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Chapter 5

GMS802 Chapter 5: Summary Notes

Global Management Studies
Course Code
GMS 802
Jian Guan

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Leadership is understood pretty much using a top-down, attribute-
based approach where the monolithic leader proposes a set of plans
which the followers execute accordingly
oNewer understandings of power and leadership put into serious
question this traditional but still popular understanding, given
that much of business requires a better and more appropriate
way of getting things done
What Most Leadership Models Have In Common: A Canonical Framework For
The four variables that have emerged are the leader, the follower,
leadership processes and skills, and the situation or context
There are three ways to connect leadership with value and ethics:
oAmoral leadership
oValues-based leadership
oEthical leadership
Amoral Leaders and Amoral Leadership Theories
From 1900 – 1950, as scholarly attention to leadership intensi.ed,
ethics and values played no role in illuminating e/ective leaders
oE/ective leaders were viewed as those capable of achieving
e/ective outcomes
oE/ective outcomes were de.ned as the attainment of
organizational objectives
Great Man and Trait Theories: sought to bring about an understanding
of those universal characteristics that great leaders embody
oIf one wishes to understand why a particular person emerges as
a leader in a particular situation, one must look to the
personality traits of that person
oCombination of intelligence, sociability, determination, integrity,
oThe extent that a person is born with or acquires these traits
determines the likelihood that that person will become a leader
Authenticity: being really what it seems to be; true to one’s own
personality, spirit, or character
Situational Theories: di/erent situations demand di/erent styles of
oMove from the descriptive to the prescriptive, but remain
morally neutral
oLeadership is composed of both a directive and a supportive
dimension, and each has to be applied appropriately in a given
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