Term
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Definition
| unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose. |
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Definition
fewer than 15 people who work together regularly and share a goal
A group of people, but a group and team are not equal |
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| difference between a team and a group |
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Definition
| Individual accountability vs. collective accountaibility |
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| teams have equality true or false |
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Definition
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| groups have individual stars |
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Definition
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Definition
| mutual accountability, collective work products, and are not inhibited by organizational boundaries. |
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Definition
| equality and achieve high levels of performance through common goal |
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| teams benefit organizations and employees (6) |
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Definition
higher productivity
quality improvements
greater flexibility and speed
a flatter management structure
increased employee involvement and satisfaction
Lower turnover |
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Term
| interdependent team work, teams ensure (3) |
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Definition
coordination
information sharing
exchange of materials for task accomplishment |
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Term
| global and virtual teams include (2) |
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Definition
spatial distance which limits face-to-face communication
the use of technological communication as the primary means of connecting team members |
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Term
| why is leadership challenge high |
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Definition
| Leadership challenge is high because of potential for misunderstanding and conflicts. |
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Term
| As a leader, you can help a virtual team perform even with limited control and supervision. (3) |
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Definition
select members who thrive in a virtual environment,
arrange opportunities for periodic face-to-face meetings, and
ensure that members understand the goals and performance standards. |
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Term
| why global teams often fail (4) |
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Definition
Language and cultural barriers
Makes it difficult to build trust:
Different cultural beliefs about
communication barriers |
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Term
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Definition
| different languages; different time zones; conflicting schedules; different dialects and accents |
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Term
| what can leaders due to have global teams succeed |
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Definition
| As a leader, you can provide language and cross-cultural training for a global team and guide members to set aside their preconceived ideas and assumptions for behavior. |
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Term
| Important skill for team leaders |
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Definition
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Term
| when do conflicts occur in teams (8) |
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Definition
| compete for resources, information, supplies; have unclear responsibilities; have conflicting goals; clash in personalities, values, and attitudes |
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Term
| as a leader how can team conflict be managed |
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Definition
| As a leader, you can adopt the best approach for handling a team conflict. Choose among the competing, avoiding, compromising, accommodating, or collaborating styles based on the degree of assertiveness and cooperativeness needed to manage the situation |
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Term
| Competing and collaborating styles positively affected team performance in virtual teams. (true or false) |
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Definition
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Term
| is competing style more effective for in person or electronic communication |
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Definition
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Term
| foundations for team leadership (4) |
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Definition
to recognize the importance of shared purpose and values,
build consensus,
admit your mistakes, and
provide support and coaching to team members. |
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Term
| potential group problems (2) |
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Definition
| free riders and dysfunctional teams |
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Term
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Definition
| Teams can be effective in providing the coordination and information sharing needed to accomplish interdependent tasks |
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Term
| why do teams cause dilemmas at times |
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Definition
| Individuals have to give up their independence and sometimes make sacrifices for the good of the team. |
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Term
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Definition
| Culture is the character or personality of an organization. |
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Term
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Definition
| the set of key values, assumptions, understandings, and norms, ways shared by members of an organization and taught to new members as correct. |
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Term
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Definition
| shared standards that define acceptable and desirable behaviors shared assumptions about how things get done in an organization |
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Term
| Successful leaders recognize that culture is a core element in (2) |
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Definition
meeting strategic goals
attaining the vision. |
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Term
| importance of culture (3) |
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Definition
Organizational culture attracts, motivates, and retains talented employees.
Culture gives employees organizational identity.
generates a commitment to values |
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Term
| culture has two functions |
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Definition
integrating members so that they know how to relate to one another.
helping the organization adapt to the external environment. |
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Term
| culture helps people build a collective identity (3) |
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Definition
Members know how to work together effectively.
It imprints a set of unwritten rules inside employees’ minds.
Culture encourages teamwork, collaboration, and mutual trust. |
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Term
| action in regard to culture in a team as a leader |
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Definition
| As a leader, you can pay attention to organizational culture and develop an awareness of how cultural values, norms, and beliefs influence people’s behavior in the organization. |
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Term
| Strong, adaptive cultures have a positive impact on organizational outcomes. (2) |
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Definition
Creating and influencing an adaptive culture is important because the right culture can drive high performance.
Leaders build high performance cultures by emphasizing both values and solid business operations as the drivers of organizational success. |
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Term
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Definition
| A culture gap exists when an organization’s culture is not in alignment with the needs of the external environment or company strategy. |
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Term
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Definition
| As a leader, you can shape cultural values through rites and ceremonies, stories, symbols, and language. You can keep the culture strong by carefully selecting and socializing people, and by making sure your actions match the espoused values. |
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Term
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Definition
| As a leader, you can build a high-performance culture that is strong and adaptive by showing concern for customers and other stakeholders in the external environment and by supporting people and projects that bring about useful change. You can be alert to culture gaps and influence values to close them. |
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Term
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Definition
Adaptability (creativity; experimentation; risk-taking) Google encourages experimentation and risk-taking.
Achievement (Results-oriented culture---values; Winning is the glue that holds the organization together)
Clan (fairness, consideration, avoidance of status differences)
Bureaucratic (follow the rules). |
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Definition
| Ethics is the code of moral principles and values that governs the behavior of a person or group with respect to what is right or wrong. |
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Term
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Definition
| displaying values, attitudes, and behaviors that motivate people toward a sense of spiritual expression through calling and membership. |
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Term
| influential leadership (3) |
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Definition
| Transformational, charismatic, and coalitional leadership have been of great interest to researchers. |
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Term
| charismatic leaders have a __________ impact on people |
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Definition
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Term
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Definition
| They create an atmosphere of change, articulate an idealized vision of the future, inspire faith and hope, and frequently incur personal risks to influence followers. |
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Term
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Definition
| Transformational leaders inspire followers to go beyond their own self-interest for the good of the whole. |
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Term
| Transformational leaders also create an atmosphere of change, and they _________ followers |
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Definition
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| Coalitional leadership involves developing a coalition of people who can help _______ others to implement the leader’s decisions and achieve the leader’s desired goals |
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Definition
| To have broad influence, leaders develop relationships with others, listen to others’ needs and goals, and promote cooperation |
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Term
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Definition
Power is the ability to influence others to reach desired outcomes.
Types of power are legitimate, reward, expert, referent, and coercive, which are associated with a leader’s position and personal qualities. |
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Definition
| compliance, resistance, and commitment |
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Definition
| which is related to a person’s control over resources and control over information. |
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Term
| what is dependency greatest for |
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Definition
| Dependency is greatest for resources that are highly important, scarce, and have no readily available substitutes. |
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Term
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Definition
| acquired, developed, and exercised through political activities. |
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Term
| why is political perspective in an organization important |
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Definition
| leaders need to use politics to accomplish important goals |
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Term
| four leader frames of reference |
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Definition
| structural, human resource, political, and symbolic |
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Term
| what are frames of reference |
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Definition
| Frames of reference influence how the leader interacts with followers, makes decisions, and exercises power |
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Term
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Definition
| selfish, impulsive, and exercise power for their own self-centered needs and interests rather than for the good of the organization. |
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Term
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Definition
| exercise power in the service of higher goals that will benefit others and the organization as a whole |
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Term
| type of leadership for large financial firm |
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Definition
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Term
| type of leadership for small university |
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Definition
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Term
| coalitional leadership postives (2) |
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Definition
Coalitional leaders understand patterns of interaction and influence in the organization.
They are skilled at developing relationships and building alliances |
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Term
| how to increase personal power (7) |
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Definition
Use Rational Persuasion --This tactic uses facts, data, and logical arguments to persuade others.
Make people like you -- People say yes to someone they like.
Rely on the rule of reciprocity --Leaders who do favors can expect favors in return.
Develop allies --Reciprocity plays an important role in developing allies.
Ask for what you want --Make a direct appeal by being clear about what you want and asking for it.
Remember the principle of scarcity. People usually want more of something they can’t have.
Extend formal authority with expertise and credibility. The leader has legitimate authority in the organization. |
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Term
| uncertainty of future can overwhelm executives (2) |
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Definition
It is easier to handle routine operational issues.
Leaders have difficulty finding the quiet time needed for “big-picture” thinking. |
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Term
| strategic leadership or strategic thinking |
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Definition
| the ability to anticipate and envision the future, maintain flexibility, think strategically, and initiate changes that will create a competitive advantage for the organization in the future. |
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Term
| Leaders establish organizational direction through (2) |
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Definition
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Term
| A clear, powerful vision links the present and the future by showing how present actions and decisions can move the organization toward its long-range goals. (2) |
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Definition
Vision energizes employees and gives them an inspiring picture of the future to which they are eager to commit themselves.
The vision can also give meaning to work and establish a standard of excellence by presenting a challenge that asks all workers to give their best |
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Term
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Definition
| company’s core values and its core purpose or reason for existence. |
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Term
| Visions for the future _______, whereas the mission should _________, as a reflection of the enduring character of the organization. |
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Definition
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Term
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Definition
| Figuring out how to translate vision & mission into action. |
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Term
| successful companies develop strategies that (3) |
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Definition
| core competence, develop synergy, and create value for customers. |
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Term
| teams are best with less than ____ people |
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Definition
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Term
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Definition
| stage of team development that includes orientation and getting acquainted |
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Term
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Definition
| stage of team development in which individual personalities and conflicts emerge |
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Term
| stages of team development (4) |
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Definition
| forming, storming, norming, performing |
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Term
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Definition
| stage of team development in which conflicts have been resolved and team unity emerges |
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Term
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Definition
| stage of team development in which the major emphasis is on accomplishing the team's goals |
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Term
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Definition
| team made up of a supervisor and subordinates in the formal chain of command |
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Term
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Definition
| team made up of members from different functional departments within an organization |
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Definition
| teams made up of members who work with minimum supervision and rotate jobs to produce a complete product or service |
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Term
| evolution of teams and team leadership (3 in order) |
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Definition
| functional team, cross functional team, self-directed team |
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Term
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Definition
| the extent to which team members depend on each other for information, resources, or ideas to accomplish their tasks. |
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Term
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Definition
| the lowest form of team interdependence, members are relatively independent of one another in completing their work |
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Term
| sequential interdependence |
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Definition
| serial form of interdependence in which the output of one team member becomes the input to another team member |
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Term
| reciprocal interdependence |
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Definition
| highest form of team interdependence; members influence and affect one another in reciprocal fashion |
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Term
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Definition
| the extent to which a team achieves four performance outcomes: innovation/adaptation, efficiency, quality, and employee satisfaction |
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Definition
| the extent to which members stick together and remain united in the pursuit of a common goal |
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Term
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Definition
| propose solutions and initiate new ideas |
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Term
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Definition
| team leadership role associated with facilitating others' participation, smoothing conflicts, showing concern for team members' needs and feelings, serving as a role model and reminding others of standards for team interaction. |
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Term
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Definition
| a team made up of geographically or organizationally dispersed members who share a common purpose and are linked primarily through advanced information technologies |
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Term
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Definition
| teams made up of culturally diverse members who live and work in different countries and coordinate some part of their activities on a global basis. |
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Term
| leading a virtual team (4) |
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Definition
| select the right team members, build trust by building connections, agree on ground rules, effectively use technology |
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Term
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Definition
| antagonistic interaction in which one party attempts to thwart the intentions or goals of another |
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Term
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Definition
| manage language and culture, stretch minds and behavior |
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Term
| styles to handle conflict (5) |
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Definition
| competing, avoiding, comrpomising, accommodating, collaborating |
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Term
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Definition
| reflects assertiveness to get one's own way |
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Term
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Definition
| reflects neither assertiveness nor cooperativeness |
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Term
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Definition
| reflects a moderate amount of both assertiveness and cooperativeness |
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Definition
| high degree of cooperativeness |
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Term
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Definition
| reflects both a high degree of assertiveness and of cooperativeness |
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Term
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Definition
| cooperative approach to negotiation in which conflicting parties attempt to reach a win win solution |
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Term
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Definition
| adversarial negotiation in which conflicting parties compete to win the most resources and give up as little as possible. |
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Term
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Definition
| a transition or exchange process between leaders and followers |
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Term
| transformational leadership |
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Definition
| leadership characterized by the ability to bring about significant change in followers and the organization |
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Term
| transformational leadership differs from transactional leadership (4) |
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Definition
transformational leadership develops followers into leaders
transformational leadership elevates the concerns of followers from lower level physical needs (such as for safety and security) to higher level psychological needs
transformational leadership inspires followers to go beyond their own self interests for the good of the group
transformational leadership paints a vision of a desired future state and communicates it in a way that makes the pain of change worth the effort |
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Term
| five types of leader power |
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Definition
| legitimate, reward, coercive, expert, referent |
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Term
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Definition
| authority granted from a formal position |
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Term
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Definition
| authority to bestow rewards on other people |
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Term
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Definition
| authority to punish or recommend punishment |
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Term
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Definition
| authority resulting from a leader's special knowledge or skill |
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Term
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Definition
| authority based on personality characteristics that command followers' attention, respect, and admiration so that they want to emulate the leader |
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Term
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Definition
| following the directions of the person with power, regardless of how much agreement there is with that person's directions |
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Term
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Definition
| the act of disobeying orders or deliberately carrying out instructions |
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Term
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Definition
| adopting the leader's viewpoint and enthusiastically carrying out instructions |
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Definition
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Term
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Definition
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Definition
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Term
| characteristics that affect dependency and power in organizations (3) |
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Definition
| importance, scarcity, nonsubstitutability |
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Term
| strategic contingencies that affect leader power in organizations and what they lead to (5) |
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Definition
interdepartmental dependency, control over information, organizational centrality, coping with uncertainty
this leads to increased power |
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Term
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Definition
| a leader's or a department's role in the primary activity of an organization |
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Term
| tactics for asserting leader influence (7) |
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Definition
| use rational persuasion, make people like you, rely on the rule of reciprocity, develop allies, ask for what you want, remember the principle of scarcity, extend formal authority with expertise and credibility |
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Term
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Definition
| ability to anticipate and envision the future, maintain fleibility, think strategically and initiate changes that will create a competitive advantage for the organization in the future |
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Term
| domain of strategic leadership (4) |
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Definition
| vision, mission, strategy, architecture for alignment and implementation |
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Term
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Definition
| an attractive ideal future that is credible yet not readily attainable |
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Definition
| the organization's core broad purpose and reason for existence |
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Term
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Definition
| general plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization attain its goals |
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Definition
| something the organization does extremely well in comparison to competitors |
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Term
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Definition
| interaction of organizational parts to produce a joint effect that is greater than the sum of the parts |
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Term
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Definition
| combination of benefits received and costs paid by the customer |
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Definition
| integrating knowledge of the environment, vision, and mission with the core competence in such a way as to achieve synergy and create customer value |
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Term
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Definition
| putting strategy into action by adjusting various parts of the organization and directing resources to accomplish strategic goals |
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Term
| strategic vision and strategic action (4) |
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Definition
high vision low action-dreamer
low action low vision-uninvolved
high action low vision-the doer
high action high vision-effective leader |
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Term
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Definition
| visible, expressed (underwater), underlying (deep sea) |
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Definition
| degree of agreement among employees about the importance of specific values and ways of doing things |
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Term
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Definition
| a leader who actively uses signals and symbols to influence corporate culture |
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Term
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Definition
| a planned activity that makes up a special event and is generally conducted for the benefit of an audience |
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Term
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Definition
| a narrative based on true events that is repeated frequently and shared among employees |
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Term
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Definition
| an object, act, or event that conveys meaning to others |
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Term
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Definition
| the process by which a person learns the cultural values, norms and behaviors that enable him to fit in with a group or organization |
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Definition
| enduring beliefs that have worth, merit and importance for the organization |
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Term
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Definition
| characterized by values that support the organization's ability to interpret and translate signals from the environment into new behavior responses |
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Definition
| culture characterized by a clear vision of the organization's goals and leaders' focus on the achievement of specific targets |
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Term
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Definition
| culture with an internal focus on the involvement and participation of employees to meet changing expectations from the external environment |
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Definition
| culture with an internal focus and consistency orietntation for a stable environment |
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Term
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Definition
| code of moral principles and values that governs the behavior of a person or group with respect to what is right and wrong |
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Term
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Definition
| a relationship between leaders and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leader |
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