FOCUS AREA - OCT/NOV 2022 IB EXAM

PREPARED BY: MR FONG (LECTURER)

1 : OPTIONS FOR ORGANISING A BUSINESS
2 : NATURE OF MANAGEMENT
DFI/DMK/DEC/DHR/DRM/DBF
3 : CUSTOMER DRIVEN MARKETING
4: LEADERSHIP
5 : MOTIVATING WORKFORCE

LECTURE 6
CHAPTER 10

Definition: Leadership Definition : Leader

A manager’s personal leadership style—that is, the specific ways

in which a manager chooses to influence other people SERVING OTHERS
—shapes how that manager approaches planning,
organising, and controlling (the other principal tasks of managing).

Early approaches to leadership Early approaches to leadership

THEORIES OF
LEADERSHIP

Leading is such an important process in all organisations—

nonprofit organisations, government agencies, and schools,
as well as for-profit corporations—that it has been researched
for decades.

(THREE SITUATIONAL CHARACTERISTICS)

2 3
1

definition: definition: definition:

Fiedler’s contingency model helps explain why a manager may be
an effective leader in one situation and ineffective in another
Fiedler hypothesized that personal characteristics
can influence leader effectiveness. He used the term leader style
to refer to a manager’s characteristic approach to leadership and
identified two basic leader styles:

definition: HOW TRANSFORMATIONAL LEADERS

CAN INFLUENCE FOLLOWERS (THREE WAYS) :

Transformational leadership occurs when managers change managers use their reward and coercive powers to encourage
(or transform) their subordinates in THREE important ways: high performance. When managers reward high performers, reprimand
1. Transformational managers make subordinates aware of how important or otherwise punish low performers, and motivate subordinates by reinforcing
their jobs are for the organization and how necessary it is for them to perform desired behaviors and extinguishing or punishing undesired ones,
those jobs as best they can so the organization can attain its goals. they are engaging in transactional leadership
2. Transformational managers make their subordinates aware of the subordinates’
own needs for personal growth, development, and accomplishment Many transformational leaders engage in transactional leadership. They reward
3. Transformational managers motivate their subordinates to work for the good subordinates for a job well done and notice and respond to substandard performance.
of the organization as a whole, not just for their own personal gain or benefit