So, we're up to the last video in Section three, I'm gonna introduce a different type of leadership style that doesn't kind of fit neatly into the three categories we've already looked at before the personality behavior, one, the situational one, and the action centered one. And it's called adaptive leadership style. And it uses slightly different way of thinking about it. But I think you'll find it very helpful. And later on, there's a quiz, will you be able to actually see how well you've been able to use these four different frames to be able to help you around understanding what leadership style you can use as an adaptive leader? So it starts with the structural frame and the visual metaphor to think about is, you know, what would my style be in an appropriate way in a factory setting?
So how do I organize teams and groups in such a way that I can get the results that I need to have It's about having a good attention to detail and processes. And as it refers to structures to get things done that. So that's the upside, of course is that you, you know, pay good attention to detail you get things done. On the flip side, people who are leaders who are too focused in terms of attention to detail can become over controlling, they don't know how to delegate, they don't know how to get their team to actually undertake. So be aware of that. And like that conscientiousness issue I raised earlier, you need to actually balance getting into the detail, but not such a way that it disempowers your team and prevents the results.
So you're starting to achieve the second frame that is the human resource one. And again, the metaphor the visual representation of that is to think about happy families. And so with a happy family type of approach really is a human resource frame, trying to think about how do I start satisfy the human needs within the organization. Now, what can I do to improve interpersonal relationships within the environment that I'm working on because they are key to success in particular situations. It's about staff empowerment, staff support the things we've talked about. It's something like earlier and of course, the downside because always it has one of these things can be too much to focus on being too caring and to share and, and not being results oriented enough.
So while it's Great and Holy advocate using the human resource frame as much as possible, you need to be aware that occasionally it can go a step too far. And there's quite a bit of research out there to show that teams that adopt certain environments find that that happens and is counterproductive. The third frame an adaptive leadership style, approach is the political front wheel, where you use someone uses their political mouse to be able to deal with conflict, to build coalitions to, you know, use their influence to actually achieve the kind of outcomes to organizations looking for, for needs. Great, you know, we need to have a student political leaders to actually get our way through some of the challenging situations we find ourselves in, in organizations. The downside to a political frame, you know, on the jungle frame, survival of the fittest in the jungle kind of an environment is the visual way to think about the political frame is that political leaders can be overly manipulative, and therefore untrustworthy.
So they basically do whatever they need to do to get things done. And there's a cost to that obviously, through that manipulative and devious behavior. And then the final frame is the symbolic one And this one's actually got two visuals to think about, if you like sort of a theater type of an environment or perhaps a more sort of religious connotations with the temple, but basically, it's about the symbolism, the culture, the the unspoken, if you like things that, that you can do to help create an environment that as a leader, is conducive for people wanting to, to stay and be productive. So how to how do I actually as a leader, create meaning and purpose for the people that are working with me? So it can be very motivational, very inspirational. It's about having a vision, all the things.
We talked about some of these things earlier, authentic leader, empowering leader and the organic leader, how do we actually bring that symbolic frame in as part of our approach to leadership? The downside is that you can't back it out. If it's more stylish, In substance, then it will tend to fall over in a screaming heap at some stage. So, if you're going to adopt a symbolic frame, in certain situations where it's appropriate, make sure you can back it up and not just talk about it in ways that people go. That's all very nice, but it doesn't actually work in substance. So that's it.
We've now finished the third section, and shortly we'll be you'll be able to go to the fourth section, we look at the differences between managing and leading, but in the meantime, I look forward to spend a few minutes just debriefing on this and see you again, surely