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Lecture 8

GMS 200 Lecture 8: GMS 200 Week 9 Notes

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Global Management Studies
GMS 200

Introduction to Global Management Week 9 Lecture/Textbook Notes Leadership and Communication • leadership - the process of inspiring others to work hard to accomplish important tasks • leadership challenges include shorter time frame for accomplishing things; expectations for success on the first attempt; complex, ambiguous and multidimensional problems; taking a long-term view while meeting short-term demands • power - ability to get someone else to do something you want done or make things happen the way you want; should be used to influence and control others for the common good, rather than seeking to exercise control for personal satisfaction • position power - based on a manager’s official status in the organization’s hierarchy of authority; comes from reward power (capability to offer something of value), coercive power (capability to punish or withhold positive outcomes), and legitimate power (organizational position or status confers the right to control those in subordinate positions) • personal power - based on the unique personal qualities that a person brings to the leadership situation; comes from expert power (capacity to influence others because of one’s knowledge and skills) and referent power (capability to influence others because they admire you and want to identify positively with you) • substitutes for leadership - aspects of the work setting and the people involved can reduce the need of a leader’s personal involvement Visionary Leadership • a leader who brings to the situation a clear and compelling sense of the future, as well as an understanding of the actions needed to get there successfully • vision - a future that one hopes to create or achieve in order to improve upon the present state of affairs Servant Leadership • commitment to serving others; followers are more important than the leader; “other centred”, not self centred; focuses on empowerment • empowerment - the process through which managers enable and help others to gain power and achieve influence; provides others with information, responsibility, authority and trust Leadership Traits drive - high energy, display initiative, and are tenacious • • self-confident - successful leaders trust themselves and have confidence in their abilities creative - are creative and original in thinking • • cognitive ability - have the intelligence to integrate and interpret information • job-relevant knowledge - know their industry and its technical foundations • motivation - enjoy influencing others to achieve shared goals • flexible - adapt to fit the needs of followers and the demand of situations • honest and integral - are trustworthy, honest, predictable and dependable Leadership Behaviour • theory focuses on how leaders behave when working with followers; leadership styles are recurring patterns of behaviours exhibited by leaders; basic dimensions of leadership behaviours include concern for the task to be accomplished and for the people doing the work • task concerns - plans and defines the work to be done; assigns task responsibilities; sets clear work standards; urges task completion; monitors performance results • people concerns - acts warm and sensitive toward followers; develops social rapport with followers; respects the feelings of followers and is sensitive to follower’s needs; shows trust in followers Classic Leadership Styles • autocratic styles - emphasizes task over people, keeps authority and information within the leader’s tight control; acts in a unilateral command-and-control fashion • human relations style - emphasizes people over work • laissez-faire style - shows little concern for task, lets group make decisions; acts with a “do the best you can and don't bother me” attitude • democratic style - committed to task and people; get things done while sharing information; encourages participation in decision-making • consultative decision - the leader makes a decision after asking group members for information, advice or opinions Fiddler’s Contingency Model • good leadership depends on a match between leadership and situational demands • least-preferred co-worker scale - used to measure a person’s leadership style • low LPC - task motivated leaders; successful in high and low control situations • high LPC - relationship motivated leaders; successful in situations of moderate control • leadership is part of one’s personality, and therefore relatively enduring and difficult to change • leadership style must fit the situation Hersey-Blanchard Situational Leadership Model • leaders adjust their style depending on the readiness of their followers to perform in a given situation readiness - how able, willing and confident followers are in performing tasks • • delegating - low task, low relationship style; works best in high-readiness situations • participating - low task, high relationship style; works best in low to moderate
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