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Definition
| An individual within a group or an organization who wields the most influence over others |
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| The process whereby one individual influences other group members toward the attainment of defined group or organizational goals |
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The view that leaders possess special traits that set them apart from others and that these traits are responsible for their assuming positions of power and authority
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Definition
| The desire to influence others, especially toward the attainment of shared goals |
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| Personalized Power Motivation |
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Definition
| The wish to dominate others, reflected by an excessive concern with status |
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| Socialized Power Motivation |
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Definition
| The desire to cooperate with others, to develop networks and coalitions |
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Term
| Multiple Domains of Intelligence |
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Definition
Intelligence as measured in several different ways, such as;
- Cognitive Intelligence
(traditional measures of the ability to integrate and interpret information)
- Emotional Intelligence
(the ability to be sensitive to one's own and others' emotions)
- Cultural Intelligence
(awareness of cultural differences between people) |
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Definition
| A person's sensitivity to the fact that leaders operate differently in different cultures |
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Term
| Autocratic Leadership Style |
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Definition
| A style of leadership in which the leader makes all decisions unilaterally |
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| Participative Leadership Style |
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Definition
| A style of leadership in which the leader permits subordinates to take part in decision making and also gives them a considerable degree of autonomy in completing routine work activities |
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Term
| Autocratic-Delegation Continuum Model |
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Definition
An approach to leadership describing the ways in which leaders allocate influence to subordinates.
- this ranges from:
*Controlling everything (autocratic)
to;
*Allowing others to make decisions for themselves (delegating).
Between these extremes are more participative forms of leadership -- 'Consulting' and 'Making Joint Decisions' |
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Term
| Two-Dimensional Model of Subordinate Participation |
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Definition
An approach to leadership that describes the nature of the influence leaders give followers.
- It distinguishes between leaders who are 'directive' to 'permissive' toward subordinates and the extent to which they are 'participative' or 'autocratic' in their decision making
- Individual leaders may be classsified into four types in terms of where they fall when these two dimensions are combined |
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Definition
Activities by a leader designed to enhance productivity or task performance.
- Leaders who focus primarily on these goals are described as demonstrating a 'task-oriented' style |
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Definition
Actions by a leader that demonstrate concern with the welfare of subordinates and establish positive relations with them.
- Leaders who focus primarily on this task are often descrived as demonstrating a 'person-oriented' style |
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Definition
| A multi-step process designed to cultivate two important leadership skills - concern for 'people' and 'production' |
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| Leader-Member Exchange (LMX) Model |
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Definition
| A theory suggesting that leaders from different relations with various subordinates and that their nature can exert strong effects on subordinates' performance and satisfaction |
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Definition
| An approach to leadership that turns the traditional management hierarchy upside down by empowering people to make their own decisions |
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| Attribution Approach (to leadership) |
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Definition
| The approach to leadership that focuses on leaders' attributions of followers' performance - that is, their perceptions of its underlying causes |
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| Rally 'Round the Flag Effect |
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Definition
| The tendency for followers to make positive attributions about their leaders when they appear to be working to keep things together during a crisis situation |
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| Leaders who exert especially powerful effects on followers by virtue of their commanding confidence and clearly articulated visions |
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| A type of leadership based on methodically developing solutions to problems and working them through in a thorough manner |
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| Transformational Leadership |
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Definition
| Leadership in which leaders use their charisma to transform and revitalize their organizations |
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| Contingency Theories of Leader Effectiveness |
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Definition
| Any of several theories that recognize that certain styles of leadership are more effective i nome situations than others |
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Definition
| A theory suggesting that leader effectivenes is determined both by characteristics of leaders (their LPC scores) and by the level of situational control they are able to exert over subordinates |
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Definition
| Short for "Esteem for Least Preferred Coworker," a personality variable distinguishing individuals with respect to their concern for people (high LPC) and their concern for production (low LPC) |
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Definition
| The practice of matching leaders (based on their LPC scores) to the groups whose situations best match those in which they are expected to be most effective according to LPC contingency theory |
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| Situational Leadership Theory |
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Definition
| A theory suggesting that the most effective style of leadership - delegating, participating, selling, or telling - depends on the extent to which followers require guidance, direction, and emotional support |
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| A theory of leadership suggesting that subordinates will be motivated by a leader only to the extent they perceive this individual as helping them to attain valued goals |
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| Normative Decision Theory |
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Definition
| A theory of leader effectivenes focusing primarily on strategies for choosing the most effective approach to making decisions |
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| Substitutes for Leadership |
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Definition
| The view that high levels of skill among subordinates or certain features of technology and organizational structure sometimes serve as substitutes for leaders, rendering their guidance or influence superfluous |
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Definition
| The practice of systematically training people to expand their capacity to function effectively in leadership roles |
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| In China, a person's network of personal and business connections |
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Definition
| A leadership development tool designed to help people make connections to others whom they can turn for information and problem solving |
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Definition
| A technique of leadership development that involves custom-tailored, one-on-one learning aimed at improving an individual leader's performance |
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Definition
| A leadership development technique involving a continuous process of learning and reflection that is supported by colleagues and that emphasizes getting things done |
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Definition
| A cognitive framework consisting of attitudes, values, behavioral norms, and expectations shared by organization members |
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Toxic Organizational Cultures
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Definition
| Organizational cultures in which people feel that they are not valued (opposite of healthy organizational cultures). |
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| Healthy Organizational Cultures |
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Definition
| Organizational cultures in which people feel that they are valued (opposite of toxic organizational cultures). |
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| Cultures existing within parts of organizations rather than entirely throughout them |
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| The distinctive, overarching "personality" of an organization |
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Definition
A system of categorizing four types of organiational culture by combining two dimensions - 'sociability' and 'solidarity'
- Each of the four resulting cultural types - 'networked culture', 'mercenary culture', 'fragmented culture', and 'communal culture' - can be both positive and negative in nature |
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| A dimension of the 'S Cube' characterized by the degree of friendliness typically found among members of an organization |
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Definition
| A dimension of the 'Double S Cube' characterized by the degree to which people in an organization share a common understanding of the tasks and goals about which they are working |
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Definition
| In the 'Double S Cube', this type of organizational culture is characterized by high levels of sociability and low levels of solidarity |
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Definition
| In the 'Double S Cube', this type of organizational culture is characterized by a low degree of sociability and a high degree of solidarity |
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Definition
| In the 'Double S Cube', this type of organizational culture is characterized by a low degree of sociability and a low degree of solidarity |
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Definition
| In the 'Double S Cube', this type of organizational culture is characterized by both a high degree of sociability and a high degree of solidarity |
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| Material objects that connote meanings that extend beyond their intrinsic content |
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Definition
Explicitly written statements describing the principle beliefs that guide an organization.
- Such documents can help reinforce an organization's culture |
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| Documents in which explicit statements are made that express a company's ethical values |
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| Problems resulting from attempts to merge two or more organizational cultures that are incompatible |
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| The process by which individuals or teams produce novel and useful ideas |
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| The process of reframing familiar problems in unique ways |
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| Rules that people follow to help them approach tasks in novel ways |
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| The ability to abandon unproductive ideas and temporarily put aside stubbor problems until new approaches can be considered |
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| Intrinsic Task Motivation |
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Definition
| The motivation to do work because it is interesting, engaging, or challenging in a positive way |
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| An approach to analyzing problems in which basic elements are combined in systematically different ways |
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| The successful implementation of creative ideas within an organization |
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| A document describing an organization's overall direction and general goals |
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| The formal configuration between individuals and groups with respect to the allocation of tasks, responsibilities, and authorities within organizations |
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| A diagram representing the connections between the various departments within an organization; a graphic representation of organizational design |
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| A configuration of the reporting relationships within organizations, that is, who reports to whom |
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| The process of dividing the many tasks performed within an organization into specialized jobs |
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| The number of subordinates in an organization who are supervised by an individual manager |
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| Positions in organizations in which people can make decisions related to doing its basic work |
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| Positions in organizations in which people make recommendations to others but who are not themselves involved in making decisions concerning the organization's day-to-day operations |
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| The extent to which authority and decision making are spread throughout all levels of an organization rather than being reserved exclusively for top management |
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| The process of breaking up organizations into coherent units |
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| The type of departmentalization based on the activites or functions performed |
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| The type of departmentalization based on the products (or product lines) produced |
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| The type of departmentalization in which a product or projcect form is superimposed on a functional form |
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| Classical Organizational Theory |
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Definition
| The approach that assumes that there is a single best way to design organizations |
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| Neoclassical Organizational Theory |
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Definition
| An attempt to improve on the classical organizational theory that argues that not only economic effectiveness, but also employee satisfaction, should be goals of an industrial organization |
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Definition
| The practice of structuring organizations by processes performed, using autonomous work teams in flattened hierarchies |
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| Contingency Approach to Organizational Design |
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Definition
| The contemporary approach that recognizes that no one approach to the organizational design is best, but that the best design is the one that fits with the existing environmental conditions |
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Definition
| An internal organizational structure in which people perform specialized jobs, many rigid rules are imposed, and authority is vested in a few top-ranking officials |
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| An internal organizational structure in which jobs tend to be very general, there are few rules, and decisions can be made by lower-level employees |
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| Employees who perform the basic work related to an organization's product or service |
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| Top-level executives responsible for running an entire organization |
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| Managers who transform information between higher and lower levels of the organizational hierarchy |
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| Organizational specialists responsible for standardizing various aspects of an organization's activities |
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| Individuals who provide indirect support services to an organization |
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| An organization characterized as being small and informal, with a single powerful individual, often the founding entrepreneur, who is in charge of everything |
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| An organizational form in which work is highly specialized, decision making is concentrated at the top, and the work environment is not prone to change (government office) |
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| Organizations in which there are lots of rules to follow, but employees are highly skilled and free to make decisions on their own (hospitals and universities) |
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| The form used by many large organizations, in which separate autonomous units are created to deal with entire product lines, freeing top management to focus on large-scale, strategic decisions. |
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| A highly informal, organic organization in which specialists work in teams, coordinating with each other on various projects (many software development companies) |
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| Boundaryless Organization |
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Definition
| An organization in which chains of command are eliminated, spans of control are unlimited, and rigid departments give way to empowered teams |
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Definition
| An organization that surrounds itself by a network of other organizations to which it regularly outsources noncore functions |
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| A highly flexible, temporary organization formed by a group of companies that join forces to exploit a specific opportunity |
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| Satellite organizations affiliated with core companies that have helped them develop |
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| A change in one part of an organization that is made independently of the need for change in another part |
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| A change in one part of an organization that is related to chanage in other parts of it |
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| Interorganizational Designs |
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Definition
| Organizational designs in which two or more organizations come together |
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Definition
| A form of organizational diversification in which an organization (usually a very large, multinational one) adds an entirely unrelated business or product to its organizational design |
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| A type of interorganizational design in which two or more separate companies combine forces to develop and operate a specific business. (associated with mutual service consortia, joint ventures, and value-chain partnerships) |
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| A type of strategic alliance in which two similar companies from the same or similar industries pool their resources to recieve a benefit that would be too difficult or expensive for either to obtain alone |
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| Strategic alliances between companies in different industries that have complementary capabilities |
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| Strategic alliances in which several companies work together to fulfill opportunities that require the capabilities of one another |
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| Partnerships between established companies (often Internet-based firms), which provide valued resources and experience, with start-ups, which are able to develop and market products quickly |
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| A company that specializes in starting up new businesses |
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| An entirely new company that is separate from the original parent organization, one with its own identity, a new board of directors, and a different management team |
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