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Lecture

Chapter 11 - Leading and Leadership Development.docx

6 Pages
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Department
Global Management Studies
Course Code
GMS 200
Professor
Shavin Malhotra

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Chapter11: Leading and Leadership Development Leadership:  Leadership is the process of inspiring others to work hard to accomplish important tasks  Both a process and a property  The process of leadership is the use of non-coercive influence to direct and coordinate the activities of the members of an organized group toward the accomplishment of the objectives  As a property, leadership is the set of qualities or characteristics attributed to those who are perceived to successfully employ such influence Contemporary Leadership Challenges:  Shorter time frames 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  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:  Position power o Based on a manager’s official status in the organization’s hierarchy of authority o Sources of position power: o Reward power: capability to offer something of value o Coercive power: capability to punish or withhold positive outcomes o Legitimate power: organizational position or status confers the right to control those in subordinate positions  Personal power o Based on the unique personal qualities that a person brings to the leadership situation o Sources of personal power: o Expert power: capacity to influence others because of one’s knowledge and skills o Referent power: capacity to influence others because they admire you and want to identify positively with you 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 Servant Leadership:  Commitment to serving others  Followers more important than leader  “Other centered” not “self-centered”  Power not a “zero-sum” quantity  Focuses on empowerment, not power Servant Leadership and Empowerment:  Empowerment  The process through which managers enable and help others to gain power and achieve influence  Effective leaders empower others by providing them with: o Information o Responsibility o Authority o Trust Traits that are important for Leadership Success:  Drive  Self-confidence  Creativity  Cognitive ability  Business knowledge  Motivation  Flexibility  Honesty and integrity Leadership Behaviour:  Leadership behaviour theories focus on how leaders behave when working with followers  Leadership styles are recurring patterns of behaviours exhibited by leaders  Basic dimensions of leadership behaviours: o Concern for the task to be accomplished o Concern for the people doing the work Blake and Mouton Leadership Grid:  Team management o High task concern; high people concern  Authority-obedience management o High task concern; low people concern  Country club management o High people concern; low task concern  Impoverished management o Low task concern; low people concern (worst scenario)  Middle of the road management o Non-committal for both task concern and people concern Classic Leadership Styles:  Autocratic style o 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 o Emphasizes people over work  Laissez-faire style o 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  Democratic style o 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 Model:  Good leadership depends on a match between leadership and situational demands  Leadership effectiveness depends on: o Personality trait  Task vs. Relationship oriented o Favourableness of the leadership situation  Weak vs. Poor leader member relations  Structured vs. Unstructured tasks  Strong vs. Weak position power  Determining leadership style: o Low LPC  task-motivated leaders o High LPC  relationship-motivated leaders  Leadership is part of one’s personality, and therefore relatively enduring and difficult to change  Leadership style must be fit to the situation  Diagnosing situational control: o Quality of leader-member relations (good or poor) o Degree of task structure (high or low) o Amount of position power (strong or weak)  Task oriented leaders are most successful in: o Very favourable (high control) situations o Very unfavourable (low control) situations  Relationship-oriented leaders are most successful in: o Situations of moderate control Hersey-Blanchard Situational Leadership Model:  Leaders adjust their styles depending on the readiness of their followers to perform in a given situation o Readiness — how able, willing and confident followers are in performing tasks  Type of leadership depends on the situation  Best leadership style is: delegating (skilful, able, confident)  Need to know the people you are managing  Find out about people and their skills, confident, then find out which leadership style to follow Hersey-Blanchard Leadership Styles:  Delegating o Low-task, low-relationship style o Works best in high readiness- situations  Participating o Low-task, high-relationship style o Works best in low- to moderate- readiness situations.  Selling o High-task, high-relationship style o Work best in moderate- to high-readiness situations  Telling o High-task, low-relationship style o Work best in low-readiness situations House’s Path-Goal Leadership Theory:  Effective leadership deals with the paths through which followers can achieve goals.  Leadership styles for dealing with path-goal relationships: o Directive Leadership  Communicate expectations  Give directions  Schedule work  Maintain performance standards  Clarify leader’s role o Supportive Leadership  Make work pleasant  Treat group members as equals  Be friendly and approachable  Show concern for subordinates’ well-being o Achievement-Oriented Leadership  Set challenging goals
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