‘STRUCTURAL LEADERS: emphasize rationalty, analysé, logic, facts, and deta. ‘They are likely to believe strongly n the importance of clear structure and welldeveloned ‘management systems. A good leader in the structural leader's view is someone who thinks leary, makes the right decisions, has good analytic skils, and can design structures and systems that get the job done. rie MN H/§/81V RESOURCE LEADERS: emphasze the importance of people. They ‘endorse the view that the central task of management isto develop 2 good fit between people and organtations. They believe in the importance oF coaching, particpaton, motivation, ‘teamwork, and cood interpersonal relations. A good leader in the view of a human resource leader isa facitator and participative manager who supports and empowers others. POLITICAL LEADERS: believe that managers and leaders ve in a warid of conflict and scarce resources. The central task of management is to mobilze the resources needed to advocate and fight for the unit's or the organization's goals and objectives. Political leaders ‘emphasze the importance of bulking a power base: alles, networks, coaltions. A good leader to 2 poltical leader means an advocate and negotiator who understands poltics and is comfortable with conflict. © ‘SYMBOLIC LEADERS: believe that the essential task of management isto provide vision and inspiration. They rely on personal charisma and 2 flair for drama to get people excited ‘and committed to the organzational missions. A good lsaderin their view isa prophet and visionary, who uses symbols, tels stores, and frames experience in ways that gve people hope ‘and meaning.‘Your Scores Your raw scores for each of the four frames, on a scale from 6 to 24, are: Structural: 8 ‘Your Percentile Scores Your raw scares alone do not provide a fullpicture of your leadership orientations in relation to other leaders’. Most leaders rate themselves considarably hicher on the human resources and structucl frames than the politcal and symbolc frames. Peradoxicaly, Bolman and Deal have ound that the poltical and symbolic frames, which may puzzle or even repel many, are actualy more citical for effectve leadershb. To get a more accurate picture of your frames orientation, determine your percentile renkngs using the table below, which is based on a sample of more than 700 managers in business, education, and government. Locate each of your four scores in the approprate frame column and then look at the Percentie column to s2e the percentile range for that frame score,Percentile) structural | HR Score | political | symbolic Score score Score so-rco | 22-24 24 16-24 21-24 so-so 20,21 22, 23 14,15 18:20 70-79" 18.19 at 13 7 60-¢oth 7 20 12 16 so-sotm 16,16 19 1" 14,15 40-agt 14 18 10 18 30-20!" 13 W 9 2 20-200 11,12 15,16 8 " 10-10!" 9,10 13,14 7 9.10 agh 68 612 6 68 What Your Scores Mean Look at your highest score, focusing particularly on your percentile scores — this is tkely your primary leadership orientation, the way you instinctively thnk about and approach leadershb. If you have same high scores (above the 75th percentile for example) and some low scores (below the 25th percentie), your results suggest that you have distinct preferences for some frames over others. On the other hand, if your scores are simar (all your scores are fairy cose to the S0th percentile), you have a more balanced orientation that doesi’t lean strongly toward any one of the four approaches.