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Lecture #8 Notes.docx

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Ryerson University
Global Management Studies
GMS 200
Bamidele Adekunle

Lecture #8: Leading and Leadership Development March 18, 2014 Nature of Leadership:  Leadership.  Contemporary leadership challenges.  Visionary leadership.  Meeting the challenges of visionary leadership.  Power.  Sources of managerial power • Position power – reward power, coercive power, legitimate power. • Personal power – expert power, referent power.  Relationship between power and influence.  Building managerial power • Work-place structures – centrality, criticality, visibility affect power and influence.  Acceptance theory of authority.  Leadership and empowerment.  Leadership behaviour. Leadership Traits and Behaviours (Refer to Managerial Styles Chart):  Task concerns • Plans and defines work to be done. • Assigns task responsibilities. • Sets clear work standards. • Urges task completion. • Monitors performance results.  People concerns • Acts warm and supportive towards followers. • Develops social rapport with followers. • Respects the feelings of followers. • Is sensitive to followers’ needs. Lecture #8: Leading and Leadership Development March 18, 2014 • Shows trust in followers.  Classic leadership styles: • Autocratic style – emphasizes task over people, keeps authority and information within the leader’s tight control, and acts in a unilateral command-and-control fashion. • Laissez-faire style – shows little concern for tasks; lets the group make decisions and acts with a “do the best you can and don’t bother me” attitude. • Democratic style – committed to tasks and people, getting things done while sharing information, encouraging participation in decision making and helping people develop skills and competencies. Contingency Theories of Leadership:  Fiedler’s contingency model: • Good leadership depends on a match between leadership and situational demands. • Determining leadership style: o Low LPC – task motivated leaders. o High LPC – relationship-motivated leaders. 
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