Hrm 2

Front 1

IndividualizedConsideration

Back 1

Invest in followers, one on one.

Front 2

IntellectualStimulation

Back 2

Challenge people to be creative.

Front 3

IdealizedInfluence

Back 3

Leadership based on how you live our life and how others view you.

Front 4

InspirationalMotivation

Back 4

Creating shared values and visions.

Front 5

Servant Leadership

Back 5

Valuing your team over yourself.

Front 6

Empowerment

Back 6

Holding employees responsible for their actions as well as sharing power will cause them to be more competent.

Front 7

Power: Legitimate

Back 7

Being in an actual position of power, i.e. management

Front 8

Power: Rewards

Back 8

Giving or withholding awards

Front 9

Power: Coersive

Back 9

Influence through punishment

Front 10

Power: Expert

Back 10

Respect and influence through knowledge and/or skill

Front 11

Power: Referent

Back 11

Influence through compassion and likability

Front 12

Followers: Isolates

Back 12

People who are non-responsive to leaders

Front 13

Followers: Bystanders

Back 13

People not involved in the life of the organization.

Front 14

Followers: Participants

Back 14

People who actively participate and attempt to improve the organization.

Front 15

Followers: Activists

Back 15

People who feel strongly about their leader and organization and act accordingly.

Front 16

Followers: Diehards

Back 16

People who are immensely passionate about a person or idea.

Front 17

Hersey& Blanchard: Telling

Back 17

Unable and unwilling

Front 18

Hersey & Blanchard: Selling

Back 18

Unable but willing

Front 19

Hersey & Blanchard: Participating

Back 19

Able but unwilling

Front 20

Hersey & Blanchard: Delegating

Back 20

Both able and willing

Front 21

Fiedler’sContingency Theory

Back 21

Effectiveness of leader depends on situation and characteristics of leader.

Leaders are either task or relationship oriented - hard, maybe impossible to change leadership type.

Front 22

Hofstede’s 5 Dimensions of Culture

Back 22

Low/High Power Distance

Low/High Uncertainty Avoidance

Individualism/Collectivism

Masculinity(assertiveness)/Femininity (cooperation)

Long-term/Short-term Orientation(Warren Buffet/Day Traders)

Front 23

EdgarSchein’s Levels of Culture(3)

Back 23

Observable Artifacts, Values and Attitudes, Basic Assumptions

Front 24

Clan Culture

Back 24

Internal focus, Flexibility

Front 25

Hierarchy Culture

Back 25

Internal focus, stability and control

Front 26

Adhocracy Culture

Back 26

External focus, Flexibility

Front 27

Market Culture

Back 27

External focus, stability and control

Front 28

Balanced Culture

Back 28

All is important

Front 29

Henry Mintzberg: Informational

Back 29

Logistical managers

Front 30

Henry Mintzberg: Interpersonal

Back 30

Figurehead and leadership managing.

Front 31

Henry Mintzberg: Decisional

Back 31

Conflict resolution and market decision management.

Front 32

Resonant Organization

Back 32

An organization in which people have a strong sense of excitement and eagerness which moves the group forward.

Front 33

Resonant Leader

Back 33

Someone who can manage everyone to contribute their best.

Front 34

Limbic Resonance

Back 34

The contagion of emotion.

Front 35

Theory X

Back 35

People are inherently lazy

Front 36

Theory Y

Back 36

People are inherently motivated

Front 37

Theory Z

Back 37

Ideal business in which employees work anonymously

Front 38

Flat organization

Back 38

Low amount of levels, driving need for more decisions

Front 39

Terminal Values

Back 39

Personal end goals

Front 40

Instrumental Values

Back 40

Preferred ways of achieving our terminal values

Front 41

Individual Ethics

Back 41

The ethics we use when dealing with someone one-on-one.

Front 42

Professional Ethics

Back 42

Code of conduct in a professional enviorment

Front 43

Organizational Ethics

Back 43

The ethics within an organization and the expectations of those who work there.

Front 44

Societal Ethics

Back 44

What guides our day-to-day behavior

Front 45

Transformational Leader

Back 45

An inspiring, relationship-driven leader

Front 46

Transactional Leader

Back 46

A by-the-book traditional leader

Front 47

Ethics Creep

Back 47

When an ethical issue starts small but grows larger

Front 48

Espoused Values

Back 48

Ingrained penultimate OG values

Front 49

Enacted Values

Back 49

Actually shown values

Front 50

Ethnography

Back 50

Study of human cultures

Front 51

Power Distance

Back 51

The degree of the idea that power is somewhat distributed unequally

Front 52

Uncertainty Avoidance

Back 52

The degree to which people can tolerateunpredictable, ambiguous, or uncertain situations

Front 53

Individualism

Back 53

The amount people work for themselves vs for the group

Front 54

Collectivism

Back 54

The amount people work for the group.

Front 55

Swag on em

Back 55

Yuck feah