ICGS139 Leadership and Change for a Global Society - Study Flashcards

These vocabulary flashcards define key leadership theories, behaviors, personality dimensions, and management concepts based on the ICGS139 lecture materials.

Leadership

An influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes.

Paradigm

A shared mindset that represents a fundamental way of thinking about, perceiving, and understanding the world.

Derailment

A phenomenon in which a manager with an impressive track record reaches a certain level but goes off track and cannot advance because of a mismatch between job needs and personal skills and qualities.

Great Man Approach

A leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders.

Traits

The distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance.

Analytic intelligence

General problem-solving ability within the Triarchic Theory of Intelligence.

Practical intelligence

Knowing how things get done and how to do them within the Triarchic Theory of Intelligence.

Creative intelligence

The ability to produce novel and useful work within the Triarchic Theory of Intelligence.

Integrity

The quality of being whole, integrated, and acting in accordance with solid ethical principles.

Strength

A natural talent or ability that has been supported and reinforced with learned knowledge and skills.

Operational role

A vertically oriented leadership role where the executive has direct control over people and resources and uses position power to focus on results.

Collaborative role

A horizontal leadership role where the leader works behind the scenes and uses personal power to influence others and build relationships.

Advisory role

A leadership role that provides guidance and support, focusing on developing organizational capabilities in areas like legal, finance, and human resources.

Autocratic leadership style

A style that centralizes authority and derives power from position, control of rewards, and coercion.

Democratic leadership style

A style that delegates authority, encourages participation, and relies on subordinates’ knowledge and respect for influence.

Consideration

The extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust.

Initiating Structure

The extent to which a leader is task oriented and directs subordinates’ work activities toward goal achievement.

Leadership Grid

A two-dimensional leadership model that describes major leadership styles based on measuring both concern for people and concern for production.

Individualized Leadership

A theory based on the notion that a leader develops a unique relationship with each subordinate or group member.

Contingency approaches

Approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively.

Telling style

A directive approach in Hersey and Blanchard's Situational Theory that reflects a high concern for tasks and a low concern for people and relationships.

Fiedler’s Contingency Model

A model designed to diagnose whether a leader is task-oriented or relationship-oriented and match leader style to the situation.

LPC scale

The least preferred coworker scale used to measure leadership style in Fiedler’s Contingency Model.

Path–Goal Theory

A contingency approach in which the leader’s responsibility is to increase subordinates’ motivation by clarifying behaviors necessary for task accomplishment and rewards.

Vroom–Jago Contingency Model

A model that focuses on varying degrees of participative leadership and how each level of participation influences decision quality and accountability.

Self-Awareness

Being conscious of the internal aspects of one’s nature, such as personality traits, emotions, and values, and appreciating how patterns affect others.

Blind Spots

Characteristics or habits that people are not aware of or do not recognize as problems but which limit their effectiveness and career success.

Conscientiousness

The degree to which a person is responsible, dependable, persistent, and achievement-oriented.

Locus of Control

Defines whether a person places the primary responsibility for what happens to him or her within himself/herself or on outside forces.

Authoritarianism

The belief that power and status differences should exist in an organization.

Instrumental values

Beliefs about the types of behavior that are appropriate for reaching goals.

End values

Also known as terminal values, these are beliefs about the kind of goals or outcomes that are worth trying to pursue.

Stereotyping

The tendency to assign an individual to a broad category and then attribute generalizations about the group to the individual.

Halo effect

An overall impression of a person or situation based on one characteristic, either favorable or unfavorable.

Fundamental Attribution Error

The tendency to underestimate the influence of external factors on another’s behavior and overestimate the influence of internal factors.

Self-Serving Bias

The tendency to overestimate the influence of internal factors on one’s successes and the influence of external factors on one’s failures.

Cognitive Style

How a person perceives, processes, interprets, and uses information.

Mental Models

Theories people hold about specific systems in the world and their expected behavior.

Global Mindset

The ability of managers to appreciate and influence individuals, groups, and systems representing different social, cultural, or psychological characteristics.

Independent Thinking

Questioning assumptions and interpreting data according to one’s own beliefs rather than preestablished rules defined by others.

Personal Mastery

The discipline of mastering yourself; it embodies clarity of mind, clarity of objectives, and organizing to achieve objectives.

Emotional Intelligence

A person’s abilities to perceive, identify, understand, and successfully manage emotions in self and others.

Moral Leadership

Distinguishing right from wrong and doing right; seeking the just, honest, and good in the practice of leadership.

Stewardship

A belief that leaders are deeply accountable to others and the organization without trying to control or take care of others.

Servant Leadership

Leadership in which the leader transcends self-interest to serve the needs of others and help others grow.

Courage

The mental and moral strength to engage in, persevere through, and withstand danger, difficulty, or fear.

Whistleblowing

Employee disclosure of illegal, immoral, or unethical practices in the organization.

Motivation

The forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action.

Hygiene factors

Herzberg’s first dimension of the two-factor theory; includes working conditions, pay, company policies, and interpersonal relationships.

Motivators

Herzberg’s second dimension; involves job satisfaction and meeting higher-level needs such as achievement and recognition.

Intrinsic rewards

Internal satisfactions a person receives in the process of performing a particular action.

Extrinsic rewards

Rewards given by another person, such as pay increases and promotions.

Empowerment

Power sharing; the delegation of power or authority to subordinates in the organization.

Job enrichment

A motivational approach incorporating high-level motivators into work, including responsibility, recognition, and growth opportunities.

Critical thinking

Thinking independently and being mindful of the effects of behavior on achieving the organization’s vision.

Leadership Coaching

A method of directing or facilitating a follower with the aim of improving specific skills or achieving a development goal.

Feedback

Using evaluation and communication to help individuals and the organization learn and improve.

Communication

A process by which information and understanding are transferred between a sender and a receiver.

Channel Richness

The amount of information that can be transmitted during a communication episode.

Listening

The skill of grasping and interpreting a message’s genuine meaning.

Team

A unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose.

Free rider

A team member who attains benefits from team membership but does not actively contribute to the team’s work; also known as social loafing.

Conflict

An active disagreement between people with opposing opinions or principles.

Diversity

Differences among people in terms of age, gender, race, or other dimensions.

Ethnocentrism

The belief that one’s own culture and subculture are inherently superior to other cultures.

Glass Ceiling

An invisible barrier that separates women and minorities from top leadership positions.

Power distance

The extent to which people accept equality in power; high distance reflects acceptance of power inequality.

Influence

The effect a person’s actions have on the attitudes, values, beliefs, or actions of others.

Transformational leadership

Leadership characterized by the ability to bring about significant change in followers and the organization.

Transactional leadership

A transaction or exchange process between leaders and followers focusing on present stability and standard management functions.

Charismatic Leaders

Leaders who have the ability to inspire and motivate people to do more than they would normally do, despite obstacles.

Coalitional Leadership

Leadership that involves developing allies and building a network of people who support the leader’s goals.

Hard power

Power that stems largely from a person's position of authority.

Soft power

Power that is based on personal characteristics and interpersonal relationships.

Compliance

Following the directions of a person with power regardless of internal agreement.

Strategic Leadership

The ability to anticipate and envision the future, maintain flexibility, and initiate changes that create a competitive advantage.

Vision

An attractive, ideal future that is credible yet not readily attainable.

Mission

The organization’s core broad purpose and reason for existence.

Strategic Management

The set of decisions and actions used to formulate and implement strategies to achieve organizational goals.

Strategy

The general plan of action describing resource allocation and activities for dealing with the environment to attain goals.

Core competence

Something the organization does extremely well in comparison to competitors.

Culture

The set of key values, assumptions, understandings, and norms shared by members of an organization and taught to new members.

Norms

Shared standards that define what behaviors are acceptable and desirable within a group of people.

Socialization

The process by which a person learns the cultural values, norms, and behaviors that enable him or her to fit into an organization.