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GMS Chapter 11 Notes.docx

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Global Management Studies
GMS 200
Shavin Malhotra

GMS Chapter 11 Notes - Leadership; is the process of inspiring others to work hard to accomplish important tasks. Leading in relationship to other management functions: o Leading – to inspire effort  Communicate the vision  Build enthusiasm o Planning – to set the direction o Organizing – to create structures o Controlling – to ensure results - Power; is the ability to get someone else to do something you want done or to make things happen the way you want. Sources of power: - Power of the position – based on things managers can offer to others o Rewards, coercion, legitimacy - Power of the person – based on how managers are viewed by others o Expertise, referent 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 mean of influencing other people - Legitimate power; is the capacity to influence other people by virtue of formal authority, or the rights of office 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 Leadership and vision - Vision; is a clear sense of the future - Visionary leadership; brings to the situation a clear sense of the future and an understanding of how to get there Leaderships as service - Servant leadership; is the follower-centred and committed to helping others in their work - Empowerment; enables others to gain and use decision making power Leadership traits - Drive: successful leaders have high energy - Self-confidence: successful leaders trust themselves and have confidence in their abilities - Creativity: successful leaders are creative and original in their thinking - Cognitive ability: successful leaders have the intelligence to integrate and interpret information - Motivation: successful leaders enjoy influencing others to achieve shared goals - Flexibility: successful leaders adapt to fit the needs of followers and the demands of situations Leadership behaviours - Leadership style; is the recurring pattern of behaviours exhibited by a leader Classic Leadership Styles - Autocratic style; a leader with this style acts in a unilateral command-and-control fashion - Human relations style; a leader with this style emphasizes people over tasks - Laissez-fair style; a leader with this style displays a do the best you can and don’t bother me attitude - Democratic style; a leader with this style emphasizes both tasks and people Fiedler’s contingency model - Understanding leadership style; model is measured on the least-preferred co-worker scale. (LPC) It describes tendencies to behave either as a task-motivated leader or as a relationship- motivated leader. - Understanding leadership situations; the amount of control a situation allows the leader is a critical issue in determining the correct style-situation fit. Three variables are used to diagnose situational control. o QUALITY OF LEADER-MEMBER RELATIONS; measures the degree to which the group supports their leaders o THE DEGREE OF TASK STRUCTURE; measures the extent to which task goals, procedures, and guidelines are clearly spelled out. o AMOUNT OF POSITION POWER; measures the degree to which the position gives the leader power to reward and punish subordinates. Hershy-Blanchard situational leadership model Path-Goal Leadership Theory - Directive leadership; letting subordinates know what is expected; giving directions on what to do and how; scheduling work to be done - Supportive leadership; doing things to make work more pleasant; treating group members as equals; being friendly and approachable - Achievement-oriented leadership; setting challenging goals; expecting the highest levels of performance; emphasizing continuous improvement in performance; displaying confidence in meeting high standards -
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