Management Ch. 12

Front 1

Full-range leadership theory (FRLT)

Back 1

■Involves nine dimensions covering both transformational and transactional leadership, especially emphasizing contextual variables
■designed to recognize contextual variables that link observations to a set of relevant facts, events, or points of view

♦designed to recognize what are called contextual variables that link observations to a set of relevant facts, events, or points of view, such as or-ganizational characteristics, work functions, external environment factors, and de-mographic variables.

Front 2

Shared Leadership

Back 2

♦a dynamic, interactive influence process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals or both.

•The key distinction between shared leadership and tradi-tional models of leadership is that the influence process involves more than just downward influence on subordinates by an appointed or elective leader.

means: more than one individual

Front 3

Leadership in self-managing work teams

Back 3

■Leaders provide resources or act as liaisons with other units but without the trappings of authority associated with traditional first-line supervisors

•can come from outside or inside the team.

♦key of team performance: create and maintain conditions

Front 4

Conditions for creating and maintaining team performance

Back 4

♦Efficient, goal-directed effort
♦Adequate resources
♦Competent, motivated performance
♦A productive, supportive climate
♦Commitment to continuous ♦improvement and adaptation

Front 5

Self-Leadership Activities

Back 5

♦help individuals in a team

•represent a portfolio of self-influence strategies that are believed to positively influence individual behavior, thought processes, and related activities

♦behavior-focused, natural-reward, and constructive-thought-pattern

Front 6

Behavior focused strategies

Back 6

self-observation
self-goal setting
self-reward
self-correcting feedback
practice

Front 7

GLOBE (Global Leadership and Organizational Behavior Effectiveness Research Program)

Back 7

stupid

Front 8

Culture dimensions

Back 8

Assertiveness
Future orientation
Gender egalitarianism
Uncertainty avoidance
Power distance


Institutional emphasis
In-group collectivism
Performance orientation
Humane orientation

Front 9

Leadership dimensions

Back 9

Charismatic/value based
Team-oriented
Participative
Humane-oriented
Autonomous
Self-protective

Front 10

Multiple-Level Leadership

Back 10

there are three different organizational domains from the bottom to the top of the organization,

(1) the production domain at the bottom of the organization
(2) the organization domain in the middle levels
(3) the systems domain at the top