CH 11 Flashcards
The process of transforming organizations from what they are to what the leader would have them become
Leadership
Q. XYZ company scrapped the reward system because it was rewarding employees for inappropriate behavior. This is an example of:
Designing the Organization
A strategic leadership activity of strategy analysis and strategy formulation
Setting a Direction
A strategic leadership activity of building structures and organizational processes that facilitate the implementation of the leader’s vision and strategies
Designing the organization
An organizational culture focused on core competencies and high ethical standards
Excellent and ethical organizational culture
Characteristics of individuals and organization that prevent a leader from transforming an organization
Barriers to change
A barrier to change that stems from people’s risk aversion
Vested interest in the status quo
Barriers to change that stem from an organizational design that impedes proper flow and evaluation of information
Systematic barriers
Barriers to change associated with the tendency for managers to look at issues from a biased or limited perspective based on their prior education and experience
Behavioral barriers
Barriers to change related to conflicts arising from power relationships
Political barriers
Barrier to change that stems from people not having enough time for strategic thinking and reflection
Personal time restraints
A leader’s ability to get things done in a way he or she wants them to be done
Power
A formal management position that is the basis of the leaders power
Organizational bases of power
A leader’s personality characteristics and behavior that are the basis of the leaders power
Personal bases of power
Derived from organizationally conferred decision making authority and is exercised by virtue of a managers position in the organization
Legitimate power
Power a manager exercises over employees using fear of punishment for errors of omission or commission
Coercive power
Arises from a manager’s access of information that is not freely available to everyone in an organization
Information power
A subordinate’s identification with the leader
Referent power
Leaders of expertise and knowledge
Expert power
An individual’s capacity for recognizing his or her own emotions and those of others
Emotional intelligence
Organizations that create a proactive, creative approach to the unknown
Learning Organization
Managers seeking out best examples of a particular practice as part of an ongoing effort to improve the corresponding practice in their own organization
Benchmarking
Benchmarking where the examples are drawn from competition in the industry
Competitive Benchmarking
Benchmarking where the examples are drawn from any organization, even those outside the industry
Functional benchmarking
A system of right and wrong that assists individuals in deciding when an act is moral or not and socially desirable
Ethics
The values and behavioral patterns that define an organization operating culture and that determine what an organization holds as acceptable behavior
Organizational Ethics
The practices that firms use to promote an ethical business culture
Ethical orientation
Programs for building ethical organizations that have the goal of preventing legal violations
Compliance-based ethics programs
Programs for building ethical organizations that combine a concern for law with an emphasis on managerial responsibility for ethical behavior
Ethics program
Programs for building ethical organizations that combine a concern for law with an emphasis on managerial responsibility for ethical behavior
Integrity-based ethics program
A statement of the beliefs typically held by managers in a coporation
Corporate Credos
