Organizational Conflict and Causes

Professionals who assist in implementing changes by applying behavioral science principles.

A measurement of how people respond to change, like stress levels.

The difference between an organization's current identity and what it wants to become.

People who resist change from the start, often due to fear of the unknown.

People who initially resisted change but later became supporters.

The feeling of unease or resistance towards any proposed change.

Leaders who inspire followers to embrace change by promoting new ideas and building trust.

The process of evaluating the success of change implementation and making it a permanent part of the organization.

Intense work periods often involving 12-14 hour workdays, leading to employee burnout, reduced creativity, and health problems.

Strategies to reduce or eliminate stressors, like delegation, time management, seeking help, and finding new solutions.

Reliance on close ties with colleagues, friends, or family for emotional and practical support during stressful times.

Defense mechanisms are unconscious strategies used to protect oneself from emotional distress. Examples include rationalization, projection, displacement, reaction formation, and compensation.

Stress can either hinder or motivate performance. Chronic stress generally damages performance, especially in tasks involving decision-making or adaptation.

Job roles are adjusted to offer autonomy, flexibility, and lighter workloads to reduce stress on employees.

HR policies like telecommuting, job sharing, and flexible work arrangements that help employees balance work and personal responsibilities.

Programs that teach techniques like relaxation, mindfulness, and stress inoculation to proactively manage stress.

A leadership approach that emphasizes the importance of a leader's actions and adaptability, suggesting that these qualities are more crucial than inherent traits.

The desire and motivation to lead, influencing and guiding others. A key factor in emerging as a leader and achieving success.

Leadership skills and behaviors can be learned and developed through experience, education, and training.

A leadership behavior that shows concern for the well-being, feelings, and individual needs of team members. It creates a supportive and respectful work environment.

A leadership behavior that focuses on organizing tasks, setting clear goals, and establishing procedures for efficient work completion.

The practice of using positive reinforcement, such as praise, rewards, and recognition to motivate and encourage desired behaviors.

Rewards are directly linked to performance expectations, ensuring that employees are recognized and incentivized for achieving goals.

A leadership style that distributes responsibilities and decision-making power among team members, fostering collaboration and innovation.

A theory suggesting that women face prejudice in leadership due to a perceived mismatch between their perceived communal traits (caring, empathetic) and the agentic traits (assertive, decisive) associated with leadership roles.

A metaphorical term used to describe the complex and challenging barriers faced by women in achieving leadership roles, highlighting that it's not just a single barrier but a network of obstacles.

A research project aiming to investigate cultural influences on leadership effectiveness by studying leadership attributes and practices across various cultures.

Cultural dimensions identified by the GLOBE Project, representing key values and practices that vary across cultures.

A leadership style that emphasizes inspiration, motivation, and aligning with core values. This style often involves strong communication skills and an ability to connect with followers on a personal level.

A leadership style that focuses on achieving organizational goals through clear directives, planning, and monitoring progress.

A leadership style that focuses on establishing and maintaining a strong sense of order and structure within the organization.

This leadership style prioritizes clear communication, providing regular feedback, and creating a welcoming environment for team members.

Power derived from a person's position or job, often referred to as 'authority'.

Power based on the ability to reward with things like raises, promotions, or praise.

Power based on the ability to punish or threaten, such as docking pay or blocking promotions.

Power stemming from being liked or admired.

Power based on specialized knowledge or expertise valued by the organization.

Employees respond differently to different types of power.

Refers to a spectrum of employee responses to power, ranging from resistance to compliance to commitment.

Coercive power leads to resistance, while referent and expert power generate the highest employee commitment.

The ability to influence others who depend on you.

Power doesn't need to be actively used. It exists even if it's not visible.

Even if one person depends on another, they can still influence each other.

Power can flow upwards in organizations, not just downwards.

A junior auditor with incriminating information on a CEO has power.

Algorithms like those used by Uber and Airbnb create power imbalances.

Power exists at both individual and group levels.

Types of power come from positions and control of resources.