Leadership, Organizational Structure, Culture, and Change Management Flashcards

Vocabulary flashcards covering key concepts, models, acronyms, and terminology from the lecture notes on leadership, organizational structure, culture, and change management.

Leadership

A process in which a person influences others to accomplish goals and directs an organization in a cohesive and coherent manner.

Autocratic Leadership Style

A boss-centered leadership style where the leader alone makes decisions.

Democratic Leadership Style

A group-centered leadership style involving member participation in decision-making.

Laissez-faire Leadership Style

A free-rein leadership style where subordinates make the decisions.

Great Man Theory

A leadership theory stating that leaders are born with inherent traits and abilities, describing leaders as valiant, mythic, and ordained.

Trait Theory

A theory proposed by Ralph M. Stogdill in the late 1940s stating that effective leaders possess key personality traits and characteristics inherent by birth.

Contingency Theory

A leadership theory asserting that leadership approaches change depending on three factors: traits, behavior, and situation.

Situational Leadership Theory

A theory developed by Paul Hersey and Ken Blanchard stating that leadership style depends on the situation and the readiness or maturity level of followers.

M1 Maturity Level

A follower readiness level characterized by low ability and low willingness (unable and unwilling).

M2 Maturity Level

A follower readiness level characterized by low ability and high willingness (unable but willing).

M3 Maturity Level

A follower readiness level characterized by high ability and low willingness (able but unwilling).

M4 Maturity Level

A follower readiness level characterized by high ability and high willingness (able and willing).

Behavioural Theory

A leadership theory that evolved in the 1950s focusing on leaders' actions and behaviors, emphasizing technical, human, and conceptual skills.

Traditional Leadership Approaches

Top-down, hierarchical management styles focused on authority, control, and efficiency, often used in the military.

CHECS

An acronym for the 5 key characteristics of Traditional Leadership: Centralized Decision-Making, Hierarchical Structure, Experience-Based Authority, Command and Control, and Stability and Order.

Contemporary Leadership

A modern leadership approach focused on influencing, inspiring, motivating, and empowering others within a volatile, uncertain, complex, and ambiguous (VUCA) environment.

VUCA

An acronym describing the modern operating context: Volatile, Uncertain, Complex, and Ambiguous.

CASTLEST

An acronym for the 8 major contemporary leadership theories: Charismatic, Authentic, Servant, Transformational, Leader-Member Exchange, Emerging Approaches, Situational & Team, and Transactional.

Charismatic Leadership

A leadership theory based on the leader using personal charm to influence followers.

Authentic Leadership

A leadership approach centered on being true to oneself and others.

Servant Leadership

A leadership philosophy focused on serving and supporting followers.

Transformational Leadership

A leadership style focused on inspiring people to improve and achieve higher goals.

Leader-Member Exchange (LMX)

A contemporary leadership theory that examines the individual dynamic and relationship between a leader and each specific member.

Transactional Leadership

A leadership style that utilizes performance-based rewards and transactions.

EEV

An acronym for the 3 key themes in modern leadership: Emotional Intelligence (EQ), Ethical/Moral Leadership, and Virtual Leadership.

Power

The ability to influence the behavior of others to get what you want.

RILCER

An acronym representing the 6 sources of power: Referent, Information, Legitimate, Coercive, Expert, and Reward.

Referent Power

Power derived naturally from being admired by others.

Information Power

Power stemming from access to or possession of valuable, needed information.

Legitimate Power

Power derived from an individual's formal position or authority in an organization.

Coercive Power

Power based on the authority to administer punishment.

Expert Power

Power derived from specialized knowledge, expertise, or skills.

Reward Power

Power based on the ability to bestow rewards or positive outcomes.

PREP LICIC

An acronym for the 9 commonly used influence tactics: Personal Appeal, Rational Persuasion, Exchange, Pressure, Legitimating Tactics, Inspirational Appeal, Consultation, Ingratiation, and Coalition Tactics.

Personal Appeal

An influence tactic asking for a favor based on friendship or personal relationship.

Rational Persuasion

An influence tactic utilizing logical arguments and factual evidence to convince others.

Inspirational Appeal

An influence tactic that seeks to gain commitment by appealing to emotions, values, and aspirations.

Ingratiation

An influence tactic involving compliments or praise before making a request to make the person feel valued.

Coalition Tactics

An influence tactic involving forming alliances with others to persuade a target person.

UPD

An acronym for the 3 directions of influence attempts: Upward (higher position), Downward (lower position), and Peer (equal position).

LOFS

An acronym for the 4 influences on leadership: Leader Traits & Behaviors, Organizational Context, Follower Characteristics, and Situational Factors.

Organizational Politics

Informal, unofficial, behind-the-scenes efforts to sell ideas, influence the organization, or increase power while maintaining relationships.

Organizational Structure

The formal division, grouping, and coordination of tasks within an organization.

Work Specialization

An element of organizational design where tasks are subdivided into separate jobs.

Departmentalization

The basis on which jobs are grouped together, such as Geographical, Process, or Customer Processes.

Chain of Command

The line of authority that flows from top administration down through organizational levels.

Span of Control

The number of levels and managers an organization requires; wider spans generally increase efficiency.

Centralization

The degree to which decision-making and approvals are concentrated at higher authority levels.

Decentralization

The degree to which decision-making is distributed to lower levels or specific departments.

Formalization

The degree to which rules, procedures, and jobs within an organization are standardized.

SFD

An acronym for the 3 common organizational designs: Simple Structure, Functional Structure, and Divisional Structure.

Simple Structure

An organizational design featuring low departmentalization, wide spans of control, authority centralized in one person, and little formalization.

Functional Structure

An organizational design that groups similar or related occupational specialties together.

Divisional Structure

An organizational design composed of separate business units or divisions, each with its own operational focus.

TMB

An acronym for the 3 contemporary organizational designs: Team Structure, Matrix Structure, and Boundaryless Organization.

Matrix Structure

An organizational design that assigns specialists from different functional departments to work on one or more projects.

Boundaryless Organization

An organizational design not defined or limited by traditional chains of command or rigid structural boundaries, relying instead on empowered teams.

Organizational Culture

The shared values, beliefs, customs, practices, and social behaviors that form the unwritten rules and overall atmosphere of an organization.

AVA

An acronym for the 3 levels of organizational culture: Artifacts, Values, and Assumptions.

Artifacts

The visible elements of culture, such as logos, physical layouts, and rituals, which can be hard to interpret.

Values

The explicit goals, strategies, and philosophies that direct how an organization operates.

Assumptions

Unconscious beliefs, perceptions, and deep-seated ways of thinking that form the core foundation of an organization's culture.

CHAM

An acronym for the 4 common types of organizational culture: Clan, Hierarchy, Adhocracy, and Market.

Clan Culture

A collaborative organizational culture oriented around mentorship and teamwork.

Hierarchy Culture

A control-oriented organizational culture focused on order, standard processes, and efficiency.

Adhocracy Culture

An innovative organizational culture centered on creativity, risk-taking, and adaptability.

Market Culture

A results-oriented organizational culture driven by performance, targets, and profitability.

PEC

An acronym for the 3 key elements of a thriving culture: Purpose and Values, Employee Experience & Wellbeing, and Continuous Growth.

Organizational Change

The process by which an organization alters its structures, strategies, operations, technologies, or culture.

Incremental Change

Small, gradual, continuous improvements and adjustments within an organization.

Transformational Change

Large-scale, radical shifts that fundamentally alter an organization's structure, operations, or culture.

LMS

An acronym for internal drivers of change: Leadership Changes, Mergers and Acquisitions, and Strategic Shifts.

TMR

An acronym for external drivers of change: Technological Advancement, Market Conditions, and Regulatory Requirements.

PCTMR

An acronym for the 5 key components of Change Management: Planning, Communication, Training and Support, Monitor Progress and Feedback, and Reinforcement.