⭐ FBLA Organizational Leadership

Leadership

the ability to influence a group toward the achievement of goals

Interpersonal manegerial roles

figurehead, leader, liaison

Informative managerial roles

monitor, disseminator, spokesperson

Decisional managerial roles

entrepreneur, disturbance handler, resource allocator, negotiator

Figurehead

handles social, ceremonial, and legal responsibilities; source of inspiration and authority

Leader

manages performance and responsibilities of a group

Liaison

communicates internally and externally; networks

Monitor

seeks out information related to the organization and industry; monitors team's performance

Disseminator

communicates potentially useful information to team

Spokesperson

represents and speaks on behalf of the organization

Entrepreneur

creates and controls change within the organization includes solving problems, generating new ideas, and implementing them

Disturbance handler

takes charge when team meets unexpected roadblocks; mediates disputes within

Resource allocator

determines where the organizational resources (funding, staff, and other resources) are best applied

Negotiator

may take part in and direct negotiations within organization

Autocratic leaders

leaders who hoard decision-making power for themselves and typically issue orders without consulting their followers

Democratic leaders

leaders who share power with their followers. While they still make final decisions, they typically solicit and incorporate input from their followers

Free-rein leaders

leaders who set objectives for their followers but give them freedom to choose how they will accomplish those goals

Job-centered behavior

closely supervise subordinates to make sure they perform their tasks following the specified procedures

Employee-centered behavior

emphasizes interpersonal relationships and is sometimes associated with a participatory approach in which leaders seek to involve other people in the process such as subordinates, peers, superiors and other stakeholders

Theory X and Theory Y

a motivation theory that suggests that management attitudes toward workers fall into two opposing categories based on management assumptions about worker capabilities and values

Theory X

management is authoritarian and believes employees are lazy and extrinsically motivated

Theory Y

management is participative and involves employees in decision making; assumes employees are intrinsically motivated

Job enrichment

the creation of jobs with more meaningful content, under the assumption that challenging, creative work will motivate employees

Expectancy Theory

a motivation theory that concerns the relationship among individual effort, individual performance, and individual reward; a worker will be motivated if he/she believes that effort will lead to performance and performance will lead to a meaningful reward

Equity theory

a motivation theory that proposes that perceptions of fairness directly affect worker motivation

Reinforcement theory

proposes that though consequences for behavior, people will be motivated to behave in predetermined ways

Two-factor theory

people are motivated by intrinsically rather than by maintenance factors

Maintenance factors

extrinsic motivators (driven by external motivation) & include: pay, job security, working conditions, realtionships

Acquired Needs Theory

people are motivated by their need for achievement, power & affiliation

Goal-setting theory

difficult goals motivate people

Path-goal theory

an achivement-oriented theory that attempts to increase employee's motivation and satisfaction in order to make them more productive members of the company

Maslow's Levels of Needs

1. Physiological Needs- basic needs

2. Safety Needs - safety and security

3. Belongingness Needs - social needs

4. Esteem Needs - focus on ego, status, self respect

5. Self-Actualization - reach one's full potential

Maslow's Hierarchy of Needs Theory

a motivation theory that suggest that human needs fall into a hierarchy and that as each need is met, people become motivated to meet the next highest need in the pyramid

Contingency Leadership Model

leadership model used to determine if a person's leadership style is task- or relationship-oriented, and if the situation matches the leader's style to maximize performance

Professional networking

developing relationships for purpose of socializing and politicking

Characteristics of productive leaders

appropriate interaction with others, empathy, mentoring, helping others, motivation, empowerment, feedback, supervision,

collaboration, other's contributions

Feedback

verifying messages and determining if objectives are met

Leader-Member Exchange (LMX) Theory

relationship-based approach to leadership that focuses on the two-way relationship between leaders and followers

group

people associated together in work or activity where members are responsible for their own contributions

team

individuals assembled together or having some unifying relationship where members' collective performance determines results

Functional team

a group of people with common functional expertise working toward shared objectives

Cross-functional team

a group of people with different skills working toward shared objectives

Self-managed team

a self-organized, semi-autonomous group of individuals whose members determine, plan, and execute their day-today activities with little or no supervision

Top management

managers who set the overall direction of the firm, articulating a vision, establishing priorities, and allocating time, money, and other resources

Middle management

managers who supervise lower-level managers and report to a higher-level manager

first-line (supervisory) management

managers who directly supervise non-management employees

traits of effective leaders

initiative, independence, follow-through, ability to respond to ambiguity and change, resiliency, positive attitude, record of excellence

mission statement

the definition of an organization's purpose, values, and core goals, which provides the framework for all other plans

five step process for crisis management

risk identification, risk assessment and ranking, risk reduction strategies, crisis prevention simulations, and crisis management

The Change Process

any approach to transitioning individuals or teams using methods intended to redirect the use of resources or business processes

Individual Leadership

group and organizational performances based on individual performance

Group Leadership

providing focus and direction to a group; means productive individuals and organizations

Organizational Leadership

a dual focused management approach that works towards what is best for individuals and what is best for a group as a whole simultaneously. It is also an attitude and a work ethic that empowers an individual in any role to lead from the top, middle, or bottom of an organization

Achievement Motivation Theory

idea that employees are motivated by the will to accomplish more, and that they will continue to set their goals higher as they accomplish them

Leader Motive Profile

attempts to explain and predict leadership success based on a person's need for achievement, power, and affiliation

Pygmalion Effect

a self-fulfilling prophecy in which low expectations lead to a decrease in performance

Characteristics of ethical leaders

being humane, place importance in being kind, act in a manner that is always beneficial to the team, foster a sense of community and team spirit within the organization

Sources of power for leaders

legitimate, expert, referent, coercive, reward

Legitimate Power

positional power; derived from the position a person holds in an organization's hierarchy

Expert Power

derived from possessing knowledge or expertise in a particular area

Referent Power

derived from the interpersonal relationships that a person cultivates with other people in the organization

Coercive Power

derived from a person's ability to influence others via threats, punishments or sanctions

Reward Power

arises from the ability of a person to influence the allocation of incentives in an organization

Coaching

giving motivational feedback to maintain & improve performance; good supportive relationship, specific and descriptive, not judgmental criticism

Criticism

implies judgment and we all recoil from feeling judged (defense mechanism); doesn't work

Mentoring

a relationship in which a more experienced or more knowledgeable person helps to guide a less experienced or less knowledgeable person

Conflict Management Styles

accommodating, avoiding, competing, compromise, collaborating

Accommodating conflict style

passively gives in to other party; keeps relationship, counterproductive (no change)

Avoiding conflict style

involves one of the conflicted parties avoiding communicating about or confronting the problem, hoping it will go away

Competing (confrontation) conflict style

entails the party placing his desires above those of all others involved in the conflict; very assertive way to achieve your goals, without seeking to cooperate with the other party

Compromise (negotiating) conflict style

neither party really achieves what they want; bargaining

Collaborating conflict style

involves parties working together to resolve issues, and both sides come to the table with win-win attitudes

Conflict Resolution

a way for two or more parties to find a peaceful solution to a disagreement among them

Mediation

a form of alternative dispute resolution in which the involved parties bring their dispute to a neutral third party, who helps them agree on a settlement; nonbinding

Individual decision making

one person makes decisions without a group's input or a decision made regardless of the group's opinion is

Group decision making

require the group's participation and call for a manager who respects the opinions and input of the group in the decision making process; consensus and consultation

Organizational politics

informal and unofficial efforts to sell ideas, influence an organization, or increase power

Charismatic leadership

the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers

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

shares power, puts the needs of others first and helps people develop and perform as highly as possible to unfold their full potential and abilities

Low-performance culture

unclear vision, focus on control and structure, emphasis on status and hierarchy, poor information flow, lack of accountability, unclear roles and responsibilities

High-performance culture

clear vision, give/receive feedback, cross-boundary collaboration, admit and learn from mistakes, clear roles and responsibilities

Diversity in decision making

more careful information processing; spurs creativity;

Social Responsibility

an ethical framework and suggests that an entity, be it an organization or individual, has an obligation to act for the benefit of society at large