Fundamentals for Success in Business - D072

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