GMS Lecture #12
April 5, 2011
Which leaders do better – participative or authoritative leaders?
When followers are not able, participative leaders do worse, and authoritative
leaders do better
Fiedler’s Contingency Model
Leadership effectiveness depends on:
o Personality trait
Task vs. Relationship oriented
o Favorableness of the leadership situation
Weak vs. Strong leader member relations (leader-follower relationship)
Structured vs. Unstructured tasks
Strong vs. Weak position power (are you working with the CEO or are
you working with the junior manager?)
LPC Score = Least preferred co-worker score
If your score is 73 or above, you are considered a “relationship oriented” leader.
If your score is 64 or below, you are considered a “task-oriented” leader.
If your score is between 72 and 63, you are a mixture of both
Leadership implications of the Hersey-Blanchard situational leadership model (refer to
textbook for chart)
Leadership implications of Vroom-Jago leadership-participation model (refer to textbook for
Chapter 14: Entrepreneurship
What is entrepreneurship?
Strategic thinking and risk-taking behavior that results in the creation of new
opportunities for individuals and/or organizations.
Who are entrepreneurs?
Risk-taking individuals who take actions to pursue opportunities and situations
others may fail to recognize or may view as problems or threats
Founders of businesses that become large-scale enterprises
www.notesolution.com People who:
o Buy a local franchise outlet
o Open a small retail shop
o Operate a self-employed service business
People who introduce a new product or operational change in an existing
One such entrepreneur:
Ken Kurtagi: Inventor of the Playstation
Types of entrepreneurial opportunities
o Five pin bowling
New production processes
o Instant food
o Dr. Shetty – trained in the UK, worked for a top UK hospi