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Lecture

GMS 200 Lecture Notes - Servant Leadership, Fiedler Contingency Model, Proxemics


Department
Global Management Studies
Course Code
GMS 200
Professor
Shavin Malhotra

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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

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- 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.
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