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Autocratic Leadership
A form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group.
Authoritative Leadership
-Makes decisions for the group
-Staff output is high
-Uses coercion (gets people to do things via force or threats)
-Communications goes down a chain of command
Laissez-faire Leadership
A leadership style that leaves much of the business decision-making to the workforce - a 'hands off' approach and the reverse of the autocratic style
Participative Leadership
Leaders work with team members to make decisions together. They support and encourage them and are more participatory. M3 Followers
Selling leadership
Leaders are still the decision-makers, but they communicate and work to persuade employees rather than simply direct them. M2 Followers
Telling Leadership
This is a directive and authoritative approach. The leader makes decisions and tells employees what to do. M1 Followers
Delegating Leadership
The leader assigns decision-making responsibility to team members but oversees their work. M4 Followers
People Oriented Leadership
creating overall success by building lasting relationships with employees. This type of leader does care about tasks and schedules, but he/she believes that work culture is more important.
Task-oriented Leadership
focuses on overall success through the completion of tasks. This type of leader doesn't care as much about relationship building as he/she cares about workers meeting particular goals within a preset time frame.
Transactional Leadership
leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance
Visionary Leadership
leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting
Transformational Leadership
leadership that generates awareness and acceptance of a group's purpose and mission and gets employees to see beyond their own needs and self-interests for the good of the group
Servant Leadership
focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself.
Passive Aggressive
making indirect accusations, showing resentment, procrastination, and other behaviors aimed at thwarting another's resolution of conflict
Passive
a behavior influenced by intimidation that can often lead to feelings of resentment and victimization
Aggressive
an aggression-based behavior that employs intimidation and manipulation
Assertive
Acting with confidence and force; sure of one's self
Denotation and Connotation
connotation is an implied meaning, denotation is the exact definition
Self Regulation
the exercise of voluntary control over the self to bring the self into line with preferred standards
Moral Identity
the aspect of personality that is present when individuals have moral notions and commitments that are central to their lives
Machiavellianism
the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means (Manipulative)
Inspirational Appeal
An influence tactic designed to appeal to one's values and ideals, thereby creating an emotional or attitudinal reaction
Rational Persuasion
An influence tactic using logical arguments and hard facts to show the target that the request is a worthwhile one
Legitamate Power
power due to position
Reverent power
Power earned by those who are respected
Beliefs
specific ideas that people hold to be true
Norms
rules and expectations by which a society guides the behavior of its members
Culture
the enduring behaviors, ideas, attitudes, values, and traditions shared by a group of people and transmitted from one generation to the next
Ethics
the principles of right and wrong that guide an individual in making decisions
whistle-blowing
The disclosure of information by a company insider that exposes illegal or unethical behavior by others within the organization
Sheltering
protecting
Green Washing
Deceptive practices used to promote the perception that an organizations product, aims or policies are environmentally friendly
Cherry Picking
act of pointing at individual cases or data that seem to confirm a particular position, while ignoring a significant portion of related cases or data that may contradict that position
Adhocracy Culture
(Create) has an external focus and values flexibility
Clan Culture
(Collaborate) internal focused, values flexibility rather than stability and control, encourages collaboration among employees
Hierarchy Culture
(Control) has an internal focus and values stability and control over flexibility
Market Culture
(Compete) has a strong external focus and values stability and control
Organizational Culture
the set of values, ideas, attitudes, and norms of behavior that is learned and shared among the members of an organization
Organizational Leadership
the process and practice by key executives of guiding and shepherding people in an organization toward a vision over time and developing that organization's future leadership and organization culture
Attrition
a gradual reduction or weakening; a rubbing away
Attraction
something that draws attention
Person-Job Fit
The degree to which a person's skill, knowledge, abilities, and other characteristics match the job demands.
Person-Organization Fit
The degree to which a person's values, personality, goals, and other characteristics match those of the organization.
Neuroticism
degree of emotional instability or stability. anxious, irritable, and moody.
Openness
curious, original, creative, and open to new ideas.
Extraversion
refers to people who are outgoing, talkative, and sociable.
Conscientiousness
A personality dimension that describes someone who is responsible, dependable, persistent, and organized, punctual, and dependable.
Agreeableness
tolerant, sensitive, trusting, and kind.
Top Management
The highest level, consists of the president and other key company executives who develop strategic plans.
Middle Management
Includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling.
Mentor
a wise and trusted guide and advisor
Front Line Management
Lowest level of management in the hierarchy; responsible for the work of the operating employees only and does not supervise other managers.
Manager
responsible for a group of people, a department, or specific tasks within a company.
Leader
refers to the act of influencing others to work toward a goal.
Team Member
A person who works with other members of the group to help achieve a common goal.
Competing Values Framework
provides a practical way for managers to understand, measure, and change organizational culture
Reward Power
Compliance achieved based on the ability to distribute rewards that others view as valuable
Values
the stable, enduring goals that one has for life
Morals
sets of rules that individuals develop based on cultural norms and beliefs.
Courage
willingness to face agony, pain, intimidation, or uncertainty, even when you are reluctant or fearful.
Emotional Connection
Feelings that create a bond between 2 or more people.
Emotional Quotient (EQ)
a measure of someone's emotional intellegence
Emotional Intelligence (EI)
the capacity to be aware of, control, and express ones emotions, and to handle interpersonal relationships judiciously and emphatically
Self Awareness
the ability to accurately perceive, assess, and exhibit appropriate emotions.
Self Management
allows you to channel your emotions in a positive way.
Social Awareness
the ability to empathize and understand the emotions of others.
Relationship Management
the ability to assist others in managing their own emotions and to establish supportive relationships with others.
M1 Followers
Followers have low competence and low commitment.
M2 Followers
Followers have low competence, but high commitment.
M3 Followers
Followers have high competence, but low commitment and confidence.
M4 Followers
Followers have high competence and high commitment and confidence.
Individual Contributor
is someone who uses his or her personal skills to contribute to a team.
Formal Leaders
come from a position of authority built into the organization's structure. They use the power inherent to the position. The long-term success and committed followership from their employees is a result of their ability to influence others.
Informal Leaders
do not have a recognized position of authority. They influence people within their reach through the strength of conviction and charisma.
Hofstede Model
evaluates cultures based on the dimensions of individualism, collectivism, power distance, and uncertainty avoidance
Collectivism
the practice or principle of giving a group priority over each individual in it.
Mechanistic Organizational Structures
an organization system marked by rules, procedures, a clear hierarchy of authority, and centralized decision making. best suited to stable environments that contain low uncertainty.
Organic Organizational Structures
characterized by fluidity and a wider span of control. They work best in unstable, complex, changing environments.
Clan Personality Trait
agreeableness
Adhocracy Personality Trait
openness
Market Personality Trait
extraversion
Hierarcy Personality Trait
conscientiousness
80/20 Rule
Active listening should be outwardly focused, with an 80/20 listening to speaking ratio.
Empathize
Research your users' needs.
Define
State your users' needs and problems.
Ideate
Challenge assumptions and create ideas.
Prototype
Start to create solutions.
Test
Try your solutions out.
Implement
Introduce your idea to markets.
Autocratic Leadership Style Characteristic
Telling
Participative Leadership Style Characteristic
Selling and Participating
Laissez-faire Leadership Style Characteristic
Delegating
