In the article by Lee G. Boman and Terrence E. Deal, leadership is reframed by deliberately viewing a situation from multiple perspectives, which will in turn offer a way to get past the simplified views of leadership. According to the authors, there are perspectives or what they labeled as frames that are distinctive images for the leadership process. Every frame is examined and shown that they can be compelling and constructive. Four frames were identified by the authors. The first, structural leadership evokes images of tyrants and bureaucrats who encourage rules throughout the structure of the organization. The human resource leadership is the second frame that is discussed, which briefly notes that these types of leaders advocate openness, participation and empowerment. The third frame, political is viewed by the authors. Through this area, it points out that these leaders plunge into the political arena in order to move their organization wherever it needs to go. The fourth and final frame that is discussed in this article is symbolism. In the symbolic leadership frame, it views the organization as twofold, a theater and a temple. The theater is a stage for the actors to set out and play their roles, whereas the temple is an organization that consists of a community of different beliefs. The article notes that leadership is accepted as a cure of the sickness that ails organizations but is often misunderstood. The article urges the reader to redesign leadership to move forward and continue to restructure the organization. The relevance within the criminal justice system is very similar to the situations that are often confronted in the field. There is not just one frame that can be used and implemented at every moment for the different situations that confronted by leaders within their respective offices. Instead, there must be multiple examples that are