Organizational Leadership (1) Flashcards
5 P’s (change agents)
purpose
priorities
people
process
proof
Resistance to change
cognitive (rational calculations from both sides)
emotional (fear loss and unknown drive resistance)
behavioral (sabotage and intentional work slowdowns)
Policies and Procedures
regulate behavior and set tone of climate
Customer Value
perceived benefits received to perceived price paid by the customer
Strategic Vision
ambitious view of future that everyone can believe in
Ethics
standards of right and wrong that influence behavior
Locus of Control
between external and internal belief over who has control of own destiny
Forcing conflict style
aggressive behavior to get their way
Accommodating conflict style
passively gives in to other party and keeps relationships counterproductive
Avoiding Conflict style
passively ignore it, keeps relationships, no resolution
Mentoring
form coaching; experienced manager helps less experienced protégé
Coaching Feedback
supportive relationship, specific and descriptive, not judgmental criticism
Coaching
giving motivational feedback to maintain and improve performance
Message Receiving Process
Listening, analyzing, checking understanding and giving feedback
Normative Leadership Model
time driven, development driven, that enables user to select 1 out of 5 styles
Environmental Situational Factors
task structure
formal authority
work group
Employee Centered leadership style
scales measuring supportive leadership and interaction facilitation
Job centered leadership style
scales measuring goal emphasis and work facilitation
Ohio State University leadership model
low structure - high consideration
high structure - high consideration
low structure - low consideration
high structure - low consideration
Cross Functional Team
members of different departments together perform tasks to create new or non-routine products
Personality
combination of traits that classifies an individuals behavior
Leader Motive Profile (LMP)
a motivational configuration found to contribute to leader performance in traditional bureaucratic organizations
Theory X and Theory Y
explain and predict leadership behavior and performances based on leader’s attitude about followers
Team Norms
acceptable standards of behavior shared by members of the team
Vision
ability to imagine different and better conditions and ways to achieve them
4 I’s of Leadership behavior dimensions
idealized Influence
inspirational motivation
individual consideration
intellectual stimulation
