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Chapter 11

GMS 200 Chapter Notes - Chapter 11: Charismatic Authority, Servant Leadership, Information Technology

Global Management Studies
Course Code
GMS 200
Ricardo Reyes

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Chapter 11 – Leading and Leadership Development
Leadership – Process of inspiring others to work hard to accomplish important tasks
Contemporary leadership challenges:
Shorter time frames for accomplishing things
Expectations for success on the first attempt
Complex, ambiguous, and multidimensional problems
Taking a long-term view while meeting short-term demands
Power – ability to get someone else to do something you want done or make things happen the way you want
Position Power – based on things managers can offer to others
oSources of position power:
Reward power – Capability to offer something of value
Coercive power – capability to punish or withhold positive outcomes
Legitimate power – Organizational position or status confers the right to control those in
subordinate positions
Personal power – based on how managers are viewed by others
oSources of personal power
Expert power – capacity to influence others because of one’s knowledge and skills
Referent power – capacity to influence others because they admire you and want to
identify positively with you
Visionary Leadership
Vision – a future that one hopes to create or achieve in order to improve upon the present state of
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:
Challenge the process
Show enthusiasm
Help others to act
Set the example
Celebrate achievements
Servant leadership
Commitment to serving others
Followers more important than leader

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“other centered” not “self-centered”
Power not a “zero-sum” quantity
Focuses on empowerment, not power
Empowerment – the process through which managers enable and help others to gain power and achieve
Effective leaders empower others by providing them with:
Traits that are important for leadership success:
Drive – have high energy, display initiative, and are tenacious
Self-confidence – successful leaders trust themselves and have confidence
Creativity – creative and original in their thinking
Cognitive ability – have the intelligence to integrate and interpret information
Business knowledge – know their industry
Motivation – enjoy influencing others
Flexibility – adapt to fit needs of followers
Honest and integrity – trustworthy, honest, predictable, and dependable
Leadership Behaviour
Leadership behavior theories focus on how leaders behave when working with followers
Leadership styles are recurring patterns of behaviors exhibited by leaders
Basic dimensions of leadership behaviours:
oConcern for the task to be accomplished
oConcern for the people doing the work
Blake and Mouton Grid: Describes how leaders vary in tendencies toward people and production concerns
People concerns:
Acts warm and supportive toward
Develops social rapport with followers
Respects the feelings of followers
Task concerns:
Plans and defines work to be
Assigns task responsibilities
Sets clear work standards

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Classic Leadership Styles:
Autocratic style – emphasizes task over people, keeps authority and information within the leader’s
tight control, and acts in an unilateral command-and-control fashion
Human relations style – emphasizes people over work
Laissez-faire style – shows little concern for task, lets the group make decisions, and acts with a “do the
best you can and don’t bother me” attitude
Democratic style – committed to task and people, getting things done while sharing information,
encouraging participation in decision making, and helping people develop skills and competencies
Fielder’s Contingency Model
Understanding Leadership Style:
oGood leadership depends on a match between leadership and situational demands
oDetermining leadership style on the LEAST-PREFERRED CO-WORKER SCALE (LPC):
Low LPC – Task-motivated leaders
High LPC – Relationship-motivated leaders
Understanding Leadership Situations:
oQuality of leader-member relations (good or poor): measures the degree to which the group
supports the leader
oDegree of task structure (high or low): measures the extent to which task goals, procedures,
and guidelines are clearly spelled out
oAmount of position power (strong or weak): measures the degree to which the position gives the
leader power to reward and punish subordinates
Matching Leadership style and situation
oTask-oriented leader with favourable/unfavourable situations
oRelationship-oriented leader with moderate control
Hersey-Blanchard situational leadership model
Leadership adjust their styles depending on the readiness of their followers to perform in a given
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