MGMT 350 Chapter 13
Terms
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- Mentor
- a senior employee who sponsors and supports a less-experienced employee
- Identifcation-based trust
- trust based on a mutual understanding of each other's intentions and appreciation of the other's wants and desire
- Self-leadership
- a set of processes through which individuals control their own behavior
- Attribution theory of leadership
- the idea that leadership is merely an attribution that people make about other individuals
- Transformationa Leaders
- leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers - pay attention to the concerns and developmental needs of individual followers; they change followers' awareness of issues by helping them to look at old problems in new ways; and they are able to excite, arouse, and inspire followers to put out extra effort to achieve group gals
- Knowledge-based trust
- trust based on behavioral predictability that comes from a history of interaction
- Charismatic Leadership Theory
- Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors
- Deterrence-based trust
- most fragile relationships are contained in this - trust based on fear of reprisal if the trust is violated
- Level-5 Leaders
- leaders who are fiercely ambitious and driven, but whose ambition is directed toward their company rather than themselves - have 4 basic leadership qualities: individual capability, team skills, managerial competence, and the ability to stimulate others to high performance - plus a 5th dimension: a paradoxical blend of personal humility and professional will
- Vision Statement
- a formal articulation of an organization's vision or mission
- Opportunistically
- refers to the inherent risk and vulnerability in any trusting relationship
- Vision
- a long term strategy on how to attain a goal or goals
- Liaisons with external constituencies
- include upper management, other internal teams, customers, and suppliers. The leader represents the team to other constituencies , secures needed resources, clarifies others' expectations of the team, gathers information from the outside, and shares this info with team members
- Positive Expectation
- assumes knowledge and familiarity about the other party
- Transactional Leaders
- leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements
- Authentic Leaders
- leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers would consider them to be ethical leaders
- Framing
- a way to use language to manage meaning
- Trust
- a positive expectation that another will not act opportunistically through words, actions or decisions - 2 most important elements are that it implies familiarity and risk
- Troublshooters
- when the team has problems and asks for assistance, team leaders sit in on meetings and help try to resolve the problems - rarely relates to technical or operation issues because the team members typically know more about the tasks being done than does the team leader. The leader is most likely to contribute by asking penetrating questions, by helping the team talk through problems, and by getting needed resources from external constituencies