People Management and Leadership Fundamentals

These flashcards cover key concepts from Chapters 2 through 7 of the lecture notes, focusing on morale, people management secrets, compliance versus commitment, and leadership styles.

Morale Killers

Individuals who thrive on negativity and promote low morale, leading to reduced productivity, burnout, stress, sick time abuse, employee turnover, and conflicts between coworkers.

Positional authority

Authority derived from rank that allows a supervisor to compel a subordinate's compliance to a minimum standard.

Personal authority

The ability to influence rather than compel, which is built through better work relationships.

First Secret of People Management

The concept that everyone wants to feel important and be treated with professionalism, respect, courtesy, and dignity.

Second Secret of People Management

The understanding that no one wants to look stupid, as embarrassing someone is the quickest way to kill morale and motivation.

Third Secret of People Management

The concept that everyone wants to be appreciated; leaders who show appreciation and recognize behavior they want repeated are rewarded with trust and loyalty.

Compliance

A consequence of overemphasizing the written word, where employees focus on narrowly defined operational parameters to avoid criticism or reprimand.

Traditional Leaders

Supervisors characterized as demeaning, micro-managing, aloof, and self-centered players who create a culture where innovation is stifled.

Commitment

A state where employees do what is right and more than required even when no one is looking; it must be earned through trust and clear communication.

Morale

The general feeling employees have about their work, organization, leaders, and coworkers, which has a direct link to job performance.

External Motivators

Factors provided to employees through words or actions, including tangibles like pay and promotions, as well as coaching and keeping employees informed.

Internal Motivators

Unseen factors such as curiosity, challenge, personal growth, and the desire for control, satisfaction, or belonging.

Conflict Avoidance

An extreme on the leadership spectrum where supervisors are people-focused, ignore problems, and try to be a friend to avoid conflict.

Command & Control

An extreme on the leadership spectrum characterized by traditional, demanding, and workaholic behavior, often perceived as demeaning or micromanaging.

Advocates

Supervisors who listen to their subordinates and try to correct problems without commiserating or complaining with them.