Organizational Behavior (Exam 4 Terms)

Leadership

A process where an individual influences others to achieve a common goal, such as a team captain motivating players to execute a game plan

Formal Leader

A leader officially appointed by an organization with authority, such as a CEO selected by a board of directors

Informal Leader

A person without a title who influences others naturally, such as an experienced employee others go to for advice

Management

Focuses on planning, organizing, and controlling work, such as scheduling employees and assigning tasks

Directive Leadership

A leadership style where a leader gives clear instructions and expectations, such as a manager telling employees exactly how to complete a project

Transactional Leadership

A leadership style based on rewards and punishments, such as giving bonuses for meeting sales goals

Visionary Leadership

A leadership style focused on a long-term direction and future goals, such as a CEO outlining expansion plans

Empowering Leadership

A leadership style that gives employees autonomy and decision-making power, such as allowing a team to choose how to complete a project

Trait Leadership Perspective

The idea that effective leaders are born with certain traits like confidence or intelligence, such as assuming someone is a leader because they are naturally charismatic

Behavioral Leadership Perspective

Focuses on what leaders do rather than their traits, such as studying how managers communicate with employees

Task Performance Behaviors

Actions focused on completing work and achieving goals, such as setting deadlines and monitoring progress

Group Maintenance Behaviors

Actions focused on relationships and morale, such as resolving team conflicts and encouraging collaboration

Situational Leadership Model

A model where leaders adapt their style based on employee maturity and task needs, such as giving more direction to new employees and more freedom to experienced ones

Telling Style

A leadership style with high direction and low support for low-skill employees, such as training a new hire step-by-step

Selling Style

A leadership style with high direction and high support, such as explaining decisions while guiding employees

Participating Style

A leadership style with low direction and high support, such as collaborating with experienced employees on decisions

Delegating Style

A leadership style with low direction and low support, such as trusting a skilled employee to complete a task independently

Path-Goal Theory

A theory explaining how leaders help employees achieve goals by clearing obstacles and providing support, such as a manager securing resources for a team

Directive Leadership (Path-Goal)

Providing clear instructions to employees, such as outlining exact steps to complete a task

Supportive Leadership

Showing concern for employee well-being, such as helping an employee manage stress

Participative Leadership

Involving employees in decision-making, such as asking for input before implementing a policy

Achievement-Oriented Leadership

Setting challenging goals and expecting high performance, such as pushing a team to exceed targets

Substitutes for Leadership

Factors that reduce the need for leadership, such as highly skilled employees requiring little supervision

Leader-Member Exchange (LMX)

A theory where leaders form stronger relationships with some employees than others, such as giving preferred tasks to trusted employees

Transformational Leadership

A leadership style that inspires employees to go beyond self-interest, such as motivating employees around a shared mission

Idealized Influence

When a leader acts as a role model, such as demonstrating strong ethics

Inspirational Motivation

When a leader inspires enthusiasm, such as giving a motivational speech

Intellectual Stimulation

Encouraging creativity and innovation, such as asking employees for new ideas

Individualized Consideration

Providing personal support and mentoring, such as helping an employee develop skills

Charismatic Leadership

Leadership based on charm and personality, such as a leader energizing employees through confidence

Followership

The ability of employees to support leaders, such as a team fully backing a manager’s strategy

Power

The ability to influence others’ behavior, such as a manager directing employee tasks

Organizational Power

Power derived from position within the organization, such as a supervisor assigning work

Personal Power

Power derived from individual traits, such as an expert employee others rely on

Legitimate Power

Power based on formal authority, such as a boss giving orders

Reward Power

Power based on giving rewards, such as offering promotions or bonuses

Coercive Power

Power based on punishment, such as threatening disciplinary action

Expert Power

Power based on knowledge or skills, such as an IT specialist solving technical problems

Referent Power

Power based on admiration or respect, such as a well-liked leader influencing others

Rational Appeals

Using logic and facts to persuade, such as presenting data to support a decision

Inspirational Appeals

Appealing to emotions and values, such as motivating employees with a vision

Upward Appeals

Getting support from higher authority, such as referencing upper management approval

Personal Appeals

Asking based on relationships, such as requesting a favor

Consultation

Involving others in decision-making, such as asking for input before acting

Exchange

Offering something in return, such as trading favors

Coalition Building

Forming alliances to influence others, such as gaining coworker support

Ingratiation

Using flattery to gain favor, such as complimenting a supervisor before making a request

Silent Authority

Relying on position to influence, such as expecting compliance without explanation

Information Control

Managing access to information, such as withholding key details

Assertiveness

Being direct and forceful, such as demanding immediate action

Commitment

Full agreement and support, such as employees enthusiastically adopting a policy

Compliance

Minimal agreement, such as employees following orders without enthusiasm

Resistance

Opposition to influence, such as employees rejecting a decision

Organizational Politics

Self-serving behavior not officially approved, such as undermining coworkers for promotion

Political Skill

Ability to understand and influence others, such as building strong workplace relationships

Organizational Factors

Workplace conditions encouraging political behavior, such as competition for promotions

Individual Factors

Personal traits influencing political behavior, such as ambition

The Purist

Avoids political behavior, such as focusing only on work

The Street Fighter

Aggressively engages in politics, such as openly competing with coworkers

The Team Player

Balances cooperation and politics, such as working with others while advancing goals

The Maneuverer

Strategically uses politics, such as influencing decisions behind the scenes

Visibility

The degree to which others notice your contributions, such as speaking up in meetings

The Weeds

Informal hidden politics, such as gossip networks

The Rocks

Visible power struggles, such as conflicts between managers

The High Ground

Ethical political behavior, such as advocating fairness

The Woods

Hidden and unclear politics, such as secret alliances

Organizational Culture

Shared values and beliefs guiding employee behavior, such as a company emphasizing teamwork

External Adaptation

How an organization responds to outside forces, such as adjusting to market competition

Internal Integration

Creating unity among employees, such as shared company values

Competing Values Framework

A model identifying four types of cultures, such as comparing flexible and structured organizations

Clan Culture

Focus on collaboration and employee development, such as a company treating employees like family

Adhocracy Culture

Focus on innovation and creativity, such as a startup encouraging new ideas

Market Culture

Focus on competition and results, such as a sales-driven organization

Hierarchy Culture

Focus on structure and control, such as a government agency

Dominant Culture

Core values shared by most members, such as company-wide emphasis on customer service

Subculture

Smaller group values within the organization, such as a department with unique norms

Counterculture

Values that oppose the dominant culture, such as employees resisting company policies

Artifacts

Visible elements of culture, such as logos or dress codes

Stories

Narratives about organizational history, such as founder success stories

Symbols

Objects representing values, such as a company logo

Rituals

Repeated activities, such as weekly meetings

Ceremonies

Formal events, such as award celebrations

Organizational Language

Shared terminology, such as company-specific jargon

Change Hindrances

Cultural barriers to change, such as employees resisting new technology

Diversity Hindrances

Cultural barriers limiting diversity, such as lack of inclusion

Mergers Hindrances

Cultural conflicts during mergers, such as clashing company values

Hofstede’s Dimensions

A framework measuring cultural differences, such as individualism versus collectivism

Standardization

Using the same rules across locations, such as global company policies

Localization

Adapting to local culture, such as changing marketing strategies abroad

Culture Shock

Discomfort in a new cultural environment, such as an employee struggling overseas

Expatriate

An employee working in a foreign country, such as a manager assigned abroad

Expatriate Failure

Inability to adapt to a foreign environment, such as returning early

Selection

Hiring individuals who fit the culture, such as choosing candidates aligned with company values

Socialization

Teaching employees organizational culture, such as onboarding training

Change Management

The process of implementing and managing organizational change, such as restructuring a company

DADA Syndrome

Emotional stages of change including denial, anger, depression, and acceptance, such as an employee initially rejecting then accepting a new policy

Lewin’s Change Model

A three-step process of unfreezing, changing, and refreezing, such as preparing employees, implementing change, and reinforcing it

Unfreezing

Preparing the organization for change, such as explaining the need for a new system

Changing

Implementing the change, such as introducing new technology

Refreezing

Stabilizing the change, such as making new procedures standard