Leadership	The process of inspiring other to work hard to accomplish important tasks
Vision	A future that one hopes to create or achieve in order to improve upon the present state of affairs
Visionary Leadership	A leader who brings to the situation a clear and compelling sense of the future as well as an understanding of the actions needed to get things done.
Power	Ability to get someone else to do something you want done or make things happen the way you want.
Reward Power	Capability to offer something of value
Coercive Power	Capability to punish or withhold positive outcomes
Legitimate power	Organizational position or status confers the right to control those in subordinate positions
Expert Power	Capacity to influence other because of one’s knowledge and skills
Referent Power	Capacity to influence others because they admire you and want to identify positively with you.
Empowerment	The process through which managers enable and help others to gain power and achieve influence.
Autocratic style	Emphasizes task over people, keeps authority and information within the leader’s tight control, and acts in a unilateral command-and-control fashion.
Laissez-faire style	Shows little concern for tasks, lets the group make decisions, and acts with a “do the best you can and don’t bother me” attitude.
Democratic style	Committed to tasks and people, getting things done while sharing information, encouraging participation in decision making, and helping people develop skills and competencies.
Authority Decision	Those forced upon the user to adopt or reject an innovation by someone in a position of higher authority
Consultative Decision	asking for input from a few select individuals, but ultimately reserving the decision for yourself.
Group Decision	a collaborative process in which people come together to make a decision, usually by consensus
Charismatic Leader	A type of leadership that is defined by the positive personal qualities of the leader
Transactional Leader	Someone who directs the efforts of others through tasks, rewards, and structures
Transformational Leader	Someone who is truly inspirational as a leader and who arouses others to seek extraordinary performance accomplishments.
Emotional Intelligence	The ability to manage ourselves and our relationships effectively
Ethical Leadership	Encourages managers to lead by example with strong ethical values.
Integrity	Making decisions that are consistent with moral principles, even when it may not be easy or profitable
Organizing	The process of arranging people and other resources to work together to accomplish a goal.
Organizational Structure	The system of tasks, workflows, reporting relationships, and communication channels that link together diverse individuals and groups.
Organizational Chart	a diagram describing reporting relationships and the formal arrangement of work positions within an organization.
Formal Structure	The structure of an organization in its official state.
Informal Structure	A shadow organization made up of the unofficial, but often critical, working relationships between organization members.
Objectives	Identify the specific results or desired outcomes that one intends to achieve
Plan	A statement of action steps to be taken in order to accomplish the objectives
Policy	Broad guidelines for making decisions and taking action in specific circumstances
Procedures/Rules	Plans that describe exactly what actions are to be taken in specific situations
Strategic Plans	Set broad, comprehensive, and longer-term action directions for the entire organizations
Operational Plans	Define what needs to be done in specific areas to implement strategic plans
Budgets	Single-use plans that commit resources to activities, projects, or programs
Zero-based Budget	A budgeting process that allocates funding based on program efficiency and necessity rather than budget history
Projects	One-time activities that have clear beginning and end points
Forecasting	Making assumptions about what will happen in the future
Contingency Planning	Identifying alternative courses of action that can be implemented to meet the needs of changing circumstances
Scenario planning	A long-term version of contingency planning
Participatory Planning	requires that the planning process include people who will be affected by the plans and/or will help implement them
Controlling	The process of measuring performance and taking action to ensure desired results
After-action review	Focuses on why things happened. Compares intended results with what was actually accomplished. Encourages participation.
Feedforward control	Employed before a work activity begins. Ensures that objectives are clear, proper directions are established, and the right resources are available
Concurrent control	Focus on what happens during the work process. Monitor ongoing operations to make sure they are being done according to plan
Management by Exception	Giving attention to situations showing the greatest need for action
Management by Objectives	A structured process of regular communication. Supervisor/team leader and workers jointly set performance objectives and review results
Progressive Discipline	ties reprimands to the severity and frequency of the employee’s infractions
Benchmarking	Use of external comparisons to better evaluate current performance and identify possible actions for the future.
Ethics	Moral principles that determine a person or group's “good/right” behaviour as opposed to its “bad/wrong” behaviour.
Utilitarian view	Greatest good to the greatest number of people.
Cultural Relativism	Ethical judgement is always determined by the cultural context.
Ethical Behaviour	What is accepted as good and right in the context of the governing moral code
Individualism view	Primary commitment is to one’s long-term self-interests.
Ethical Imperialism/Cultural Universalism:	Behaviour that is unacceptable in one’s home environment should not be acceptable anywhere else.
Ethical Dilemma	Arises when a choice presents a potential benefit to an individual or organization but may be viewed as unethical
Moral-Rights View	respects and protects the fundamental rights of all people.
Universalism	it is possible to apply generalized norms, values, or concepts to all people and cultures, regardless of the contexts in which they are located.
Justice View	fair and impartial treatment of people according to legal rules and standards.
Code of Ethics	a guiding set of principles intended to instruct professionals to act in a way that aligns with the organization's values and benefits all stakeholders
Values	the regard that something is held to deserve; the importance, worth, or usefulness of something.
Whistle-Blower	Expose the misdeeds of others to preserve ethical standards, protect against wasteful, harmful, or illegal acts, and laws protecting whistleblowers vary
Terminal Values	the present value of all your business's cash flows at a future point, assuming a stable rate of growth in perpetuity
Corporate Social Responsibility (CSR)	A business’ responsibility extends beyond making money (profits) but it is also responsible for how its actions impact its various stakeholders.
Instrumental Values	the means by which we achieve our end goals
Bureaucracy	a system of government in which most of the important decisions are made by state officials rather than by elected representatives.
Self-fulfilling Prophecy	the idea that one person's or one group's expectations for the behavior of others can quite unintentionally help to bring about the behavior expected of those others.
Hawthorne Effect	people change if they are aware of being observed, and management attention, worker engagement, and group dynamics had a greater impact on productivity than factors like lighting or benefits.
Learning Organization	Organizations which are ready and able to adapt to new situations are more likely to be more successful in the long run. These companies are continually learning new techniques and are trying to improve their company.
Organizational Behaviour	deals with employee attitudes and feelings, including job satisfaction, organizational commitment, job involvement and emotional labor
Open System	a platform that can be modified and extended and has freely available documentation
Subsystems	a self-contained system within a larger system.
Systems	a set of things working together as parts of a mechanism or an interconnecting network.
Theory X	Managers view workers as inherently lazy
Theory Y	Managers believe employees are self-motivated and creative.
Theory Z	An approach prioritizing long-term employment, lateral job movements, employee feedback, and teamwork.
Accountability	The requirement of one person to answer to a higher authority for relevant performance results.
Intellectual Capital	the collective brainpower or shared knowledge of a workforce.
Project Managers	someone who coordinates a project with tasks deadlines.
Administrator	work in public and nonprofit organizations
Knowledge Worker	someone whose mind is a critical asset to employers and who contributes to an organization's intellectual capital.
Staff Managers	use technical expertise to advise and support the efforts of line workers
Conceptual Skill	the ability to think critically and analytically to solve complex problems
Management	the process of planning, organizing, leading, and controlling the use of resources to accomplish performance goals
Supervisors/Team Leaders	In charge of a small work group of non-managerial workers
Functional Managers	responsible for a single area of activity, such as marketing, accounting, sales, etc
Manager	a person in an organization who supports and is responsible for the work of others.
General Managers	responsible for more complex units that include many functional areas
Middle Managers	in charge of relatively large departments/divisions
Managerial Competency	a skill based capability that contributes to high performance in a management job.
Human Skill	the ability to work well in cooperation with others
Technical Skill	the ability to apply special proficiency or expertise to perform particular tasks
Top Managers	responsible for the performance of an organization as a whole

Business Leadership Terms + Defintions