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114 Cards in this Set
- Front
- Back
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Ethics
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The study of moral obligations, or of separating right from wrong. Or, the accepted guidelines of behavior for groups or institutions.
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Morals
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An individual's determination of what is right or wrong.
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Integrity
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Loyalty to rational principles; practicing what one preaches regardless of emotional or social pressure.
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Authentic Leaders
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Leaders who perceive their role to include having an ethical responsibility to all of their shareholders.
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Five Ethical Leadership Behaviors
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* Be honest and trustworthy and have integrity in dealing with others.
* Pay attention to all stakeholders * Build community * Respect the individual * Accomplish silent victories |
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Entitlement
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The idea that some CEOs lose their sense of reality and feel entitled to whatever they can get away with or steal.
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Ethical Mind
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A point of view that helps the individual aspire to good work that matters to their colleagues, companies, and society in general.
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Corporate Social Responsibility
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Having obligations to society beyond the company’s economic obligations to owners or stockholders and also beyond those prescribed by law or contract.
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Initiatives for Achieving a Socially Responsible Organization
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* Create a pleasant workplace
* Help support a sustainable environment * Engage in philanthropy * Work with suppliers to improve working conditions * Establish written codes of ethical conduct * Develop formal mechanisms for dealing with ethical problems * Accept whistleblowers * Provide training in ethics and social responsibility * Place company interests over personal interests * Provide strategic leadership of social responsibility and ethics |
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Whistleblower
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An employee who discloses organizational wrongdoing to par-ties who can take action.
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Virtuous Circle
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Corporate social performance and corporate financial performance feed and reinforce each other.
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Expectancy Theory of Motivation
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Based on the premise that the amount of effort people expend depends on how much reward they expect to get in return.
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Components of Expectancy Theory of Motivation
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* Valence
* Instrumentality * Expectancy |
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Valence
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Component of the Expectancy Theory of Motivation measuring the worth or attractiveness of the outcome.
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Outcome
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Anything that might stem from performance, such as a reward.
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Second-Level Outcomes
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Outcomes that result from another outcome.
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Instrumentality
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An individual’s assessment of the probability that performance will lead to certain outcomes.
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Also known as performance-to-outcome expectancy.
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Expectancy
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An individual’s assessment of the probability that effort will lead to correct performance of the task.
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Self-Efficacy
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The confidence you have that you will be able to accomplish a particular task.
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VIE Model
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A method of measuring the expectancy theory taking into account the Valence, Instrumentality, and Expectancy of a task.
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Goal Theory
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Individuals who are given hard, specific goals will perform better than those who are given weak, general goals.
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Goal
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What a person is trying to accomplish.
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Equity Theory
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Employee satisfaction and motivation depend on how fairly the employees believe they are treated in comparison to peers.
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Potential Responses to Perceived Inequity
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* Alter output - Ask for more money
* Alter input - Do less work * Leave situation - quit |
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Coaching
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An interaction between two people (boss and employee) to help the employee learn from the job in order to help his or her development.
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Executive Coaching
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A one-on-one development process formally contracted between a coach and a management-level client to help achieve goals related to professional development and/or business performance.
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Innovation
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The creation of new ideas and their implementation or commercialization.
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Creativity
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The production of novel and useful ideas.
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Steps in the Creative Process
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* Opportunity or problem recognition
* Immersion * Incubation * Insight * Verification and application |
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Characteristics of Creative Leaders
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* Knowledge
* Cognitive abilities * Passion for the task and flow * Personality - non-conformist, self-confident, thrill-seeking, energetic, persistent |
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Experience of Flow
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Passion for the task and high intrinsic motivation contribute in turn to a total absorption in the work and intense concentration.
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Componential Theory of Individual Creativity
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Creativity takes place when three components join together: expertise, creative-thinking skill, and task motivation.
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Four Creativity-Enhancing Techniques
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* Systematically collect fresh ideas
* Brainstorming * The forced-association technique * The pet-peeve technique * Equipping a kitchen for the mind * Engaging in playful physical activities |
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6-3-5 Method
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6 people take 5 minutes writing down 3 ideas on cards, then pass the cards around, with each person having a chance to write their own ideas on each card, then they all discuss.
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Pet-Peeve Technique
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Talk about complaints people have about a product, service, or organizational group, then try to think of ways to fix that problem.
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Kitchen for the Mind
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A place, such as a Creativity Room, where people can go to nurture their creativity.
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Leadership Practices for Enhancing Creativity
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* Hire creative people from outside and identify creative people from within.
* Intellectual challenge * Freedom to choose the method * Ample supply of the right resources * Effective design of work groups * Supervisory encouragement * Organizational support * Have favorable exchanges with creative workers |
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Methods of Managing Creative Workers
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* Give creative people tools and resources to allow their work to stand out
* Give creative people flexibility and a minimum amount of structure * Give gentle feedback when turning down an idea * Employ creative people to manage and evaluate creative workers |
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Organizational Creativity
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The creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system
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Power
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The potential or ability to influence decisions and control resources.
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4 Types of Position Power
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* Legitimate Power
* Reward Power * Coercive Power * Information Power |
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Legitimate Power
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The lawful right to make a decision and expect compliance.
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Reward Power
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The authority to give employees rewards for compliance.
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Coercive Power
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The power to punish for noncompliance.
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Information Power
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Power stemming from formal control over the information people need to do their work.
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3 Types of Personal Power
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* Expert Power
* Referent Power * Prestige Power |
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Expert Power
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The ability to influence others through specialized knowledge, skills, or abilities.
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Referent Power
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The ability to influence others through one’s desirable traits and characteristics.
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Prestige Power
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The power stemming from a person’s status and reputation.
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Dependence Perspective
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A person accrues power by others being dependent on him or her for things they value.
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Resource Dependence Perspective
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A extension of the Dependence Perspective which suggests that organizations require a continuous flow of resources in order to function efficiently and individuals or units who can provide them accrue power.
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Strategic Contingency Theory
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Units best able to cope with the firm’s critical problems and uncertainties acquire relatively large amounts of power.
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Centrality
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The extent to which a unit’s activities are linked into the system of organizational activities.
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Empowerment
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Passing decision-making authority and responsibility from managers to group members.
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5 Components of Empowerment
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* Meaning
* Competence * Self-determination * Impact * Internal commitment |
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Meaning
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The value of a work goal, evaluated in relation to a person's ideals or standards.
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Competence
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Also known as self-efficacy. An individual’s belief in his or her capability to perform a particular task well.
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Self-Determination
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An individual’s feeling of having a choice in initiating and regulating actions.
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Impact
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The degree to which the worker can influence strategic, administrative, or operating outcomes on the job.
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Internal Commitment
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Internal commitment takes place when workers are committed to a particular project, person, or program for individual motives.
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8 Empowerment Practices
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* Foster initiative
* Link work activities to organizational goals * Provide ample information * Allow group members to choose methods * Encourage self-leadership * Establish limits to empowerment * Continue to lead * Take into account cultural differences |
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Delegation
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The assignment of formal authority and responsibility for accomplishing a specific task to another person.
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Organizational Politics
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Informal approaches to gaining power through means other than merit or luck.
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Influence
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The ability to affect the behavior of others in a particular direction.
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3 Potential Outcomes of Power/Influence Model
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* Commitment
* Compliance * Resistance |
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3 Inputs to Power/Influence Model
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* Leader traits
* Leader behaviors * Situation |
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Commitment
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The target of the influence attempt is enthusiastic about carrying out the request and makes a full effort.
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Compliance
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The target person is apathetic about carrying out the request and makes only a modest effort.
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Resistance
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Includes making excuses for why the task cannot be carried out, procrastinating, and outright refusing to do the task.
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8 Ethical Influence Tactics
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* Lead by example
* Use rational persuasion * Develop reputation as subject matter expert * Exchange favors and bargaining * Legitimating a request * Making an inspiration appeal, being charming, using emotion * Consulting * Forming coalitions * Being a team player * Practicing hands-on leadership |
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Personal Magnetism
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The quality of being captivating, charming, and charismatic.
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Unethical Influence Tactics
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* Machiavellianism
* Gentle manipulation * Undue pressure * Debasement * Ingratiation * Joking and kidding * Upward appeal |
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Upward Appeal
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The leader exerts influence on a team member by getting a person with more formal authority to do the influencing.
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Implicit Leadership Theories
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People are more likely to be influenced by leaders who match their expectations of what a leader should be.
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Strategy
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An integrated, overall concept of how the firm will achieve its objectives.
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Strategic Leadership
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The process of providing the direction and inspiration necessary to create or sustain an organization.
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Systems Thinking
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The ability to process information and understand its consequences for the organization in its interaction with the environment.
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Components of Strategic Leadership
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* Creating a vision
* High-level cognitive activity * Revolutionary thinking * Gathering multiple inputs * Anticipating and creating a future |
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Strategic Planning
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Those activities that lead to the statement of goals and objectives and the choice of strategy.
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SWOT Analysis
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* Internal Strengths
* Internal Weaknesses * External Opportunities * Threats |
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Differentiation
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A differentiation strategy seeks to offer a product or service that the customer perceives as being different from available alternatives.
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Cost Leadership
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Produce a product or service at a low cost in order to lower the selling price and gain market share.
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Focus or Niche Strategy
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The organization concentrates on a specific regional market or buyer group.
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High Quality Strategy
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Offer goods or services of higher quality than the competition does.
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Imitation Strategy
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A company waits for the right time to enter the market, then imitates another successful company.
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Strategic Alliances
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Forming alliances, or sharing resources, with other companies to exploit a market opportunity.
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Growth Through Acquisition
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Where one company buys other companies in order to grow.
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High Speed and First-Mover Strategy
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High-speed managers focus on speed in all of their business activities, including product development, sales response, and customer service.
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Product and Global Diversification
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Offer a variety of products and services and to sell across borders to enhance market opportunities.
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Sticking to Core Competencies
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Limiting yourself to doing what you do best.
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Brand Leadership
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Developing the reputation of a brand.
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Create Demand by Solving Problems
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The simple idea that the best way to sell is to offer to solve a problem has become a business strategy.
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Competitive Advantage Through Hiring Talented People
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Building the organization with talented, well-motivated people at every level.
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Knowledge Management (KM)
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A concerted effort to improve how knowledge is created, delivered, and applied.
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Learning Organization
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One that is skilled at creating, acquiring, and transferring knowledge and at modifying behavior to reflect new knowledge and insights.
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Advantages of Managing for Diversity
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* Reduce turnover
* Offers a marketing advantage * Advantage in recruiting and retention * Unlocks potential for excellence * Offers a creativity advantage |
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Multicultural Leader
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A leader with the skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles.
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Dimensions of Cultural Values
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* Performance Orientation
* Assertiveness * Future orientation * Time orientation * Humane orientation * In-group collectivism and individualism * Gender egalitarianism * Power distance * Uncertainty avoidance * Work orientation |
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Multicultural Worker
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An individual who is convinced that all cultures are equally good and enjoys learning about other cultures.
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Cultural Intelligence (CQ)
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An outsider’s ability to interpret someone’s unfamiliar and ambiguous gestures the way that person’s compatriots would.
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Global Leadership Skills
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The ability to exercise effective leadership in a variety of countries.
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Diversity Training
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The purpose of diversity training is to bring about workplace harmony by teaching people how to get along better with diverse work associates.
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Cross-Cultural Training
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A set of learning experiences designed to help employees understand the customs, traditions, and beliefs of another language.
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Employee Network (or Affinity) Groups
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Company-sanctioned groups composed of employees throughout the company who affiliate on the basis of a group characteristic such as race, ethnicity, sex, sexual orientation, or physical ability status.
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Leadership Diversity
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Having a culturally heterogeneous group of leaders.
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Self-Awareness
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Insightfully processing feedback about oneself to improve one’s effectiveness.
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Double-Loop Learning
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An in-depth type of learning that occurs when people use feedback to confront the validity of the goal or the values implicit in the situation.
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Self-Discipline
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Mobilizing one’s effort and energy to stay focused on attaining an important goal.
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Multifunctional Managerial Development
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An organization’s intentional efforts to enhance the effectiveness of managers by giving them experience in multiple functions within the organization (cross-training).
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Mentoring
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A more experienced person who develops a protégé’s abilities through tutoring, coaching, guidance, and emotional support.
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Shadowing
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Directly observing the work activities of the mentor by following the person around for a stated period of time, such as one day per month.
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Feedback-Intensive Development Program
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A program designed to help leaders see more clearly their patterns of behaviors, the reasons for such behaviors, and the impact of these behaviors and attitudes on their effectiveness.
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Leadership Succession
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An orderly process of identifying and grooming people to replace managers.
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Challenges for First-Time Leaders
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* Not knowing how much time to spend leading versus doing individual tasks
* Overcoming the resentment of people in the group who wanted your position * Building relationships and fostering teamwork quickly enough * Having realistic expectations about how much you can accomplish right away * Overcoming the need to be liked by everybody |
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