D072

A form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group.

-Makes decisions for the group
-Staff output is high
-Uses coercion (gets people to do things via force or threats)
-Communications goes down a chain of command

A leadership style that leaves much of the business decision-making to the workforce - a 'hands off' approach and the reverse of the autocratic style

Leaders work with team members to make decisions together. They support and encourage them and are more participatory. M3 Followers

Leaders are still the decision-makers, but they communicate and work to persuade employees rather than simply direct them. M2 Followers

This is a directive and authoritative approach. The leader makes decisions and tells employees what to do. M1 Followers

The leader assigns decision-making responsibility to team members but oversees their work. M4 Followers

creating overall success by building lasting relationships with employees. This type of leader does care about tasks and schedules, but he/she believes that work culture is more important.

focuses on overall success through the completion of tasks. This type of leader doesn't care as much about relationship building as he/she cares about workers meeting particular goals within a preset time frame.

leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance

leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting

leadership that generates awareness and acceptance of a group's purpose and mission and gets employees to see beyond their own needs and self-interests for the good of the group

focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself.

making indirect accusations, showing resentment, procrastination, and other behaviors aimed at thwarting another's resolution of conflict

a behavior influenced by intimidation that can often lead to feelings of resentment and victimization

an aggression-based behavior that employs intimidation and manipulation

Acting with confidence and force; sure of one's self

connotation is an implied meaning, denotation is the exact definition

the exercise of voluntary control over the self to bring the self into line with preferred standards

the aspect of personality that is present when individuals have moral notions and commitments that are central to their lives

the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means (Manipulative)

An influence tactic designed to appeal to one's values and ideals, thereby creating an emotional or attitudinal reaction

An influence tactic using logical arguments and hard facts to show the target that the request is a worthwhile one

power due to position

Power earned by those who are respected

specific ideas that people hold to be true

rules and expectations by which a society guides the behavior of its members

the enduring behaviors, ideas, attitudes, values, and traditions shared by a group of people and transmitted from one generation to the next

the principles of right and wrong that guide an individual in making decisions

The disclosure of information by a company insider that exposes illegal or unethical behavior by others within the organization

protecting

Deceptive practices used to promote the perception that an organizations product, aims or policies are environmentally friendly

act of pointing at individual cases or data that seem to confirm a particular position, while ignoring a significant portion of related cases or data that may contradict that position

(Create) has an external focus and values flexibility

(Collaborate) internal focused, values flexibility rather than stability and control, encourages collaboration among employees

(Control) has an internal focus and values stability and control over flexibility

(Compete) has a strong external focus and values stability and control

the set of values, ideas, attitudes, and norms of behavior that is learned and shared among the members of an organization

the process and practice by key executives of guiding and shepherding people in an organization toward a vision over time and developing that organization's future leadership and organization culture

a gradual reduction or weakening; a rubbing away

something that draws attention

The degree to which a person's skill, knowledge, abilities, and other characteristics match the job demands.

The degree to which a person's values, personality, goals, and other characteristics match those of the organization.

degree of emotional instability or stability. anxious, irritable, and moody.

curious, original, creative, and open to new ideas.

refers to people who are outgoing, talkative, and sociable.

A personality dimension that describes someone who is responsible, dependable, persistent, and organized, punctual, and dependable.

tolerant, sensitive, trusting, and kind.

The highest level, consists of the president and other key company executives who develop strategic plans.

Includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling.

a wise and trusted guide and advisor

Lowest level of management in the hierarchy; responsible for the work of the operating employees only and does not supervise other managers.

responsible for a group of people, a department, or specific tasks within a company.

refers to the act of influencing others to work toward a goal.

A person who works with other members of the group to help achieve a common goal.

provides a practical way for managers to understand, measure, and change organizational culture

Compliance achieved based on the ability to distribute rewards that others view as valuable

the stable, enduring goals that one has for life

sets of rules that individuals develop based on cultural norms and beliefs.

willingness to face agony, pain, intimidation, or uncertainty, even when you are reluctant or fearful.

Feelings that create a bond between 2 or more people.

a measure of someone's emotional intellegence

the capacity to be aware of, control, and express ones emotions, and to handle interpersonal relationships judiciously and emphatically

the ability to accurately perceive, assess, and exhibit appropriate emotions.

allows you to channel your emotions in a positive way.

the ability to empathize and understand the emotions of others.

the ability to assist others in managing their own emotions and to establish supportive relationships with others.

Followers have low competence and low commitment.

Followers have low competence, but high commitment.

Followers have high competence, but low commitment and confidence.

Followers have high competence and high commitment and confidence.

is someone who uses his or her personal skills to contribute to a team.

come from a position of authority built into the organization's structure. They use the power inherent to the position. The long-term success and committed followership from their employees is a result of their ability to influence others.

do not have a recognized position of authority. They influence people within their reach through the strength of conviction and charisma.

evaluates cultures based on the dimensions of individualism, collectivism, power distance, and uncertainty avoidance

the practice or principle of giving a group priority over each individual in it.

an organization system marked by rules, procedures, a clear hierarchy of authority, and centralized decision making. best suited to stable environments that contain low uncertainty.

characterized by fluidity and a wider span of control. They work best in unstable, complex, changing environments.

agreeableness

openness

extraversion

conscientiousness

Active listening should be outwardly focused, with an 80/20 listening to speaking ratio.

Research your users' needs.

State your users' needs and problems.

Challenge assumptions and create ideas.

Start to create solutions.

Try your solutions out.

Introduce your idea to markets.

Telling

Selling and Participating

Delegating