GMS 200 Chapter Notes - Chapter 11: Situational Leadership Theory, Servant Leadership, Fred Fiedler

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Published on 22 Apr 2013
School
Ryerson University
Department
Global Management Studies
Course
GMS 200
Professor
CHAPTER 11 LEADING AND LEADERSHIP DEVELOPMENT
THE NATURE OF LEADERSHIP
-Leadership: is the process of inspiring others to work hard to accomplish important
tasks
-Leading: builds the commitments and enthusiasm for people to apply their talents
to help accomplish plans and controlling makes sure things turn out right
Management Functions
-Planning – to set the direction and objectives
-Organizing – to create structures
oBrings together resources to turn plans into actions
-Leading – to inspire effort
oCommunicate the vision
oBuild enthusiasm
oActivate commitment, hard work
-Controlling – to ensure results and things turn out right
Leadership and Power
-Power: is the ability to get someone else to do something you want done or to
making things happen the way you want
-Power vs. influence
oPower of the POSITION – based on things managers can offer to others
oPower of the PERSON – based on how managers are viewed by others
-Source of Position Power
oThree bases of position power a
oReward Power: is the capacity to offer something of value as a means of
influencing other people
If you do what I ask, I’ll give you a reward
oCoercive Power: is the capacity to punish or withhold positive outcomes as
a means of influencing other people
If you don’t I’ll take away your vacation pay
oLegitimate Power: is the capacity to influence other people by virtue of
formal authority, or the rights of office
I’m the boss so you have to listen to me
-Sources of Personal Power
oTwo bases of personal power
oExpert Power: is the capacity to influence other people because of
specialized knowledge
You should do what I want because of my special knowledge
oReferent Power: is the capacity to influence other people because of their
desire to identify personally with you
You should do what I want in order to maintain a positive relationship
with me
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Leadership and Vision
-Vision: is a clear sense of the future
-Visionary Leadership: brings to the situation a clear sense of the future and an
understanding of how to get there
-Ex. Vision board
oVision – a world-class engineering enterprise committed to enhancing
stakeholder value
oMission – to be an Indian multinational engineering enterprise providing.
Leadership as Service
-Servant leadership: based on commitment to serving others – to help people use
their talents to the full potential while working together for organizations that
benefit society
oFollowers are more important than leader
oFocuses on empowerment, not power
-Empowerment: enables others to gain and use decision-making power
- Effective leaders empower others by providing them with the information,
responsibility, authority, and trust to make decisions and act independently
oEx. Empower your employees
James Kinnear, former chief executive of Texaco, trained the best
Texaco’s Saudi local employees, and pushed them up the corporate
ladder
Leadership Traits and Behaviours
Leadership Traits
-Great Person Theory: the notion to identify successful leaders and then
determine what made them great
- Shelly Kirkpatrick and Edwin Locke identify these personal traits as being common
among successful leaders:
oDrive: high energy, display initiative, and are tenacious (persistent)
oSelf-Confidence: trust themselves and have confidence in their abilities
oCreativity: are creative and original in their thinking
oCognitive Ability: have the intelligence to integrate and interpret
information
oBusiness Knowledge: know their industry and its technical foundations
oMotivation: enjoy influencing others to achieve shared goals
oFlexibility: adapt to fit the needs of followers and demands of situations
oHonesty and Integrity: are trustworthy; they are honest, predictable, and
dependable
Leadership Behaviours
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-Leadership Styles: is the recurring pattern of behaviours exhibited by a leader
- Most leader-behaviour research focused on two dimensions of leadership style:
1. Concern for the task to be accomplished
2. Concern for the people doing the work
-Leader high in concern for task plans and defines work to be done, assigns
tasks responsibilities, set clear work standards, urges task completion, and monitors
performance results
-Leader high in concern for people is warm and supportive towards followers,
maintains good social relations with them, respects their feelings, is sensitive to
their needs and shows trust in them
- A training program is designed to help shift the person’s style in the preferred
direction of becoming strong on both dimensions, Blake and Mouton called this
preferred style team management
-Country club manager – high concern for people, low concern for production
oFocuses on people’s needs, building relationships
-Team manager – high concern for production and people
o Focuses on building participation and support for a shared purpose
-Impoverished manager – low concern for people and production
oFocuses on min. effort to get work done
-Authority-obedience manager – high concern for production, low for people
oFocuses on efficiency of tasks and operations
-Middle-of-road manager – focuses on balancing work output and morale
Classic Leadership Styles
-Autocratic Style: acts in unilateral command-and-control fashion – emphasizes
task over people
-Laissez-faire Style: lets the group make decisions
oThis leader displays a “do the best you can and don’t bother me” attitude
-Democratic style: committed to both task and people
-Human relations style – emphasizes people over tasks
Contingency Approaches to Leadership
- The following contingency approaches were developed, which share the goal of
understanding the conditions for leadership success in different situations
Fiedler’s Contingency Model
- Fred Fiedler proposed that good leadership depends on a match between
leadership style and situational demands
- Leadership style is measured on the least-preferred co-worker scale known as the
LPC scale
oPart of one’s personality
oMust be fit to the situation
oRelatively enduring and difficult to change
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Document Summary

Leadership: is the process of inspiring others to work hard to accomplish important tasks. Leading: builds the commitments and enthusiasm for people to apply their talents to help accomplish plans and controlling makes sure things turn out right. Planning to set the direction and objectives. Organizing to create structures: brings together resources to turn plans into actions. Leading to inspire effort: communicate the vision, build enthusiasm, activate commitment, hard work. Controlling to ensure results and things turn out right. Power: is the ability to get someone else to do something you want done or to making things happen the way you want. Power vs. influence: power of the position based on things managers can offer to others, power of the person based on how managers are viewed by others. Source of position power: three bases of position power a, reward power: is the capacity to offer something of value as a means of influencing other people.

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