MGMT100 Chapter Notes - Chapter 13: Leadership Studies, Transformational Leadership, Transactional Leadership
MGMT100: MANAGING: PEOPLE, SYSTEMS, CULTURE, WEEK 5
Learning Outcomes:
Demonstrate how effective management processes contribute to ethical human relations dynamics and
culture formation in an organisation (LO2)
Analyse management functions in the local and international context (LO8)
Essential Question:
When we think of leadership, we tend to view it through a US lens that emphasises vision, inspiration and
charisma. What might this perspective miss?
Notes:
Leadership:
• Leading – the process of inspiring others to work hard to accomplish important tasks
o Builds the commitment and enthusiasm needed for people to apply their talents fully to
help accomplish plans
o Traits of an ethical leader:
➢ The personality to defy groupthink
➢ The ability to set a good example
➢ Selflessness
➢ Their door is always open
➢ Not afraid to be challenged
➢ Take responsibility for everything
Leadership and vision:
• Vision – a future that you hope to create or achieve in order to improve on 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 there successfully
o Important to communicate the vision so that others commit their hard work to its fulfilment
o Five principles for visionary leaderships:
➢ Challenge the process – encourage innovation and support people who have ideas
➢ Show enthusiasm – inspire others through personal enthusiasm to share in a
common vision
➢ Help others to act – be a team player and support the efforts and talents of others
➢ Set the example – provide a consistent role model of how others can and should act
➢ Celebrate achievements – rig eotio ito the workplae ad rally hearts as well
as ids
Power and influence:
• Power – the ability to get someone else to do something you want done; make things happen the
way you want them to
• Sources of power:
o Position power
o Personal power
find more resources at oneclass.com
find more resources at oneclass.com
MGMT100: MANAGING: PEOPLE, SYSTEMS, CULTURE, WEEK 5
• Position power – based on things managers can offer to others
o Reward power – the ability to influence though rewards; the capacity to offer something of
value as a way of influencing the behaviour of other people
➢ Involves the control of rewards or resources such as pay rises, bonuses, promotions,
special assignments and verbal or written compliments
o Coercive power – the ability to influence through punishment; the capacity to punish or
withhold positive outcomes as a way of influencing the behaviour of other people
➢ Involves threatening a person with verbal reprimands, pay penalties and termination
o Legitimate power – the ability to influence through authority; the right by virtue to exercise
control over people in subordinate positions
• Personal power – based on the ways managers are viewed by others
o Expert power – the ability to influence through special expertise; the capacity to influence
the behaviour of other people because they recognise your knowledge, understanding and
skills
o Referent power – the ability to influence through identification; the capacity to influence
the behaviour of other people because they admire you and want to identify positively with
you
Leadership and empowerment:
• Empowerment – the process through which managers enable others to gain power and achieve
influence within the organisation
o Leaders do this by providing others with information, responsibility, authority and trust to
make decisions and act independently
Traits of a successful leader:
• Drive – have high energy, display initiative and are tenacious
• Self-confidence – trust themselves and have confidence in their abilities
• Creativity – creative and original in thinking
• Cognitive ability – have the intelligence to integrate and interpret information
• Business knowledge – know their industry and its technical foundations
• Motivation – enjoy influencing others to achieve shared goals
• Flexibility – adapt to fit the needs of followers and the demands of situations
• Honesty and integrity – trustworthy; they are honest, predictable and dependable
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Demonstrate how effective management processes contribute to ethical human relations dynamics and culture formation in an organisation (lo2) Analyse management functions in the local and international context (lo8) When we think of leadership, we tend to view it through a us lens that emphasises vision, inspiration and charisma. Leadership: leading the process of inspiring others to work hard to accomplish important tasks, builds the commitment and enthusiasm needed for people to apply their talents fully to help accomplish plans, traits of an ethical leader: The ability to set a good example. Important to communicate the vision so that others commit their hard work to its fulfilment: five principles for visionary leaderships: Challenge the process encourage innovation and support people who have ideas. Show enthusiasm inspire others through personal enthusiasm to share in a common vision. Help others to act be a team player and support the efforts and talents of others.
