Lecture #8: Leading and Leadership Development
March 18, 2014
Nature of Leadership:
Contemporary leadership challenges.
Meeting the challenges of visionary leadership.
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 Traits and Behaviours (Refer to Managerial Styles Chart):
• Plans and defines work to be done.
• Assigns task responsibilities.
• Sets clear work standards.
• Urges task completion.
• Monitors performance results.
• 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
• 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
• Determining leadership style:
o Low LPC – task motivated leaders.
o High LPC – relationship-motivated leaders.