Business Leadership Overview

The ability to break down a problem into smaller, more manageable pieces, and then devise solutions.

The ability to work effectively with people, build relationships, and communicate clearly.

The ability to perform a specific task with proficiency using specialized knowledge and skills.

A leader's role in setting goals, policies, and overall direction for the organization.

A leader's role in motivating and inspiring employees towards achieving organizational goals.

A leader's role in networking and building relationships with others inside and outside the organization.

A manager's role in monitoring information from both internal and external sources.

A manager's role in sharing relevant internal information with employees.

The overall purpose and direction of an organization, outlining what it aims to achieve.

Describes the aspirational future state of an organization, its ultimate goal.

Organizational structure with multiple layers of management, where each manager supervises a small group of employees. It involves more rules and less employee freedom.

Organizational structure with fewer layers of management, where each manager supervises a larger group of employees. It emphasizes less rigidity and more employee autonomy.

The ability of a team to achieve more together than the sum of individual contributions through collaboration and synergy.

Focuses on strict rules, clear directions, and control. It's effective in emergencies but can stifle creativity and employee morale. Think of a military drill sergeant.

A hands-off approach where the leader provides minimal direction and allows team members to work independently. It's suitable for creative tasks where team members have the expertise and motivation.

Emphasizes collaboration and teamwork. Leaders encourage participation in decision-making and value input from team members. It's great for complex projects needing diverse expertise.

Based on a clear exchange of rewards for meeting objectives. Leaders offer incentives and sanctions to motivate employees. Think of a 'carrot and stick' approach.

Inspires and motivates individuals to achieve a shared vision. This style focuses on creating a strong company culture and building deep commitment amongst employees.

This style focuses on both high task and people concerns. It fosters a strong team culture, promotes professional development, and encourages collaboration.

This style prioritizes task completion above all else. It lacks concern for employee well-being and can create a stressful environment.

This style prioritizes the team's well-being and social aspects over task completion. While it fosters a friendly atmosphere it may lack accountability and direction.

A leadership style where the leader tells followers what to do, providing high direction and low support. This style is suitable when followers are unable and unwilling, lacking confidence and skills.

A leadership style where the leader provides explanations and guidance while encouraging followers to take more ownership. This style is effective when followers are able but unwilling, requiring encouragement and motivation.

A leadership style where the leader collaborates with followers, sharing information and encouraging participation. This style is appropriate when followers are able but unwilling, needing a balance of direction and support.

A leadership style where the leader empowers followers to make decisions independently, providing minimal guidance. This style is effective when followers are able and willing, capable of taking ownership and responsibility.

A set of principles developed by Henri Fayol to improve organizational efficiency. These principles emphasize clear hierarchy, division of labor, and the importance of communication and coordination.

The idea that employees are motivated by more than just money and that recognition, relationships, and meaningful work are important drivers of productivity.

A theory that suggests employees are naturally motivated and want to contribute to the organization.

A motivational theory that outlines five levels of needs, starting with basic physiological needs and culminating in self-actualization.

A leadership style that emphasizes empowering individuals to take ownership of their actions and decisions.

A leadership style built upon moral principles, transparency, and accountability.

The ability to manage emotions effectively in oneself and others, fostering strong relationships.

A type of reward that comes from within, such as a sense of accomplishment or satisfaction.

A type of reward that comes from external sources, such as bonuses, promotions, or recognition.

The idea that people are motivated by fulfilling their needs, both physical and psychological.

A theory explaining employee motivation through two main factors: hygiene factors which help prevent dissatisfaction and motivator factors which drive job satisfaction and high performance.

A theory proposing that people are driven by three acquired needs: achieving success, connecting with others, and having influence.

A change management approach where the top-level management initiates significant changes, expecting lower levels to follow.

A change management approach where change proposals originate from employees within the organization.

A change management approach that combines elements of both top-down and bottom-up approaches, aiming for a balanced and effective implementation.

A significant and widespread organizational change that fundamentally alters the core systems and operations.

A gradual and incremental change that modifies existing practices, systems, and processes within an organization.