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Leadership TECH 4111
Chap 13 - 15
73
Business
Post-Graduate
12/02/2014

Additional Business Flashcards

 


 

Cards

Term

Chap 13

 

 

 

Strategic leadership

Definition
the process of providing direction and inspiration necessary to create, provide direction to, or sustain an organization
Term

Chap 13

 

 

 

High-Level Cognitive Activity of the Leader

Definition
The ability to think conceptually, absorb and make sense of a multitude of trends and condense this information ito a straightforward plan of action.
Term

Chap 13

 

 

Gathering multiple inputs to formulate strategy

Definition
By consulting with a wide range of parties with an interest, similar to the process of conducting research to create a vision.
Term

Chap 13

 

 

Anticipating and Creating a Future

Definition
To set a direction is also to tell the organization what it should be doing.  To set a productive direction for the future, the leader must accurately forecast or anticipate the future.
Term

Chap 13

 

 

Revolutionary and Contrarian Thinking

Definition
Any strategy that does not challenge the status quo should not be even considered a strategy. For strategic leadership to be revolutionary, it would have to redefine products and services, market space, and even the entire industry.
Term

Chap 13

 

 

Creating a Vision

Definition
A carefully considered and articulated vision helps us know who we are ans who we are not.
Term

Chap 13

 

 

SWOT Analysis

Definition
A method of considering internal strengths and weaknesses, and external opportunities and threats in a given situation.
Term

Chap 13

 

 

Internal Strengths

Definition
Assess factors within the organization that will have a positive impact on implementing the plan.
Term

Chap 13

 

 

Internal Weaknesses

Definition
Take a candid look at factors within the firm that could have a negative impact on the proposed plan.
Term

Chap 13

 

 

External Opportunities

Definition
Assess socioeconomic, political, environmental, and demographic factors in terms of benefits they may bring to the organization.
Term

Chap 13

 

 

External Threats

Definition
Assess the possible negative impact socioeconomic, political, environmental, and demographonic factors may have on the organization.
Term

Chap 13

Sampling of Business Strategies Formulated by Leaders

 

  

Differentitation strategy

Definition
attempts to offer a product or service that is perceived by the customer as different from available alternatives.
Term

Chap 13

Sampling of Business Strategies Formulated by Leaders

 

 

 

Cost leadership strategy

Definition
is to produce a product or service at a low price to lower price and gain market share.
Term

Chap 13

Sampling of Business Strategies Formulated by Leaders

 

  

 

High quality strategy

Definition
leaders continue to emphasize quality even if there is a less explicit emphasis today on formal quality programs.
Term

Chap 13

Sampling of Business Strategies Formulated by Leaders

 

 

  

Imitation

Definition
the company waits for the right time to introduce a lower-priced competitor. Ex. Benchmarking is a form of learning by watching.
Term

Chap 13

Sampling of Business Strategies Formulated by Leaders

 

  

Strategic alliances strategy

Definition
to form alliances, or share resources, with other companies to exploit a market opportunity.
Term

Chap 13

Sampling of Business Strategies Formulated by Leaders

 

 

 Growth through acquisition

Definition
is for one company to purchase others.
Term

Chap 13

Sampling of Business Strategies Formulated by Leaders

 

  

High Speed and first-mover

Definition
managers focus on speed in all of their business activities, including production develpment, sales response, and customer.
Term

Chap 13

Sampling of Business Strategies Formulated by Leaders

 

  

Product and global diversification strategy

Definition
is to offer a variety of products and services, and to sell across borders to enhance market opportunities.
Term

Chap 13

Sampling of Business Strategies Formulated by Leaders

 

 

 

Sticking to core competencies

Definition
will prosper if they confine their efforts to the activities they perform best -
Term

Chap 13

Sampling of Business Strategies Formulated by Leaders

 

 

 

Brand leadership strategy

Definition
succeeding through developing the reputation of your brand can be considered a business strategy.
Term

Chap 13

Sampling of Business Strategies Formulated by Leaders

 

 

 

 

 

 

Create demand by solving problems

Definition
the simple idea that the best way to sell is to offer to solve a problem has become a buiness strategy.
Term

Chap 13 Sampling of Business Strategies Formulated by Leaders

 

 

 

 

 

Competitive advantage through hiring talented people strategy

Definition
to build a great companies the most urgent business charge is to find and keep great people.
Term

Chap 13

Knowledge management

Definition
concerted effort to improve how knowledge is created, delivered, and applied.
Term

Chap 13

Learning organization

Definition
is one that is skilled at creating, acquiring, and transferring knowledge, and at modifying behavior to reflect new knowledge and insights.
Term

Chap 13 (KM) components

 

   

 

Knowledge creation

Definition
used to spur innovation
Term

Chap 13 (KM) components

 

 

 

Knowledge dissemination

Definition
through information technology is the most frequesnt activity witin knowledge management.
Term

Chap 13

Learning organization

 

 

 

 

 

 

Ways a leader can create a learning organization:

Definition
  1. Create a strategic intent to learn
  2. Creating a shared vision
  3. Systems thinking
  4. Personal mastery of the job
  5. Team learning
Term

Chap 14

 

 

 

ADVANTAGES OF MANAGING FOR DIVERSITY

Definition
  1. Reduction of turnover and obsenteeism costs may result from manageing diversity.
  2. Managing diversity well offers a marketing advantage. Ex. multicultural group decision makers
  3. Companies with a favorable record in managing diversity are at distinct advantage in recruiting and retaining talented people.
  4. Managing diversity well unlocks the potential for excellence.
  5. Heteogeneity in the workforce may offer the company a creativity advantage, plus improved problem solving and decision making. 
Term

Chap 14

 

 

 

Multicultural Leader

Definition
is a leader with the skills and attitudes to relate effectively to and motivate people across rease, gender, age, social attitudes, and lifestyles.
Term

Chap 14 Key Dimensions of Differences in Cultural Values

 

 

 

 

Performance orientation

 

 

 

Definition

is the egree to which a society encourage (or should encourage) and rewards group members for performance improvement and excellence.

 

Term

Chap 14 Key Dimensions of Differences in Cultural Values

 

 

 

 

Assertiveness

Definition
is the degree to which individuals are (and should be) assertive, confrontational, and aggressive in their relationships with one another.
Term

Chap 14 Key Dimensions of Differences in Cultural Values

 

 

 

Future orientation

Definition
is the extent to which individuals engage (and should engage) in future-oriented behaviors such as delaying gratification, planning, and making investments for the future.
Term

Chap 14 Key Dimensions of Differences in Cultural Values

 

 

 

Time Orientation

Definition
is the importance nations and individuals attach to time.
Term

Chap 14 Key Dimensions of Differences in Cultural Values

 

 

 

 

Humane orientation

Definition
is the degree to which a society encourages and rewards and should encourage and reward, individuals for being fair, altruistic, and caring to others.
Term

Chap 14 Key Dimensions of Differences in Cultural Values

 

 

 

In-group collectivism

Definition
is the degree to which individuals express, and should express, pride, loyalty, and cohesiveness in their organizations and families.
Term

Chap 14 Key Dimensions of Differences in Cultural Values

 

 

Gender egalitarianism

Definition
is the degree to which a culture minimizes, and should minimize, gender inequality.
Term

Chap 14 Key Dimensions of Differences in Cultural Values

 

 

 

Power distance

Definition
is the degree to which members of a society expect, and should expect, power to be distruted unequally.
Term

Chap 14 Key Dimensions of Differences in Cultural Values

 

 

 

 

Uncertainty avoidance

Definition
is the extent to which members of a society rely and should rely, on social norms, rules, and procedures to lessen the unpredictability of future events.
Term

Chap 14 Key Dimensions of Differences in Cultural Values

 

 

 

Work orientation

Definition
is a number of hours per week and weeks per year people expect to invest in work versus leisure or other nonwork activities.
Term

Chap 14 Cultural Values and Leadership Style

 

 

 

 

French Managers

Definition
are part of an elite class and behave in a superior, authoritarian manner.
Term

Chap 14 Cultural Values and Leadership Style

 

 

 

Malaysian Managers

Definition

is to show compassion, while at the same time being more autocratic than participative.

 

Three highest ranking dimensions for Malaysian managers:

  1. charismatic/transformational
  2. team-oriented
  3. human oriented 
Term

Chap 14 Cultural Values and Leadership Style

 

 

 

Northern U.S. versus Southern U.S. Managers

Definition
managagers in the southern United States are lower key and more interested in relationship building than their brusque counterparts in the north. (ie. being more laidback and slow moving)
Term

Chap 14 CULTURAL SENSITIVITY AND CULTURAL INTELLIGENCE

 

 

 

Cultural Sensitivity

Definition
is essential for inspiring people from cultures other than one's own.
Term

Chap 14 CULTURAL SENSITIVITY AND CULTURAL INTELLIGENCE

 

 

 

 

Cultural Intelligence

Definition

an outsider's ability to interpret someone's unfamiliar and ambiguous gestures the way that person's compatriots would.

 

(3) facets:

 

  1. Cognitive CQ (head)
  2. Physical CQ (body)
  3. Emotional/motivational CQ (Heart)

 

Term

Chap 14 Global Leadership Skills

 

 

 

Behavioral Complexity

Definition

Attaining the following creiteria of organizational performances:

  1. Profitability and productivity
  2. Continuity and efficiency
  3. Commitment and morale
  4. Adaptability and innovation 
Term

Chap 14 Global Leadership Skills

 

 

 

Contextual chameleon

Definition
adapting to different roles and envioronments
Term

Chap 14 Global Leadership Skills

 

 

 Diversity training

 

 

Definition
is to bring about workplace harmony by teaching people how to get along better with diverse work associates.
Term

Chap 14 Global Leadership Skills

 

 

 

Cross-cultural training

Definition
a set of learning experiences designed to help employees understand the customs, traditions, and beliefs of another culture.
Term

Chap 14 Global Leadership Skills

 

 

 

Employee network group

Definition
is composed of employees throughout the company who affiliate on the basis of a group characteristic such as race, ethnicity, sex, sexual orientation, or physical ability status
Term

Chap 14 Global Leadership Skills

 

 

Leadership diversity

Definition
the presence of a culturally heterogeneous group of leaders. An organization with leadership diversity also has a heterogeneous group of leaders in such positions as supervisors, middle managers, and team leaders
Term

 

CHAPTER 15

 

 

self-awareness

 

Definition
insightfully processing feedback about oneself to improve personal effectiveness.
Term

CHAPTER 15

 

 

 

 

Single-loop learning

Definition
when learners seek minimum feedback that might substantially confront their basic ideas or actions. (i.e. think defensively)
Term

CHAPTER 15

 

 

 

Double-loop learning

Definition
is an in-depth type of learning that occurs when people use feedback to confront the validity of the goal or the values implicit in the situation. (i.e. learn and profit from setbacks)
Term

CHAPTER 15

 

 

 self-discipline

 

 

Definition
mobilizing one’s effort and energy to stay focused on attaining an important goal. (i.e. monitoring of one’s behavior )
Term

CHAPTER 15   Experience

 

 

 

 

Challenging Experiences

 

Definition
  1. is to provide meaningful development opportunities, not to push managers to the point where they are most likely to fail.
  2. An important part of capitalizing on ___________ is for the leader/manager to be given leeway in choosing how to resolve the problem.
  3. The best experiences for leadership development are those that ______the manager realistically.
Term

CHAPTER 15   Experience

 

 

 

Sources of Experience

Definition
  1. Leadership skills needed to succeed in unfamiliar situations include consultation with the right people and exuding self-confidence, yet not being arrogant.
  2. An extreme approach to developing leadership skills is to be assigned responsibility for an area in which you lack the appropriate skills or knowledge of the business.
  3. Work-related tasks give the leader an opportunity to become an effective and innovative problem solver.
  4. The two major developmental factors in any work situation are work associates and the task itself.
Term

CHAPTER 15   Experience

 

 

 

Broad Experience

Definition
  1. Multifunctional managerial development is an organization’s intentional efforts to enhance the effectiveness of managers by giving them experience in multiple organizational functions.
  2. Achieving broad experience fits well with the current emphasis on growth through learning new skills rather than a preoccupation with vertical mobility.
  3. A growing practice is to assign managers to cross-functional teams to give them experience in working with other disciplines.
  4. The lowest level of commitment would be for managers simply to study other functions.
Term

CHAPTER 15   Mentoring

 

 

 

mentor

Definition
a more experienced person who develops a protégé’s abilities through tutoring, coaching, guidance, and emotional support.
Term

CHAPTER 15   Mentoring

 

 

 

Informal Versus Formal Mentoring

Definition
  1. Online, or virtual, mentoring is popular because sending e-mail messages helps overcome barriers created by geography, limited time, and voice mail.
  2. Online mentoring offers a wide pool of possible mentors and better matches between the mentor and person mentored.
  3. The human resources group is often involved with successful mentoring in setting goals, pairing mentors with protégés, and getting top management committed to the program.
  4. Ragins and Cotton studied the effectiveness of informal versus formal mentoring programs for men and women, across three occupations.
  5. Mentoring is traditionally thought of as an informal relationship based on compatibility between two personalities; however, many firms offer formal mentoring programs.
  6. A new approach to mentoring is shadowing, or directly observing the work activities of the mentor by following the person around for a stated period of time.
  7. Online mentoring also includes profiling software and intranets to make matching more specific.
Term

CHAPTER 15   Mentoring

 

 

 

 

shadowing

Definition
directly observing the work activities of the mentor by following the person around for a stated period of time.
Term

CHAPTER 15   Mentoring

 

 

 

Impact on Leadership

Definition
  1. A survey of large companies found that 96 percent of executives credited mentoring as an important developmental method, and 75 percent said mentoring played a key role in career success.
  2. The mentor can serve as a model of effective (or ineffective) leadership, and can coach the protégé about handling leadership situations and understanding the political aspects of the organization.
Term

CHAPTER 15   Types of Leadership Development Programs

 

 

 

Feedback-Intensive Programs

Definition
helps leaders develop by seeing more clearly their patterns of behavior, the reasons for such behaviors, and the impact of these behaviors and attitudes on their effectiveness.
Term

CHAPTER 15   Types of Leadership Development Programs

 

 

 

 

Skill-Based Programs

Definition
acquiring abilities and techniques that can be converted into action. The emphasis is on learning how to apply knowledge.
Term

CHAPTER 15   Types of Leadership Development Programs

 

 

methods are often used in skill-based leadership training

Definition
  1. lecture
  2. case study
  3. role-play
  4. behavioral role modeling
  5. simulations
Term

CHAPTER 15   Types of Leadership Development Programs

 

 

 

Conceptual Knowledge and Awareness Programs

Definition
A standard approach to leadership development is to learn useful concepts about leadership.
Term

CHAPTER 15   Types of Leadership Development Programs

 

 

 

Personal Growth Programs

Definition
  1. _______specialist Jim Loehr challenges program participants to reflect on their lives and identify something they want to change that will give them more energy and improved motivational skills.
  2. Leadership through personal growth involves getting in touch with one’s inner desires and fulfilling them.
Term

CHAPTER 15   Types of Leadership Development Programs

 

 

 Socialization Programs

 

Definition
  1. From the company standpoint, an essential type of leadership development program emphasizes socializing (becoming acclimated to and accepting) the company vision and values.
  2. Frequently, the chief executive makes a presentation of the company vision and values
Term

CHAPTER 15   Types of Leadership Development Programs

 

 

 

 

Action Learning Programs.

Definition
______, leaders and potential leaders work together in groups to solve organization problems outside of their usual sphere of influence.
Term

CHAPTER 15   Types of Leadership Development Programs

 

 

 

 

Coaching and Psychotherapy

Definition
  1. Another highly personal way of enhancing leadership effectiveness is to undergo treatment for emotional problems that could be blocking leadership effectiveness.
  2. Executive coaching is clearly a form of leadership development.
Term

CHAPTER 15   LEADERSHIP SUCCESSION

 

 

 

leadership succession

Definition
  1. Succession planning is vital to the long-term health of an organization, and therefore an important responsibility of senior leadership.
  2. When succession planning is done poorly, the result is leaders who are a poor fit for their responsibilities.
  3. Being groomed as a successor is part of a person’s development, and fostering a successor’s development is part of a manager’s own development.
  4. A key approach to succession planning is to develop enough strong leaders within the company.
Term

CHAPTER 15   LEADERSHIP SUCCESSION

 

 

 

 

A key approach to succession planning

Definition

 

A.    How the Board Chooses a Successor

 

B.     Succession Planning at General Electric

 

C.     The Emotional Aspects of Leadership Succession

 

D.    Developing a Pool of Successors

 

Term

CHAPTER 15   LEADERSHIP SUCCESSION

 

 

 

CHALLENGES OF BEING A NEW LEADER

Definition
  • Time Management
  • Overcoming Resentment
  • Building Relationships Quickly Enough
  • Being Realistic About the Process
  • Becoming Comfortable with Unpopularity

 

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