GMS 200 Lecture Notes - Lecture 10: Situational Leadership Theory, Strategic Thinking, Angel Investor

• School: Ryerson University
• Department: Global Management Studies
• Course: GMS 200
• Professor: Shavin Malhotra

Document Summary

Leadership effectiveness depends on: personality traits (task vs. relationship oriented) Favourable of the leadership situation (weak vs. poor leader member relations, structured vs. unstructured tasks, strong vs. weak position power) What are its implication for organizations? (type 3 perspective for the organization) Implications: there are fewer implications for selection (as in type 1 research) or for training (as type 2 research) than there are for the placement of managers in organizations. Type 4 perspective: also make the assumption that effective leadership depends on the situation. Unlike type 3 however, effective leadership is defined in terms of behaviour rather than traits. Contingency approaches to leadership: (1) leadership implications of the hershey-blanchard. Situational leadership model (look up in the textbook) Easiest situation is delegating and if the leaders know what they want, and they are knowledgeable then you don"t need a leader in any of the dimensions therefore you can delegate the work.