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Lecture 8

GMS 200 Lecture 8: Lecture 8

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Global Management Studies
GMS 200
Ado Abdoulkadre

Leadership and Communication Leadership - the process of inspiring others to work hard to accomplish important tasks Fig 11.1 - Leading viewed in relationship to the other management functions Fig 11.2 Sources of position power and personal power used by managers The nature of leadership Visionary leadership Vision - a future that one hopes to create or achieve in order to improve upon the present state of affairs. 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. Meeting the challenges of visionary leadership: • Challenge the process • Show enthusiasm • Help others to act • Set the example • Celebrate achievements (of your employees to make them feel special etc.) Empowerment: process through which managers enable and help others to gain power and achieve influence Effective leaders empower others by providing them with: • Information • Responsibility • Authority • Trust Important traits for leadership success: • Drive • Self-confidence • Creativity • Cognitive ability • Job-relevant knowledge • Motivation • Flexibility • Honesty and integrity • Concern for the task and for the people (empathy) Fig 11.3 Managerial styles in Blake and Mouton's Leadership Grid ****most-likely IN THE EXAM****Classic leadership styles: • Autocratic style - emphasizes task over people, keeps authority and information within the leader's tight control, and acts in a unilateral command-and-control fashion • Human relations style - emphasized people over work • Laissez-faire style (letting people in the team have the freedom of doing whatever they want to do) - 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. e.g. have a team goal but allow the members do whatever they want, however they want it, to get to that goal. • Democratic style - committed to task and people, getting things done while sharing information, encouraging participation in decision making, and helping people develop skills and competencies. Fiedler's contingency theory (will also be in exam! READ EXPLANATION IN TEXTBOOK) Fig 11.5 Matching leadership
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