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Chapter 13

Chapter 13

11 Pages
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Department
Global Management Studies
Course Code
GMS 200
Professor
Sui Sui

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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.
oThe process of inspiring others to work hard to accomplish important tasks.
Contemporary leadership challenges:
oShorter time frames for accomplishing things.
oExpectations for success on the first attempt.
oComplex, ambiguous, and multidimensional problems.
oTaking a long-term view while meeting short-term demands.
Visionary leadership.
oVision
A future that one hopes to create or achieve in order to improve upon
the present state of affairs.
oVisionary 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:
oChallenge the process.
oShow enthusiasm.
oHelp others to act.
oSet the example.
oCelebrate achievements.
Figure 13.1 Leading viewed in relationship to the other management functions
www.notesolution.com
Power.
oAbility 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:
oPosition power.
oPersonal power.
Position power.
oBased on a managers official status in the organizations hierarchy of
authority.
Sources of position power:
oReward power.
Capability to offer something of value.
oCoercive power.
Capability to punish or withhold positive outcomes.
oLegitimate power.
Organizational position or status confers the right to control those in
subordinate positions.
Personal power.
oBased on the unique personal qualities that a person brings to the leadership
situation.
Sources of personal power:
oExpert power.
Capacity to influence others because of ones knowledge and skills.
oReferent 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
Turning power into influence
oSuccessful leadership relies on acquiring and using all sources of power.
oUse of reward power or legitimate power produces temporary compliance.
oUse of coercive power produces, at best, temporary compliance, often
accompanied by resentment.
oUse of expert power or referent power has the most enduring results and
generates commitment.
Keys to building managerial power:
oThere is no substitute for expertise.
oLikable personal qualities are very important.
oEffort and hard work breed respect.
oPersonal behavior must support expressed values.
Power and influence are affected by workplace structures and networks:
oCentrality.
oCriticality.
oVisibility.
Acceptance theory of authority.
oFor a leader to achieve true influence, the other person must:
Truly understand the directive.
Feel capable of carrying out the directive.
Believe the directive is in the organizations best interests.
Believe the directive is consistent with personal values.
Leadership and empowerment.
oEmpowerment.
The process through which managers enable and help others to gain
power and achieve influence.
oEffective leaders empower others by providing them with:
Information.
Responsibility.
Authority.
Trust.
How leaders can empower others:
oInvolve others is selecting their work assignments and task methods.
oCreate an environment of cooperation, information sharing, discussion, and
shared ownership of goals.
oEncourage others to take initiative, make decisions, and use their knowledge.
oFind out what others think and let them help design solutions.
oGive others the freedom to put their ideas and solutions into practice.
oRecognize successes and encourage high performance.
Leadership behavior
oLeadership behavior theories focus on how leaders behave when working with
followers.
oLeadership styles are recurring patterns of behaviors exhibited by leaders.
oBasic dimensions of leadership behaviors:
Concern for the task to be accomplished.
www.notesolution.com

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Description
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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