Leadership Concepts in Management Textbook

The ability of an individual to influence others to achieve a common goal, often involving inspiring followers and driving them towards an envisioned future.

This theory suggests that certain inherent qualities or traits differentiate effective leaders from others, implying they are born with these attributes.

Leadership involves influencing relationships with individuals or groups, with the goal of achieving a shared purpose or objective.

The notion that leaders can be developed through training, experience, and self-reflection, suggesting that leadership is a learned skill.

Emphasis on the leader's ability to inspire and motivate followers to actively engage in the pursuit of goals.

Leadership is a continuous and dynamic process that adapts to changing circumstances and evolves based on interactions between leaders and followers.

This theory suggests that leadership is not inherent but acquired through learning and experience, allowing individuals to develop their leadership abilities through practice.

Leaders prioritize both people's well-being and productivity.

Leaders emphasize either building relationships (relational) or focusing on tasks (task-oriented).

Fiedler argues that a leader's effectiveness depends on how favorable the situation is.

Fiedler's theory includes three factors: the leader's power/authority, task structure, and leader-member relations.

Leadership style where leaders provide clear instructions and expect compliance.

Leadership style where leaders offer guidance and support while encouraging participation.

Leadership style where leaders foster a collaborative environment and empower team members.

Leadership style where leaders delegate tasks and trust team members to take ownership.

This theory focuses on the leader's behavior and its impact on followers.

A change implemented by a company to gain or retain a competitive edge. This can be a gradual shift or a sudden transformation.

The tendency for individuals to exert less effort when working in a group compared to working alone.

The phenomenon where individuals perform better on tasks in the presence of others, especially when they are being evaluated.

A team composed of members from different functional areas of an organization, working towards a common goal.

A temporary team assembled to address a specific problem or issue.

A team formed to involve employees in decision-making and problem-solving at the operational level.

A team made up of top executives responsible for the overall strategic direction of the organization.

A specific role played by team members based on their skills and contributions. Examples include: Contractors (implementing plans), Contributors (supplying expertise), Creators (generating ideas), Critics (analyzing proposals), Completers (finishing tasks).

Changes that occur gradually over time. Examples include introducing new technologies or improving processes.

Changes that involve transitioning to a new state or system. Examples include merging with another company or relocating headquarters.

A psychological contract is an unwritten set of expectations that employees and employers have of each other. It's not always explicitly stated, but it's important for trust and job satisfaction. A mismatch in expectations can lead to frustration and disappointment, creating a "joy gap" where employees feel their needs aren't being met.

Breaches in the psychological contract occur when the expectations on either side of the employment relationship aren't met. For example, if an employee expects regular feedback but never receives it, or if an employer promises a promotion but doesn't deliver, it leads to a breach. This can negatively impact employee engagement, commitment, and performance.

This stage in the socialization model focuses on the initial encounter between the new employee and the company. The new employee starts to understand their role, the work environment, and how things are done. They also assess whether their expectations align with reality, which can be crucial for a smooth onboarding experience.

This stage focuses on the employee's journey to mastering their role, understanding the company's culture, and aligning their work with the organization's values and norms. It's about continuously learning and adjusting to become a valued team member.

This stage involves preparing for a job before actually taking it. It's about gaining information, often through research, networking, or even previous experiences, to shape an understanding of the role and the company's expectations. This stage lays the groundwork for forming a psychological contract.

This model describes three stages of employee socialization: Anticipatory, Encounter, and Role Management. It highlights how individuals learn and transition into their roles within organizations.

This model is a structured approach to making decisions. It involves defining the problem, gathering information, weighing options, choosing the best solution, implementing the decision, and evaluating its effectiveness. It's a systematic process that helps achieve optimal outcomes.

Routine decisions are those that are made regularly and often follow established procedures or policies. For example, approving expense reports or scheduling routine meetings. Non-programmed decisions are those that are more complex and require more analysis and creative thinking. These deal with unique and challenging situations like responding to a crisis or making major strategic changes.

Good leadership involves making decisions that are based on evidence, considering various perspectives, and carefully evaluating the potential consequences of each option. It also requires effectively communicating choices and building consensus within the team.

A process of transforming a group or organization from its current state to a new, desired state. It involves influencing individuals and groups to adopt a change, addressing resistance, and ultimately achieving a new equilibrium.

A change management model that describes the three stages of a successful change process: unfreezing (preparing for change), changing (implementing the change), and refreezing (stabilizing the change).

A tool in change management that involves identifying and analyzing the forces that either drive or resist a proposed change. This helps prioritize actions to strengthen driving forces and reduce resistance to change.

A specific type of organizational communication where the source's intended meaning and the receiver's perceived meaning are nearly identical. This ensures clear understanding and minimizes potential misunderstandings.

A core element of effective communication, where one actively listens to understand the speaker's message, perspectives, and emotions, without interrupting or prejudging.