March 21, 2011
GMS 200 – WEEK 10
1. What is the nature of leadership?
2. What are the important leadership traits and behaviours?
3. What are the contingency theories of leadership?
4. What is transformational leadership?
5. What are current issues in leadership development?
Steve Jobs: CEO of the Decade – “It’s better to be feared than loved”
Carly Fiorina: CEO of HP (1999 to 2005) – charismatic leader first woman lead a Fortune 20
Study Question 1:
Leadership: process of inspiring others to work hard to accomplish important tasks
What are the contemporary leadership challenges? High expectations on first attempts,
multidimensional problems to be solved (in textbook)
Visionary Leadership: a clear and compelling sense of the future, understand the actions needed to be
What are the challenges of visionary leadership? 5 principles (in textbook)
Figure 13.1: Leading Viewed in Relationship to the Other Management Functions
Power: power should be used to influence and control others for the common good rather seeking to
exercise control for personal satisfaction
Two Sources of Managerial Power:
1. Position Power
2. Personal Power
Figure 13.2: Sources of Position Power and Personal Power used by Managers
How to Turn Power into Influence?
www.notesolution.com o Acquire all sources of power
o Reward/legitimate/coercive power: temporary compliance
o Expert/referent power: enduring results and generates commitment
What are thekeysto building managerial power?
Power and influence are affected by workplace structures and networks:
Acceptance theory of authority: conditions that determine whether a leader’s directives will be followed
and true influence achieved
Leadership and Empowerment
o Effective leaders empower others by providing them with:
Study Question 2:
How leaders can empower others?
Traits that are important for leadership success:
o Business Knowledge
Leadership Behaviour: how leaders behave when working with followers
o Recurring patterns of behaviours exhibited by leaders
www.notesolution.com o Basic dimensions of leadership behaviours:
Figure 13.3: Managerial Styles in Blake and Mouton’s Leadership Grid
Classic Leadership Styles:
o Autocratic Style: emphasizes task over peo pleteve Jobs, Military
o Laissez-Faire Style: lets the group make decisions
o Democratic Style: committed to both task and people
Study Question 3:
Contingency Model (Fiedler): good leadership depends on a match between leadership and situational
o Leadership is part of one’s personality
o Leadership style must be fit to the situation
o The least-preferred co-worker scale (LPC Scale)
• Low LPC: task-motivated leaders
• High LPC: relationship-motivated leaders
Figure 13.4: Matching Leadership Style and Situation – Summary Predictions from Fiedler’s
o You are the chair of a student council committee of volunteers but the committee members
aren’t particularly happy with you as the chair.
o The committee is charged with organizing a parent’s day program to improve relationships
between university and parents of the students.
• Poor leadership
• Weak powers
• Use task oriented leadership
Situational Leadership Model (Hersey-Blanchard): leaders adjus