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Chapter 11

Leadership - Chapter 11.docx

Global Management Studies
Course Code
GMS 200
Ricardo Reyes

of 4
Leadership & Leadership Development CH11 Monday November 26, 2012
Leading process of inspiring others to work hard to accomplish important tasks
Leading function is an essential component of effective management
Leadership and Power
Power ability to get someone else to do something you want done, or to make things happen the way
you want
Power reflects the desire to in influence/control others for the good of the organizations as a whole,
rather than the desire to control for satisfaction
Sources of Managerial Power
Position power based on a managers official status in organization (hierarchy of authority)
Personal power derived from skills an individual has or uses at work. Admired for their intellect and
o Unique qualities a person brings to the position
o Expert power capacity to influence the behavior of other people because of ones knowledge
and skills
o Referent power capacity to influence the behavior of other people because they admire you
and want to identify positively with you
Reward power capability to offer something of value (a positive outcome), as a means of influencing
the behavior of others
Coercive power capability to punish or withhold positive outcomes as a means of influencing the
behavior of other people
Legitimate power right by virtue of one’s organizational position or status to exercise control over
persons in subordinate positions
Leadership and Vision
Vision future that one hopes to create/achieve in order to improve upon the present state of affairs
Visionary leadership describes 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 their successfully
Leadership as a Service
Servant Leadership based on a commitment to serve others, to help people use their talents to full
potential while working together for organizations that benefit society
Empowerment servant leaders empower others by providing them with info, responsibility,
authority, and trust to make decisions and act independently
Leadership Traits
Drive high energy, display initiative, tenacious
Self-confidence trust themselves, and what they know
Creative- original thinking
Cognitive ability intelligence to integrate and interpret information
Job-relevant knowledge know their industry and its technical foundations
Motivator enjoy influencing others to achieve shared goals
Flexible adapt to fit the needs of followers and the demands of situations
Honest & Trustworthy predictable
Leadership behaviors
Concern for the task to be accomplished
Concern for the people doing the work
High in concern for task engages in
o Plans and defines work to be done
o Assigns task responsibility
o Sets clear work standards
o Urges task completion
o Monitors performance results
High concern in people
o Acts warm and supportive towards followers
o Maintains good social relations with followers
o Respects the feelings of followers
o Is sensitive to followers needs
o Shows trust in followers
Blake and Mouton Leadership Grid
Identifies alternative leadership styles that reflect different combinations of concern for task (or
productions) and concern for people
The grid identifies preferred leadership styles
Team management preferred style, reflects high concern for both people and task production
Authority-obedience high concern for production and low concern for people
Country club management high concern for people, low production
Impoverished management low concern for people and production
Middle of the road management non committal with respect to both production and people concerns
Fielder’s Contingency Model
Modern leadership theories reflect a Contingency perspective that attempts to match situational
demands with appropriate leader behaviors/styles
Based on the premise that good leadership depends on a batch between leadership style and situational
demands , task or relationship[
Hershey-Blanchard Situational Leadership Model
Adjust styles depending on maturity of followers, indicated by their readiness to perform in a given
Readiness refers to how able/willing/confident followers are in performing tasks
Delegating allow others to take responsibility (LOW TASK LOW RELATIONSHIP)
Selling explain task directions in persuasive way (HIGH/HIGH)
Participating emphasizing shared ideas and participative decisions on task directions (LOW/HIGH)
Telling ice specific task directions and supervise (HIGH/LOW)
Path-Goal Leadership theories
Effective leadership clarifies paths to achieve task and personal goals
Helps people progress along career paths, removes barriers to goal, provides appropriate rewards for
task accomplishment
Advises managers to use leadership styles to fit situational needs
Other leadership Theories
Leader-member exchange (LMX) in many leadership situations, not everyone is treated the same by
the leader, where in-group has the best performers
Leader-Participation Model Vroom-Jago leader-participation model helps a leader choose the
method of decision making that best fits the nature of the problem situation , goverened by quality,
acceptance and time of decision
o Authority decision making - leader makes the decisions and communicates it to the work group
o Consultative decision leader makes the decisions after receiving information, advice, or
opinions from group members
o Group decision made by group members themselves
Leadership Styles
How leader interacts with his or her followers
Leadership Challenges in the modern workplace
Shorter time frames to accomplish things (speed and stress)
Expectations for success on the first attempt
Complex, ambiguous and multi-dimensional problems ot be solved
Necessity for taking a long-term view even while meeting short-term performance demands
Positive Motivational Tools
Communicating a vision
Rewarding and recognizing
Personally thanking employees
Negative Managerial Tools
Threatening, disciplining, coercing
Differences between mangers and leaders
Managers are responsible for making the organization to work
Managers are more effective when they are good leaders
“you manage things, you lead people”
Management focuses on things; systems, processes, procedures, things that make business run
Leadership focuses on people inspiring, leading, convincing, motivating
Characteristics of effective leader
Super Leaders
Persons whose vision and strength of personality have an extraordinary impact on others
Often called charismatic leaders because they develop special leader-follower relationships and inspire
others in extraordinary ways
Transactional Leaders
Uses tasks/rewards/structures to influence and direct efforts
Transformational Leaders
Raise spirits of employees level of commitment and to foster trust and motivation
Emotional Intelligence and Leadership
Ability of people to manage themselves and their relationships effectively
Leaders EI significantly influences his or her effectiveness, especially in senior management positions
Self Awareness understand one’s own moods and emotions, and understand their impact ones work
and on others
Self-management think before you at, to control otherwise disruptive impulses
Motivation work hard with persistence and for reasons other than money and statue
Social awareness understand emotions of others and use this to better relate to them
Relationship management establish rapport with others and to build good relationship and networks
Gender and Leadership
Women use interactive leadership, focuses on building consensus and good interpersonal relations
through communication and involvement
Interactive leader tends to use personal power, gaining influence over others through support and
interpersonal relationships
Men tend to be more transactional
Men rely more on directive and assertive behaviors, using authority in a traditional “command and
control” way
Peter Ducker’s 3 essentials
Define and establish a sense of mission
Accept responsibility
Earn trust