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Lecture 8

GMS 200 Lecture 8: Leading and leadership development

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Department
Global Management Studies
Course
GMS 200
Professor
Bamediele Adukunle
Semester
Winter

Description
Leading and leadership development – Lecture 8 Nature of Leadership - Leadership - Contemporary leadership challenges - Visionary leadership - Meeting the challenges of visionary leadership Leading – to inspire effort o Communicate the vision o Build enthusiasm o Activate commitment, hard work Planning – to set the direction Organizing – to create structures Controlling – to ensure results Power - Sources of managerial power o Position power (Based on things managers can offer to others) ▪ Reward (do well, get a reward e.g. promotion ▪ Coercive (don’t do well, get punished) ▪ Legitimate (because they’re the boss, must do what they tell you) o Personal power (based on how managers are viewed by others) ▪ Expert – as a source of special knowledge and info ▪ Referent – as a person with whom others like to identify -Relationship between power and influence -Building managerial power - Work place structures: Centrality, criticality, visibility – affect power & influence -Acceptance theory of authority -Leadership and empowerment -Leadership behavior Leadership Traits & Behaviour - Task concerns o Plans and defines work to be done o Assigns task responsibilities o Sets clear work standards o Urges task completion o Monitors performance results - People concerns o Acts warm and supportive toward followers o Develops social rapport with followers o Respects the feelings of followers o Is sensitive to followers’ needs o Shows trust in followers - Classic leadership styles: o Autocrati style ▪ Emphasizes task over people, keeps authority and information within the leader’s tight control, and acts in a unilateral command-and-control fashion o Laissez-faire style ▪ Shows little concern for task, lets the group make decisions, and acts with a “do the best you can and don’t bother me” attitude o Democratic style ▪ Committed to task and people, getting things done while sharing information, encouraging participation in decision making, and helping people develop skills and competition Contingency theories of leadership - Fiedler’s contingency model o Good leadership depends on a match between leadership and situational demands o Determining leadership style: ▪ Low LPC – task motivated leaders
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