Class 1 Vocabulary Flashcards
Planning
Defining goals and objectives for the organization, developing strategies, using budgets to allocate resources and setting policies and procedures. There are levels of planning based on the time dimension: operational planning is for this year, tactical for next year and strategic for 2-5 years out.
Organizing
Involves work arrangements, establishing organizational structures, creating authority and responsibility relationships for task accomplishments
Controlling
Includes developing performance standards, establishing reporting systems, monitoring activities and making corrections.
Directing
Includes the use of influence and rewards to motivate employees, as well as delegation and coordination of efforts.
Staffing
Encompasses the recruitment, selection and training of personnel
Effectiveness
the degree to which an organization realizes its goals. “Are we doing the right things?”
Efficiency
The amount of resource used to produce a unit of output. “are we doing things right?”
Transformational Leadership
Involves a leader-follower exchange relationship in which the followers feel trust, loyalty, and respect towards the leader, and are motivated to do more than originally expected.
Idealized Influence (Attributes)
A facet of transformational leadership, which describes leaders who are exemplary role models for associates. Leaders are admired and respected, and followers want to emulate them.
Idealized Influence (Behaviors)
A facet of transformational leadership, which describes leaders who can be counted on to do the right thing through high ethical and moral standards.
Inspirational Motivation
Is a behavior facet of transformational leadership, which describes leaders who motivate and inspire followers to commit to the vision of the organization. Leaders with inspirational motivation behave in ways that encourage team spirit, and provide meaning and challenge to their follower’s work.
Intellectual Stimulation
Is a behavior facet of transformational leadership, which describes leaders who encourage innovation and creativity through challenging the normal beliefs or views of their followers. Leaders with intellectual stimulation promote critical thinking and problem-solving to make the organization better.
Individual Consideration
Is a behavior facet of transformational leadership, which describes leaders who act as coaches, facilitators, teachers and mentors to their followers. Leaders with individual consideration encourage followers, provide continuous feedback, and link the follower’s current needs to the organization’s mission.
Transactional Leadership
Involves the leader-follower exchange relationship in which the followers receives some reward related to lower-order needs in return for compliance with the leader’s expectations.
Contingent Reward
Is a behavior facet of transactional leadership, which describes leaders who engage in a constructive path-goal transaction of reward for performance. Leaders clarify expectations, exchange promises and resources, arrange mutually satisfactory agreements, negotiate for resources, exchange assistance for effort, and provide recommendations for successful follower performance.
Management-By-Exception (Active)
Is a behavior facet of transactional leadership, which describes leaders who monitor followers performance and take corrective action if deviation from standards occur. They enforce rules to avoid mistakes.
Management-By-Exception (Passive)
Is a behavior facet of passive leadership, which describes leaders who fail to intervene until problems become serious. They wait for mistakes to be brought to their attention before they take corrective action.
Laissez-Faire
Describes the absence of leadership. A person in a leadership that avoids making decisions and carrying out their supervisory responsibilities exemplifies it. They are not reactive or proactive, but inactive and passive in their leadership role. Absence of leadership.
Multi factor Leadership Questionnaire (MLQ)
One of the most widely used measurements of leadership. The 45 question inventory provides scores for transformational, transactional and passive (formerly Laissez-faire) leadership.
Model the Way
Leaders establish principles concerning the way people (constituents, peers, colleagues) should be treated and the way goals should be pursed. They create standards of excellence & then set an example for others to follow. Because the prospect of complex change can overwhelm people & stifle action, they set interim goals so that people can achieve small wins as they work towards larger objectives. They unravel bureaucracy when it impedes action; they put up sign posts when people are unsure of where to go or how to get there; and they create opportunities for victory.
Inspire a Shared Vision
Leaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future.
Challenge the Process
Leaders search for opportunities to change the status quo. They look for innovative ways to improve the organization. In doing so, they experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities.
Enable others to Act
Leaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts; they strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful.
Encourage the Heart
Accomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes.
