GMS 200 Lecture Notes - Lecture 7: Servant Leadership, Transformational Leadership
2 Jul 2018
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Chapter 11: Leadership and Communication
Outline
● Nature of leadership
● Leadership traits and behaviors
● Contingency theories of leadership
● Transformational leadership
● Current issues in leadership development
Nature of Leadership
●Leadership → the process of inspiring others to work hard and accomplish tasks.
● Contemporary leadership challenges
●Power → the ability to get someone else to do something you want done or to make
things happen the way you want.
● Sources of managerial power
○Position power (based on things managers can offer to others)
■ Reward power → the capacity to offer something of value as a means of
influencing other people (positive outcome). “I’ll reward you”
■ Coercive power → the capacity to punish or withhold positive outcomes
as a means of influencing others. “I’ll punish you”
■ Legitimate power → the capacity to influence others by virtue of formal
authority, or the rights of office. “You must do what I ask”
○Personal power (based on how managers are viewed by others)
■ Expert power → the capacity to influence others because of specialized
knowledge. “I’m a source of special knowledge”
■ Referent power → the capacity to influence others because of their desire
to identify personally with you. “People like to identify with me”
Leadership and Vision
●Visionary Leadership → brings to the situation a clear sense of the future an an
understanding of how to get there.
● Meeting the challenges of visionary leadership
○ Clear vision, communicating the vision, and getting people motivated and
inspired to pursue the vision in their daily work.
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Document Summary
Leadership the process of inspiring others to work hard and accomplish tasks. Power the ability to get someone else to do something you want done or to make things happen the way you want. Position power (based on things managers can offer to others) Reward power the capacity to offer something of value as a means of influencing other people (positive outcome). Coercive power the capacity to punish or withhold positive outcomes as a means of influencing others. Legitimate power the capacity to influence others by virtue of formal authority, or the rights of office. Personal power (based on how managers are viewed by others) Expert power the capacity to influence others because of specialized knowledge. Referent power the capacity to influence others because of their desire to identify personally with you. Visionary leadership brings to the situation a clear sense of the future an an understanding of how to get there.
