Term
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Definition
| Influencing, motivating, and enabling others to contribute toward effectiveness and success of the organizations of which they are members |
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Term
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Definition
| The view that leadership is broadly distributed rather then assigned to one person, such that people within the team and organization lead each other |
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Term
| 7 Traits/characteristics of leadership |
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Definition
-Emotional intelligence
-Integrity
-Drive
-Leadership motivation
-Self-confidence
-Intelligence
-Knowledge of the business |
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Term
| 5 Perspectives of Leadership |
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Definition
-Competency (trait)
-Behavioral (people & task oriented)
-Contingency (depends on situation)
-Transformational
-Implicit (romance) |
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Term
| Path-Goal Leadership theory |
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Definition
| A contingency theory of leadership based on the expectancy theory of motivation that relates several leadership styles to specific employee and situational contingencies |
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Term
Path-Goal Model (a contingency theory)
4 leadership behaviors/styles
2 contingencies* |
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Definition
-Directive (task oriented)
-Supportive (people oriented)
-Participative
-Achievement-oriented
*EE related: skills & experience
*Situation related: task structure and team dynamics
=Leadership effectiveness |
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Term
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Definition
| A theory identifying contingencies that either limit the leader's ability to influence subordinates (neutralizers) or make that particular leadership style unnecessary (substitutes) |
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Term
| Transformational Leadership |
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Definition
| A leadership perspective that explains how leaders change teams or organizations by creating, communicating and modeling a vision for the organization or work unit, and inspiring employees to strive for the vision. 1. Create a vision 2. communicate that vision 3. Model the vision 4. Build commitment to vision |
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Term
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Definition
| Leadership that helps organizations achieve their current objectives more efficiently, such as linking job performance to valued rewards and ensuring that employees have the resources needed to get the job done |
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Term
| Implicit Leadership Theory |
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Definition
| A theory stating that people evaluate a leader's effectiveness in terms of how well that person fits preconceived beliefs about the features of behaviors of effective leaders (leadership Prototypes or mental models), and that they tend to inflate the influence of leaders on organizational events (romance perspective folks want to believe leaders make a difference so use fundamental attribution error/perception distortions to support this belief) |
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Term
CH 13
Organizational Culture |
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Definition
| The values and assumptions SHARED within an organization |
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Term
Artifacts
4 Broad categories |
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Definition
The observable symbols and signs of an organization's culture.
-Org stories/legends
-Rituals/ceremonies
-Language
-Physical structures/symbols |
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Term
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Definition
| The programmed routines of daily organizational life that dramatize the organization's culture |
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Term
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Definition
| Planned displays of organizational culture, conducted specifically for the benefit of an audience |
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Term
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Definition
| An organizational culture in which employees focus on the changing needs of custoemrs and other stakeholders, and support initiatives to keep pace with those changes |
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Term
| Attraction-Selection-Attrition (ASA) Theory |
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Definition
| Theory that orgs have a natural tendency to attract, select, and retain people with values and personality characteristics that are consistent with the org's character, resulting in a more homogeneous org and a stronger culture. |
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Term
| Organizational Socialization |
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Definition
The process by which individuals learn the values, expected behaviors, and social knowledge necessary to assume their roles in the organization
3 Stages:
-Preemployment knowledge (outsider)
-Encounter with org
-Role mgmt (insider) |
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Term
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Definition
| The stress that results when employees perceive discrepancies between their preemployment expectations and on-the-job reality |
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Term
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Definition
| A process of diagnosing cultural relations between the companies and determining the extent to which cultural clashes will likely occur |
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Term
CH 14
Force field analysis |
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Definition
| Kurt Lewin's model of system-wide change that helps change agents diagnose the forces that drive and restrain proposed org or systems change |
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Term
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Definition
| the first part of the change process whereby that change agent produces disequilibrium between the driving and restraining forces |
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Term
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Definition
| The latter part of the change process in which systems and conditions are introduced that reinforce and maintain the desired behaviors |
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Term
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Definition
| System-wide group sessions, usually lasting a few days, in which participants identify trends and identify ways to adapt to those changes |
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Term
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Definition
| Anyone who possesses enouth knowledge and power to guide and facilitate the change effort |
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Term
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Definition
| A problem-focused change process that combines action orientation (changing attitudes and behavior) and research orientation (testing theory through data collection and analysis) |
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Term
| Main reasons people resist change (restraining forces) |
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Definition
-higher costs or lower benefits
-fear of unknown results of change
-breaks established routines
-is incongruent w/org systems
-in incongruent wit team dynamics/norms |
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Term
| Reducing restraining forces above |
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Definition
-communicate to EE what to expect from the change
-learning, teach EE valuable skills
-involve EE in the process
-help EE cope w/stress of change
-negotiate tradeoffs
-use coercion (as last resort) |
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Term
| Lewis force field analysis change process has 3 stages |
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Definition
-Unfreezing
-Changing
-Refreezing |
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