Entrepreneurship and Leadership Exam 1

Chapters 1-8

Leadership

The ability to inspire confidence and support among the people who are needed to achieve organizational goals.

Emergent Leaders

A group member who significantly influences another group member even though he or she has not been assigned formal authority.

Substitutes for Leadership

Factors in the work environment that provide guidance and incentives to perform, making the leader’s role almost superfluous.

Leadership Effectiveness

Attaining desirable outcomes such as productivity, quality, and satisfaction in a given situation.

Core self-evaluations

A broad personality trait that captures bottom-line self-assessment, composed of self-esteem, locus of control, generalized self-efficacy, and emotional stability.

Trust

A person’s confidence in another individual’s intentions and motives and in the sincerity of that individual’s word.

Authenticity

Being genuine and honest about your personality, values, and beliefs, as well as having integrity.

Assertiveness

Forthrightness in expressing demands, opinions, feelings, and attitudes.

Proactive Personality

A relatively stable tendency to effect environmental change.

Emotional Intelligence

The ability to do such things as understand one’s feelings, have empathy for others, and regulate one’s emotions to enhance one’s quality of life.

Flexibility

The ability to adjust to different situations.

Drive

A propensity to put forth high energy into achieving goals and persistence in applying that energy.

Achievement Motivation

Finding joy in accomplishment for its own sake.

Cognitive Factors

Problem solving and intellectual skills collectively.

Practical Intelligence

The ability to solve everyday problems by using experience-based knowledge to adapt to and shape the environment.

Insight

A depth of understanding that requires considerable intuition and common sense.

Farsightedness

The ability to understand the long-range implications of actions and policies.

Charisma

A special quality of leaders whose purposes, powers, and extraordinary determination differentiate them from others.

Socialized Charismatic

A charismatic leader who restrains the use of power in order to benefit others.

Personalized Charismatic

A charismatic leader who exercises few restraints on the use of power in order to best serve his or her own interests.

Transformational Leader

A leader who brings about positive, major changes in an organization.

Vision

The ability to imagine different and better conditions and ways to achieve them.

Leadership by Storytelling

The technique of inspiring and instructing group members by telling fascinating stories.

Personal Brand

Your basket of strengths that makes you unique.

Leadership Polarity

The disparity in views of leaders: They are revered or vastly unpopular, but people rarely feel neutral about them.

Effective Leader

One who helps group members attain productivity, including high quality and customer satisfaction, as well as job satisfaction.

Consideration

The degree to which the leader creates an environment of emotional support, warmth, friendliness, and trust.

Initiating Structure

Organizing and defining relationships in the group by activities such as assigning specific tasks, specifying procedures to be followed, scheduling work, and clarifying expectations of team members.

Pygmalion Effect

The situation that occurs when a managerial leader believes that a group member will succeed and communicates this belief without realizing it.

Tough Question

One that makes a person or group stop and think about why they are doing or not doing something.

Management Openness

A set of leadership behaviors particularly relevant to subordinates’ motivation to voice their opinion.

Servant Leader

One who serves constituents by working on their behalf to help them achieve their goals, not the leader’s own goals.

360-Degree Feedback

A formal evaluation of superiors based on input from people who work for and with them, sometimes including customers and suppliers.

Leadership Style

The relatively consistent pattern of behavior that characterizes a leader.

Participative Leaders

A person in charge who shares decision making with group members.

Consultative Leaders

A person in charge who confers with group members before making a decision, but who retains the final authority to make decisions.

Consensus Leaders

The person in charge who encourages group discussion about an issue and then makes a decision that reflects general agreement and that group members will support. Strive for agreement of all members.

Democratic leaders

confer final authority on the group. They function as collectors of group opinion and take a vote before making a decision.

Autocratic Leaders

A person in charge who retains most of the authority for himself or herself.

Leadership Grid

A framework for specifying the extent of a leader’s concern for the production and people. Concern for production is rated on the grid’s horizontal axis. Concern for people is rated on the vertical axis.

Contingency Approach to Leadership

The contention that leaders are most effective when they make their behavior contingent upon situational forces, including group member characteristics. States the best style of leadership is determined by the situation in which the leader is working.

Path-Goal Theory

An explanation of leadership effectiveness that specifies what the leader must do to achieve high productivity and morale in a given situation. Leader attempts to clarify the path to a goal for a group member so that the group member receives personal payoffs.

Situational Leadership II (SLII)

A model of leadership that explains how to match the leadership style to capabilities of group members on a given task.

Normative Decision Model

A view of leadership as a decision-making process in which the leader examines certain factors within the situation to determine which decision-making style will be the most effective.

Crisis Leadership

The process of leading group members through a sudden and largely unanticipated, intensely negative, and emotionally draining circumstance.

Evidence-Based Leadership or Management

The approach whereby managers translate principles based on best evidence into organizational practices.

Ethics

The study of moral obligations, or separating right from wrong.

Morals

An individual’s determination of what is right or wrong influenced by his or her values.

Integrity

Loyalty to rational principles, thereby practicing what one preaches, regardless of emotional or social pressure.

Entitlement

In relation to unethical behavior by executives, the idea that some CEOs lose their sense of reality and feel entitled to whatever they can get away with or steal.

Ethical Mind

A point of view that helps the individual aspire to good work that matters to their colleagues, companies, and society in general.

Corporate Social Responsibility

Responsibility of the organization that is part of external engagement, or the efforts a company makes to manage its relationship with the external world.

Social Entrepreneurship

The use of market-based methods to solve social problems.

Whistleblower

An employee who discloses organizational wrongdoing to parties who can take action.

Virtuous Circle

The idea that corporate social performance and corporate financial performance feed and reinforce each other.

Power

The potential or ability to influence decisions and control resources.

Legitimate Power

The lawful right to make a decision and expect compliance.

Reward Power

The authority to give employees rewards for compliance.

Coercive Power

The power to punish for noncompliance; power based on fear.

Personal Power

Power derived from the person rather than from the organization.

Prestige Power

The power stemming from one’s status and reputation.

Dependence Perspective

The point of view that a person accrues power by other being dependent on him or her for things they value.

Strategic Contingency Theory

An explanation of sources of power suggesting that units best able to cope with the firm’s critical problems and uncertainties acquire relatively large amounts of power.

Moral Identity

The extent to which an individual holds morality as part of his or her self-concept.

Empowerment

Passing decision-making authority and responsibility from managers to group members.

Self-leadership

The idea that all organizational members are capable of leading themselves, at least to some extent.

Delegation

The assignment of formal authority and responsibility for accomplishing a specific task to another person.

Organizational Politics

Informal approaches to gaining power through means other than merit or luck.

Leader Political Support

Political acts and influence behaviors performed by leaders to provide followers with valuable resources to advance individual, group, or organizational objectives.

Positive Psychological Capital

An individual’s positive psychological state of development, characterized by four psychological resources: self-efficacy, hope, optimism, and resilience.

Territorial Games

Also referred to as turf wars, political tactics that involve protecting and hoarding resources that give one power, such as information, relationships, and decision-making authority.

Influence

The ability to affect the behavior of others in a particular direction.

Commitment

The most successful outcome of a leader’s influence tactic: The person makes a full effort.

Compliance

Partial success of an influence attempt by a leader: The person makes a modest effort.

Resistance

The state that occurs when an influence attempt by a leader is unsuccessful: The target is opposed to carrying out the request and finds ways to either not comply or do a poor job.

Leading by Example

Influencing others by acting as a positive role model.

Apprising

Influence tactic in which influence agent explains how carrying out a request or supporting a proposal will benefit the target personally, including advancing the target’s career.

Personal Magnetism

A captivating, inspiring personality with charm and charismatic-like qualities.

Coalition

A specific arrangement of parties working together to combine their power.

Hands-on Leader

A leader who gets directly involved in the details and process of operations.

Upward Appeal

A means of influence in which the leader enlists a person with more formal authority to do the influencing.

Co-opt

To win over opponents by making them part of your team or giving them a stake in the system.

Machiavellians

People in the work place who ruthlessly manipulate others.

Debasement

The act of demeaning or insulting oneself to control the behavior of another person.

Implicit Leadership Theories

Personal assumptions about the traits and abilities that characterize an ideal organizational leader. people are more likely to be influenced by leaders who match their expectations of what a leader should be