CHAPTER 8: LEADERSHIP
BEHAVIOURAL THEORIES OF LEADERSHIP Theories that propose that specific behaviours
differentiate leaders from non-leaders.
INITIATING STRUCTURE The extent to which a leader is likely to define and structure his or her
role and the roles of employees in order to attain goals
CONSIDERATION The extent to which a leader is likely to have job relationships characterized
by mutual trust, respect for employees’ ideas, and regard for their feelings.
EMPLOYEE-ORIENTED Leader A leader who emphasizes interpersonal relations.
PRODUCTION-ORIENTED LEADER A leader who emphasizes the technical or task aspects of
the job.
LEADERSHIP GRID A two-dimensional grid outlining 81 different leadership styles.
SITUATIONAL, OR CONTINGENCY, THEORIES Theories that propose that leadership
effectiveness depends on the situation.
FIEDLER CONTINGENCY MODEL A theory that proposes that effective group performance
depends on the proper match between the leader’s style and the degree to which the situation
gives control to the leader.
Situational Leadership Theory (SLT) A theory that proposes that effective leaders adapt their
leadership style according to how willing and able a follower is to perform tasks.
PATH-GOAL THEORY A theory that says it’s the leader’s job to assist followers in attaining their
goals and to provide the necessary direction and/or support to ensure that their individual goals
are compatible with the overall goals.
TRANSACTIONAL LEADERS Leaders who guide or motivate their followers in the direction of
established goals by clarifying role and task requirements
TRANSFORMATIONAL LEADERS Leaders who inspire followers to go beyond their own selfinterests for the good of the organization and have a profound and extraordinary effect on their
followers.
CHARISMATIC LEADERSHIP Leadership that critically examines the status quo with a view to
developing and articulating future strategic goals or vision for the organization, and then leading
organizational members to achieve these goals through empowering strategies.
LEVEL 5 LEADERS Leaders who are fiercely ambitious and driven, but their ambition is directed
toward their company rather than themselves
MENTOR A senior employee who sponsors and supports a less-experienced employee.
CHAPTER 9: DECISION MAKING, CREATIVITY, AND ETHICS
DECISION The choice made from two or more alternatives. Decision making occurs as a
reaction to a problem or an opportunity.
PROBLEM A discrepancy between some current state of affairs and some desired state,
requiring consideration of alternative.
OPPORTNITY An occasion that gives rise to thoughts about new ways of proceeding.
RATIONAL Refers to choices that are consistent and value-maximizing within specified
constraints.
RATIONAL DECISION-MAKING MODEL A six-step decision-making model that describes how
individuals should behave in order to maximize some outcome.
BOUNDED RATIONALITY Limitations on a person’s ability to interpret, process, and act on
information.
INTUITIVE DECISION-MAKING A subconscious process created out of a person’s many
experiences.
HEURISTICS Judgment shortcuts in decision making.
FRAMING Error in judgment that arises from the selective use of that alters the way we view a
situation in formulating a decision.
STATISTICAL REGRESSION TO THE MEAN The statistical observation that an above-average
performance is often followed by a lesser performance, while a below-average performance is
more likely followed by a better performance; the result is average performance over time.
AVAILABILITY HEURISTIC The tendency for people to base their judgments on information that
is readily available to them rather than complete data.
REPRESENTATIVE HEURISTIC The tendency for people to assess the likelihood of an
occurrence by trying to match it with a pre-existing category.
IGNORING THE BASE RATE Error in judgment that arises from ignoring the statistical likelihood
that an event might happen.
ESCALATION OF COMMITMENT An increased commitment to a previous decision despite
negative information.
OVERCONFIDENCE BIAS Overestimating the accuracy of our predictions.
ANCHORING BIAS A tendency to fixate on initial information as a starting point.
GROUPTHINK A phenomenon in which group pressures for conformity prevent the group from
critically appraising unusual, minority, or unpopular views.
GROUPSHIFT A phenomenon in which the initial positions of individual group members become
exaggerated because of the interactions of the group.
INTERACTING GROUPS Typical groups, where members interact with each other face to face.
BRAINSTORMING An idea-generation process that specifically encourages any and all
alternatives while withholding any criticism of those alternatives.
NOMINAL GROUP TECHNIQUE A group decision-making method in which individual members
meet face to face to pool their judgments in a systematic but independent fashion.
ELECTRONIC MEETING A meeting in which members interact on computers, allowing for
anonymity of comments and aggregation of votes.
LEADER-PARTICIPATION MODEL A leadership theory that provides a set of rules to determine
the form and amount of participative decision making in different situations.
CREATIVITY The process of creating novel products, ideas, or procedures that are potentially
relevant or useful to an organization.
ETHICS The study of moral values or principles that guide our behaviour and inform us whether
actions are right or wrong.
UTILITARIANISM A decision focused on outcomes or consequences that emphasizes the
greatest good for the greatest number.
STAGES OF MORAL DEVELOPMENT The developmental stages that explain a person’s capacity
to judge what is morally right.
WHISTLE-BLOWERS Individuals who report unethical practices by their employers to outsiders.
CORPORATE SOCIAL RESPONSIBILITY An organization’s responsibility to consider the impact
of its decisions on society.
CHAPTER 10: ORGANIZATIONAL CULTURE AND CHANGE
ORGANIZATIONAL CULTURE The pattern of shared values, beliefs, and assumptions
considered appropriate for thinking and acting within an organization.
ARTIFACTS Aspects of an organization’s culture that you see, hear, and feel.
BELIEFS The understandings of how objects and ideas relate to each other.
VALUES The stable, long-lasting beliefs about what is important.
ASSUMPTIONS The taken-for granted notions of how something should be.
DOMINANT CULTURE A system of shared meaning that expresses the core values shared by a
majority of the organization’s members.
SUBCULTURES Minicultures within an organization, typically defined by department
designations and geographical separation.
CORE VALUES The primary, or dominant, values that are accepted throughout the organization.
SOCIALIZATION The process that adapts new employees to an organization’s culture.
CHANGE AGENTS People who act as catalysts and assume the responsibility for managing
change.
UNFREEZING Change efforts to overcome the pressures of both individual resistance and group
conformity.
MOVING Efforts to get employees involved in the change process.
REFREEZING Stabilizing a change intervention by balancing driving and restraining forces.
DRIVING FORCES Forces that direct behaviour away from the status quo.
RESTRAINING FORCES Forces that hinder movement away from the status quo.
ACTION RESEARCH A change process based on the systematic collection of data and then
selection of a change action based on what the analyzed data indicate.
APPRECIATIVE INQUIRY An approach to change that seeks to identify the unique qualities and
special strengths of an organization, which can then be built on to improve performance.
CHAPTER 11: STRESS AND COUNSELING
STRESS is the general term applied to the pressures people feel in life.
BURNOUT A situation in which employees are emotionally exhausted, develop cynicism about
their work, and feel unable to accomplish their professional goals.
TRAUMA It occurs following a major threat to one's security. The event could be a natural
disaster, an organizational crisis, dramatic employee abuse by the employer, or personal job
loss.
WORKPLACE TRAUMA which is the disintegration of employees' self-concepts and beliefs in
their capabilities.
LAYOFF SURVIVOR'S SICKNESS so known as (post-layoff survivor disorder). With feelings of
uncertainty/insecurity, anger, guilt, and distrust.
POST-TRAUMATIC STRESS DISORDER Arising from workplace violence. Sometimes a troubled
employee takes dramatic and harmful physical action against co-workers, managers, or
company property. STRESSORS conditions that tend to cause stress.
STRESS THRESHOLD the level of stressors.
PERCEIVED CONTROL Affecting employee stress is the amount of perceived control they have
over their work and working conditions.
SOCIAL SUPPORT is the network of helpful activities, interactions, and relationships that provides an employee with the satisfaction of important needs.
SABBATICALS Sabbatical leaves to encourage stress relief and personal education.
PERSONAL WELLNESS In-house programs of preventive maintenance for personal wellness,
based on research in behavioral medicine, are increasingly popular.
COUNSELING is the discussion with an employee of a stressful problem that usually has
emotional content in order to help the employee cope with it better.
ADVICE - telling a person what you think should be done; coaching
REASSURANCE - giving people courage and confidence that they are capable of facing a
problem
COMMUNICATION - providing information and understanding.
RELEASE OF EMOTIONAL TENSION - helping a person feel more free of frustrations and stress.
CLARIFIED THINKING - encouraging more coherent, rational, and mature thought.
REORIENTATION - encouraging an internal change in goals, values, and mental models.
DIRECTIVE COUNSELING is the process of listening to an employee's problem, deciding with
the employee what should be done, and then telling and motivating the employee to do it.
NONDIRECTIVE It is the process of skillfully listening to and encouraging an employee to
explain troublesome problems, understand them, and determine appropriate solutions.
PARTICIPATIVE COUNSELING (also called cooperative counseling) is a mutual relationship that
establishes a cooperative exchange of ideas to help solve an employee's problems.