The strategic leadership challenge faced by the Security Operations Management Team (SOMT) revolves around the low completion rate of daily job duties. This failure to complete critical tasks, such as team and individual check-ins, attendance reviews, assigned projects, labor and time recording, and others, undermines operational efficiency, employee performance, and team morale. There are a variety of interrelated factors contributing to this issue including vague task responsibilities, unclear and conflicting priorities, heavy workloads, lack of accountability, and the absence of repercussions for non-performance. This problem not only hampers day-to-day operations but also leads to long-term consequences such as communication breakdowns, unmet goals, lower team morale, and regulatory compliance risks.
Examining this challenge through the many lenses given to us in Bolman and Deals’ (2017) Four-Frame Model helps assess the situation through four distinct yet complementary perspectives: Structural, Human Resource, Political, and Cultural. By applying these frames to the issue at hand, the deeper dynamics of the problem and the ability to formulate strategies for its resolution will emerge.
The structural frame focuses on the formal aspects of the organization: roles, responsibilities, rules, procedures, and workflows. In this case, the low completion rate of daily tasks can be traced to poorly defined roles and responsibilities within the SOMT. Mangers are unclear about their specific duties, and there is a lack of clear expectations for daily performance. Without well-established processes or standards, the team struggles to coordinate effectively, and tasks remain incomplete.
In terms of structure, this issue points to unclear lines of authority, ambiguous job descriptions, and an absence of performance metrics to track and measure completion, Additionally, the constant addition of new assignments by senior leaders -without recalibrating existing expectations- adds to the confusion and leads to task overload.
From a structural perspective, these issues result in significant inefficiencies within the team, which ultimately trickles down to the broader organization. Missing or incomplete tasks disrupt operational processes, lead to missed deadlines, and create bottlenecks in team workflows. This causes delays in key deliverables, which negatively affects the department’s productivity, contributes to lower team morale and weakens the relationship between managers and employees.
Role Theory: This theory suggests role ambiguity is a key factor in job dissatisfaction and poor performance. When team members (in this case managers) are unclear about their roles, they are less likely to perform effectively or efficiently (Kahn et al., 1964).
Principles of Job Specialization: When roles are not specialized or defined clearly, team members may struggle to manage their tasks. The complexity and volume of their assignments become overwhelming, leading to lower performance (Fayol, 1949).
To address the structural issues, the SOMT could:
1. Clarify Roles and Responsibilities – Establish specific job descriptions with clear, measurable responsibilities, ensuring each manager understands and fully accepts exactly what is expected of them.
2. Implement Task Prioritization – Use project management tools to prioritize tasks and deadlines, assuring critical tasks are completed on time.
3. Review Workload Distribution – Evaluate whether the volume of work is distributed fairly and if managers are overburdened with unrealistic expectations.
The human resources frame emphasizes the alignment between the organization’s needs and the individual’s capabilities. In this case, the SOMT managers might not be equipped with the necessary skills, resources, or motivation to complete their daily tasks. There may be a lack of sufficient training, clarity of performance expectation, and inadequate support systems for managers to effectively carry out their duties. Additionally, managers might feel demotivated due to their unclear expectations, inability to manage heavy workloads, and fear of speaking out -asking for help- and being seen as weak or lesser than. This sense of frustration may be contributing to their disengagement from the task at hand.
The lack of motivation and engagement among managers leads to poor job performance, as they may feel disconnected from their work as well as the department and organization’s goals. Unclear expectations and the absence of proper resources creates a sense of helplessness, which results in incomplete tasks and misalignment of individual actions and team goals. As a result, overall team morale and individual job satisfaction suffer.
Maslow’s Hierarchy of Needs: According to Maslow (1943), people are motivated to fulfill their basic needs first (e.g., security, clarity, and support) before they can focus on higher-order needs like self-actualization and professional achievement. If the SOMT managers’ basic needs are not met, they will continue to struggle to perform at their best.
Herzberg’s Two-Factor Theory: Herzberg (1959) argues that job dissatisfaction arises from such factors as unclear expectations and inadequate resources. Improving these factors will lead to greater satisfaction and motivation to complete tasks.
To address the human resource aspects of the problem, the SOMT could:
1. Provide Clear Communication and Support – Improving communication channels so managers receive clear, consistent feedback and guidance with regular, structured check-ins -rather than free flowing conversations that skirt issues- with senior managers can ensure expectations are aligned.
2. Invest in Training and Development – Provide relevant training to help managers develop better time management, leadership, and task prioritization skills.
3. Foster a Supportive Work Environment – Establish a system in which managers feel supported and have the resources they need to succeed, reducing burnout and increasing engagement. Further, open the door to allowing for grace, and when one manager asks for assistance, find ways in which to come together to provide the help without fear of ridicule.
The political frame focuses on the power dynamics, conflicts, and resource distribution within an organization. In the SOMT, the low task completion issue could stem from the unclear allocation of power and the political maneuvering of senior leaders who add new tasks without properly considering existing workloads. Senior managers may make decisions based on their priorities, without consulting SOMT managers or considering the practical implications on day-to-day operation. Moreover, there may be a lack of accountability structures preventing managers from being held responsible for missed tasks, contributing to a culture of complacency and a belief that “someone else will take care of it.”
The political undercurrents create a toxic environment of unclear expectations, lack of transparency, and a “blame game.” Managers may also feel the given workloads are not fairly distributed of they are being set up for failure, resulting in decreased morale and disengagement.
Resource Dependence Theory: This theory suggests organizations are dependent on external and internal resources (time, manpower, support, etc.). If these resources are not equitably distributed or if there is an imbalance in power, certain groups -like that of the SOMT- may fail to meet expectations (Pfeffer & Salancik, 1978).
Power and Politics Theory: In organizations with unclear power structures, decision-making may be influenced by political maneuvering. This can lead to dysfunctional behaviors such as task overloading or lack of accountability (Mintzberg, 1983).
To address political issues, the SOMT could:
1. Establish Clear Accountability Structures – Creating transparent performance metrics and holding managers accountable for failing to meet task responsibility could encourage many to perform more effectively. Additionally, regular assessments to address workload imbalance would assure fairness.
2. Foster Cross-Level Communication – Promote dialogues between senior management and SOMT managers to clarify expectations and provide a platform for expressing concerns. Safeguard those who wish to speak freely (within reason) against punitive measures and ostracism.
3. Empower Managers – Empower the SOMT managers by involving them in the decision-making processes that directly affect their work, and by creating an environment that allows for mutual respect and collaboration.
The Cultural frame looks at the shared values, norms, and beliefs within the organization. In the SOMT, the failure to complete daily tasks may reflect a broader cultural issue, where task completion and accountability are not valued as highly as they should be. If the organizational culture tolerates missed deadlines, unclear expectations, or inadequate performance, this behavior will perpetuate. Managers may be experiencing a lack of organizational or departmental pride; there may be a lack of connection to the broader mission or values of the organization. Additionally, if the leadership style is laissez-faire or does not reinforce high standards of performance, this may lead to a culture of mediocrity.
A weak organizational culture undermines cohesion and collaboration. When team members do not share common values or commitment to the organization’s mission, tasks will be neglected, and goals will be missed. The absence of accountability leads to a disengaged workforce, and the culture of non-performance becomes ingrained.
Schein’s Organizational Culture Model: According to Schein (2010), organizational culture consists of shared assumptions, values, and artifacts that influence behavior. If the culture does not prioritize performance, it will directly affect task completion.
Competing Values Framework: This framework highlights the role of cultural values in shaping behavior within an organization. If the dominant culture values flexibility or personal autonomy over performance, task completion will suffer (Cameron & Quinn, 2006).
To address cultural issues, the SOMT could:
1. Reinforce Organizational Values – Reestablish a strong culture of accountability and performance through regular training, leadership communication, and employee engagement initiatives.
2. Lead by Example – Senior Leaders should model the behaviors they expect from managers, consistently reinforcing high standards for task completion and accountability.
3. Celebrate Successes – Recognize and reward managers who consistently complete their tasks, creating positive feedback loops that encourage others to follow suit.
The low completion rate of daily job duties within the SOMT is a multifaceted issue requiring strategic interventions across multiple organizational dimensions. By leveraging Bolman and Deal’s Four Frame Model, the structural, human resource, political, and cultural factors that contribute to this challenge have been identified (if by broad strokes). By implementing targeted such strategies as clarifying roles, providing training, enhancing communication, fostering a culture of accountability, and empowering managers, the SOMT can address these issues and improve both individual and team performance. Strategic leadership that draws upon these insights can lead to long-term success and operation efficiency.