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Chapter 13

Chapter 13

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Global Management Studies
GMS 200
Sui Sui

Chapter 13 Leading Key Study Questions for Chapter 13 1. What is the nature of leadership? 2. What are the important leadership traits and behaviors? 3. What are the contingency theories of leadership? 4. What is transformational leadership? 5. What are current issues in leadership development? Study Question 1: What is the nature of leadership? Leadership. o The process of inspiring others to work hard to accomplish important tasks. Contemporary leadership challenges: o Shorter time frames for accomplishing things. o Expectations for success on the first attempt. o Complex, ambiguous, and multidimensional problems. o Taking a long-term view while meeting short-term demands. Visionary leadership. o Vision A future that one hopes to create or achieve in order to improve upon the present state of affairs. o 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: o Challenge the process. o Show enthusiasm. o Help others to act. o Set the example. o Celebrate achievements. Figure 13.1 Leading viewed in relationship to the other management functions www.notesolution.com Power. o 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: o Position power. o Personal power. Position power. o Based on a managers official status in the organizations hierarchy of authority. 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. Sources of personal power: o Expert power. Capacity to influence others because of ones knowledge and skills. o Referent power. Capacity to influence others because they admire you and want to identify positively with you. Figure 13.2 Sources of position power and personal power used by managers www.notesolution.com
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