GMS 200 Chapter Notes -Transformational Leadership, Charismatic Authority, Transactional Leadership

• School: Ryerson University
• Department: Global Management Studies
• Course: GMS 200
• Professor: Bamidele Adekunle

Document Summary

Sources of managerial power: position power reward power, coercive power, legitimate power, personal power expert power, referent power. Building managerial power: work-place structures centrality, criticality, visibility affect power and influence. Leadership traits and behaviours (refer to managerial styles chart): Task concerns: plans and defines work to be done, assigns task responsibilities, sets clear work standards, urges task completion, monitors performance results. People concerns: acts warm and supportive towards followers, develops social rapport with followers, respects the feelings of followers. March 18, 2014: shows trust in followers. Classic leadership styles: autocratic style emphasizes task over people, keeps authority and information within the leader"s tight control, and acts in a unilateral command-and-control fashion. Fiedler"s contingency model: good leadership depends on a match between leadership and situational demands, determining leadership style, low lpc task motivated leaders, high lpc relationship-motivated leaders. Leadership is a part of one"s personality, and therefore, relatively enduring and difficult to change. Leadership style must fit to the situation.