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Lecture 14

ADM1300 Lecture : Lecture 14-ADM1300
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Department
Administration
Course
ADM1300
Professor
David Delcorde
Semester
Fall

Description
Leadership and Communication & Human Resource Management Lecture 14 - ADM1300 Leadership - The process of inspiring others to work hard to accomplish important tasks Contemporary leadership challenges - Shorter time frames for accomplishing things - Taking a long-term view while meeting shirt 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 than seeking to exercise control for personal satisfaction - Two sources of managerial power: - Position power - Personal power Position Power - Based on a manager’s official status in the organization’s hierarchy Sources of position power: - Reward power - Capability to offer something of value - Coercive power - Capability to punish or withheld positive outcomes - 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. Sources of personal power: - Expert power - Capacity to influence others because of one’s knowledge and skills. - Referent power - Capacity to influence others because they admire you and want to identify positively with you. Sources of Position Power and Personal Power Used by Managers Leadership Behaviour Theories - 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 Leadership Grid Classic Leadership Styles
 Autocratic Style - Task over people, keeps authority, tight control Human Relations Style - Emphasizes people over work Laissez-Faire Style - Little concern for tasks, group decisions, “do the best you can & don’t bother me” Democratic Style - Task & people, get it done whilst sharing information, encouraging participation, and helping others develop skills Hersey-Blanchard situational leadership model - Leaders adjust their styles depending on the readiness of their followers to perform in a given situation - Readiness — how able, willing and confident followers are in performing tasks. Contingency Approaches to Leadership House’s leadership styles - Directive leadership - Communicate expectations - Give directions - Schedule work - Maintain performance standards - Clarify leader’s role - Supportive leadership - Make work pleasant - Treat group me
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