GMS200 Chapter 11 March 18 2013
Power vs. Influence
o Figure 11.2
o Power of the position – based on things manager can offer to others
o Power of the person – based on how managers are viewed by others
Study Question 1: What is the nature of leadership?
o How to turn power in to influence
Acquire all sources of power
Reward/legitimate/Coercive power: temporary compliance
Expert/referent power: enduring results and generates commitment
The vision of TRSM is shaping the global leaders of tomorrow
o Visionary Leadership
A clear and compelling sense of the future
Understand the actions needed to be successful
o Commitment to serving others
o Followers more important than leader
o Focuses on empowerment, not power
Empower your employees
o James Kinnear, former chief executive of Texaco, trained the best Texaco’s Saudi local
employees, and pushed up the corporate ladder.
Study Question 2 : What are the important leadership traits and behaviours?
o Leadership Behaviour
Recurring patterns of behaviour exhibited by leaders
Managerial styles in Blake and Mouton’s leadership grid (Figure 11.3)
o Country Club Manager – focuses on people’s needs, building relationships
o Team Manager – focuses on building participation and support for a shared purpose
o Impoverished manager – focuses on minimum efforts to get work done
o Authority – Obedience manager – focuses on efficiency of tasks and operations
o Middle-of-Road manager – focuses on balancing work output and morale.
Classic leadership styles:
o Autocratic style
Emphasizes task over people
o Laissez-faire style
Lets the group make decisions
o Democratic style
Committed to both task and people GMS200 Chapter 11 March 18 2013
Fiedler’s Contingency Model
o Leadership style
Part of one’s personality.
Must be fit to the situation.