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Week 8

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Ryerson University
Global Management Studies
GMS 200
Robert Hudyma

Chapter 13 The Nature of Leadership Leadership is the process of inspiring other to work hard to accomplish important tasks Leadership is both a process and a property (Sharvin) - Property because it what u said, - The process of leadership is the use of non coercive influence to direct and coordinate the activities of the members of an organized group toward the accomplishment of group activities - As a property , leadership is the set of qualities or characteristics attributed to those who are perceived to successfully employ such influence Managers Leader Rational Intuitive Complexity Change Planning & Budgeting Target/Goals Setting Direction vision Organizing & Staffing Aligning People Controlling & Problem Solving Motivating Inspiring/Moving Trait Theories Leader Selection Behavioral Theories Leader Training Contingency Theories Leader situation matching Newer theories Charisma and beyond Planning to set the direction Organized to create structure Leading to inspire effort - Communicate the vision - Build enthusiasm - Activate commitment, hard work Controlling the end results Leadership and Vision Leadership is associated with Vision is a clear sense of the future Visionary leadership describes a leader who brings to the situation a clear and compelling sense of the future as well as understanding of the actions needed to get there successfully - Leaders should have the ability to communicate the vision is such a way that others are willing to work hard to achieve it - Visionary Leader are people who inspire other to take the actions necessary to turn vision to reality The five principles for meeting the challenges of visionary leadership are: 1) Challenge the process: Be a pioneer; encourage innovation and support people who have ideas 2) Show enthusiasm: Inspire other though personal enthusiasm to share in a common vision 3) Help other to act: Be a team player and support the effort and talent of others 4) Set an example: Provide a consistent model of how others can and should act 5) Celebrate achievements: Bring emotion into the workplace and rally hearts as well as minds - Leading with vision means having a clear vision, communicating that vision to all concerned and getting people motivated and inspired to pursue the vision in their daily work - Visionary leadership means bringing meaning to peoples work, making what they do worthy and valuable Power and Influence Power is the ability to get some else to do something you want done or to make things happen the way you want - Need for power is the desire to influence and control others for the good of the group or organization as a whole - The positive face of power is the foundation of effective leadership Power of the POSITION: Power of the PERSON: Bases on thing managers can offer to others Based on how managers are viewed by other Reward: If you do what I ask, Ill give you a Expertise: As a source of special knowledge reward and information Coercion: I you dont do what I ask, Ill Reference: As a person with whom others like punish you to identify Legitimacy: Because I am the boss, you must do what I ask *Sources of Position Power Reward Power- is the capacity to offer something of value as a means of influencing other people Coercive Power is the capacity to punish or withhold positive outcomes as a means of influencing other people Legitimate Power is the capacity to influence other people by vitue of formal authority, or the right of office - CEO, top manager, middle managers, supervisor, *Source of Personal Power Expert Power is the capacity to influence other people because of specialized knowledge Referent Power is the capacity to influence other people because of their desire to identify personally with you - Derived from charisma or interpersonal attractiveness Turning Power into Influence - When one relies in rewards and legitimacy to influence others, the likely outcome is temporary compliance o The follower to do the leader request, only if the rewards continues - When one relies on coercion, compliance is only temporary and dependant on the continued that of punishment o Compliance is often accomplished by resentment - The use of expert and referent power has the most enduring results, and creates commitment o Followers respond positively because of internalized understanding or beliefs that create a long-lasting impact of behaviour Position power and compliance it generates are often insufficient for managers to achieve and sustained influence Personal Power and the resulting commitment are what often make the difference between leadership success and mediocrity Four points to keep in mind when building your managerial power are as follow: 1) There is no substitute for expertise 2) Likeable personal qualities are very important 3) Effort and hard work breed respect 4) Personal behaviour must match expressed values Centrality is Important o Managers gain power by establishing networks of interpersonal contacts and getting involved in the information flow within them Critically is Important - To gain power, managers must take good care to others who are dependent on them Visibility is Important - Managers gain power by performing well in formal presentations, on key tasks forces or communities and special assignment s that display their talents and capabilities Ethics and the Limit of Power Chester Bernards Acceptance Theory of Authority
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