continued to evolve since its conception over 25 years ago; this new sixth edition has been updated to include coverage of cross-sector collaboration, generational differences, virtual environments, globalization, sustainability, and communication across cultures. These recent revisions reflect the intersection of reader recommendations and the current leadership environment, resulting in a renewed practicality and even greater alignment with everyday application.
Bolman and Deal’s four-frame model has withstood the test of time because it offers an accessible, compact, and powerful set of ideas for navigating complexity and turbulence. In today’s business climate, leadership trends come and go; today’s flash in the pan is tomorrow’s obsolete strategy, but a leadership framework built on a solid foundation will serve your organization well no matter what the future holds. Reframing Organizations provides clear guidance and up-to-date insight for anyone facing the challenges of contemporary leadership.
How Great Leaders Think: The Art of Reframing
Bolman, L. G., & Deal, T. E. (2014). San Francisco: Jossey-Bass, A Wiley Brand.
How Great Leaders Think: the Art of Reframing uses compelling, contemporary examples to show how more complex thinking is the key to better leadership. Leaders who understand what’s going on around them see what they need to do to achieve the results they want. Bolman and Deal’s influential four-frame model of leadership and organizations – developed in their bestselling book, Reframing Organizations: Artistry Choice and Leadership offers leaders an accessible guide for understanding four major aspects of organizational life: structure, people, politics, and culture.
Tapping into the complexity enables leaders to decode the messy world in which they live, see more options, tell better stories, and find strategies that are more effective. Case examples of leaders like Jeff Bezos at Amazon, Howard Schultz at Starbucks, Tony Hsieh at Zappos, Ursula Burns at Xerox, and the late Steve Jobs at Apple provide concrete lessons that readers can put to use in their own leadership
Leading with Soul: An Uncommon Journey of Spirit
Bolman, L. G., & Deal, T. E. (2011). (3rd ed.). Jossey Bass.
Leading with Soul has inspired thousands of readers since its publication more than a decade ago. Far ahead of its time, the book illuminated the deeply personal journey to leadership. Now, in this new and revised edition, the authors update a timeless spiritual message in the light of the turmoil of recent years including recession, the spread of global terrorism, and ethics scandals, as well as new insights from the literature of spirituality and work.
This completely revised story of an executive and his quest for deeper meaning continues to point the way to a more fulfilling work experience.
Corporate Cultures: The Rites and Rituals of Corporate Life
Deal, T. E., & Kennedy, A. A. (2002). New York: Basic Books.
Business experts everywhere have been finding that corporations run not only on numbers, but on culture. In this revised and updated 2000 edition of Corporate Cultures, organization consultants Terrence Deal and Allan Kennedy probe the conference rooms and corridors of corporate America to discover the key to business excellence. They find that the health of the bottom line is not ultimately guaranteed by attention to the rational aspects of managing-financial planning, personnel policies, cost controls, and the like. What’s more important to long-term prosperity is the company’s culture-the inner values, rites, rituals, and heroes-that strongly influence its success, from top management to the secretarial pool. For junior and senior managers alike, Deal and Kennedy offer explicit guidelines for diagnosing the state of one’s own corporate culture and for using the power of culture to wield significant influence on how business gets done.
