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n policy/ program implementation and concluded that multi-frame leadership has a positive link with effective adoption of change by the target users. The composite results of these studies provide a substantial empirical support for mutiframe leadership

In sum, leadership has been studied extensively and the volume of published work is huge and massive. Research on leadership has evolved from a primary focus on traits and skills of a leader to a complex view that recognizes the importance of situation, the follower and their interaction and the way in which individuals perceive and interpret information. This linkage provides a powerful insight into the complexity of the leadership process and underpins the Bolman and Deal model of leadership.

Multiframe Leadership and Effectiveness

This model emphasize that examining issues from a number of different perspectives is the key to effectiveness. Effective management views issues from the human, structural, political, and symbolic ramifications of policies and decisions. Bolman and Deal believe each orientation influences a person's perception of his workplace, thus functioning as a lens through which a person sees things. Managers and administrators like all individuals, see the world through a unique lens. Through their lenses, these managerial leaders filter information and find patterns in the complex situations they confront. Bolman and Deal's research (1984, 1992a, & 1992b, 1997, 2003) did not outline specific characteristics of effective individuals, but found that examining issues from a number of different perspectives was the key to effectiveness. If managers view issues from human, structural, political, and symbolic perspectives, then decisions are formed in a more equalized manner.

Bolman and Deal argue that each orientation can be coherent, focused, and powerful; the full array is more comprehensive than any single orientation. Reframing is a conscious effort to size up a situation from multiple angles or view the situation from a different orientation. In times of crisis or overload one tends to feel confused or overwhelmed if one can not reorientate. Sometimes mangers are trapped in the wrong orientation; they are immobilized or plunge recklessly into a misguided action. To avoid these common traps, managers often need to shift their orientations of reference. (Bolman & Deal, 1995, p. 3)

Researchers who have used the Bolman and Deal model have suggested that managerial leaders use these four frames to solve problems, interpret events, and act upon them (Bensimon, 1989). Studies have also revealed that in today's complex organizations, administrators and managers approach organizational problems with one frame. However, effective leaders use more than one frame to analyze and make clear judgments (Bensimon, 1989; Bolman & Deal, 1991b; Mosser, 2000). Bolman and Deal (1984) and Bensimon (1989) suggested that organizations have multiple realities and managers need multiple lenses or perspectives to deal with problems. Managers should be able to examine problems from different perspectives (Lombard, 1971). Leaders who use several frames are likely to be more flexible in dealing with different administrative ta本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。