Competencies Flashcards
(43 cards)
Leadership approach in which the leader creates strong relationships with and inside the team; team members are motivated by loyalty.
affiliative leadership approach
motivation theory that states that the way a person interprets the causes for past success or failure is related to the present level of motivation; includes Heider and Weiner
attribution theory
leadership approach in which the leader proposes a bold vision or solution and invites the team to join this challenge
authoritative leadership approach
leadership approach in which the leader focuses on developing team members’ skills, believing that success comes from aligning the organization’s goals with employees’ personal and professional goals
coaching leadership approach
leadership approach in which the leader imposes a vision or solution on the team and demands that the team follow this directive
coercive leadership approach
leadership approach in which the leader invites followers to collaborate and commits to acting by consensus
democratic leadership approach
leadership theory that states that leaders are not appointed but emerge from the group, which chooses the leader based on interactions
emergent theory
theory that states that motivation is based on an employee’s sense of fairness
equity theory
theory that states effort increases in relation to one’s confidence that the behavior will result in a positive outcome and reward
expectancy theory
Power that is created by the force of the leader’s personality.
referent power
Power that is created when the leader can offer followers something they value in exchange for their commitment.
reward power
Motivation theories dealing with the amount of control in the workplace; motivation is seen as either absolutely irrelevant or absolutely critical.
theory x/theory y
leadership theory that emphasizes a leader’s preference for order and structure, focus on control and short-term planning
transactional leadership
leadership theory that emphasizes a leader’s ability to inspire employees to embrace change
transformational leadership
Process in which negotiators aim for mutual gain, emphasizing the need to focus on the problem instead of personal differences and on mutually beneficial outcomes.
principled negotiation
concept that proposes that any organization operates within a complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activities
stakeholder concept
Legal system based on written codes (laws, rules, or regulations).
civil law
legal system in which each case is considered in terms of how it relates to legal decisions that have already been made, evolves through judicial decisions over time
common law
Societies or groups characterized by complex, usually long-standing networks of relationships; members share a rich history of common experience, so the way they interact and interpret events is often not apparent to outsiders.
high-context cultures
Societies in which relationships have less history; individuals know each other less well and don’t share a common database of experience, so communication must be very explicit.
low-context cultures
concept that stipulates that no individual is beyond the reach of the law and that authority is exercised only in accordance with written and publicly disclosed laws
rule of law
Performance management tool that depicts an organization’s overall performance, as measured against goals, lagging indicators, and leading indicators.
balanced scorecard
ratio of gross profit to net sales
gross profit margin
ratio of net income (gross sales minus expenses and taxes) to net sales
net profit margin
