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Chap 13
Strategic leadership |
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Definition
| the process of providing direction and inspiration necessary to create, provide direction to, or sustain an organization |
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Chap 13
High-Level Cognitive Activity of the Leader |
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Definition
| The ability to think conceptually, absorb and make sense of a multitude of trends and condense this information ito a straightforward plan of action. |
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Chap 13
Gathering multiple inputs to formulate strategy |
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Definition
| By consulting with a wide range of parties with an interest, similar to the process of conducting research to create a vision. |
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Chap 13
Anticipating and Creating a Future |
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Definition
| To set a direction is also to tell the organization what it should be doing. To set a productive direction for the future, the leader must accurately forecast or anticipate the future. |
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Chap 13
Revolutionary and Contrarian Thinking |
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Definition
| Any strategy that does not challenge the status quo should not be even considered a strategy. For strategic leadership to be revolutionary, it would have to redefine products and services, market space, and even the entire industry. |
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Term
Chap 13
Creating a Vision |
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Definition
| A carefully considered and articulated vision helps us know who we are ans who we are not. |
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Term
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Definition
| A method of considering internal strengths and weaknesses, and external opportunities and threats in a given situation. |
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Chap 13
Internal Strengths |
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Definition
| Assess factors within the organization that will have a positive impact on implementing the plan. |
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Chap 13
Internal Weaknesses |
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Definition
| Take a candid look at factors within the firm that could have a negative impact on the proposed plan. |
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Chap 13
External Opportunities |
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Definition
| Assess socioeconomic, political, environmental, and demographic factors in terms of benefits they may bring to the organization. |
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Term
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Definition
| Assess the possible negative impact socioeconomic, political, environmental, and demographonic factors may have on the organization. |
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Term
Chap 13
Sampling of Business Strategies Formulated by Leaders
Differentitation strategy |
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Definition
| attempts to offer a product or service that is perceived by the customer as different from available alternatives. |
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Chap 13
Sampling of Business Strategies Formulated by Leaders
Cost leadership strategy |
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Definition
| is to produce a product or service at a low price to lower price and gain market share. |
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Chap 13
Sampling of Business Strategies Formulated by Leaders
High quality strategy |
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Definition
| leaders continue to emphasize quality even if there is a less explicit emphasis today on formal quality programs. |
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Chap 13
Sampling of Business Strategies Formulated by Leaders
Imitation |
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Definition
| the company waits for the right time to introduce a lower-priced competitor. Ex. Benchmarking is a form of learning by watching. |
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Chap 13
Sampling of Business Strategies Formulated by Leaders
Strategic alliances strategy |
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Definition
| to form alliances, or share resources, with other companies to exploit a market opportunity. |
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Chap 13
Sampling of Business Strategies Formulated by Leaders
Growth through acquisition |
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Definition
| is for one company to purchase others. |
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Chap 13
Sampling of Business Strategies Formulated by Leaders
High Speed and first-mover |
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Definition
| managers focus on speed in all of their business activities, including production develpment, sales response, and customer. |
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Term
Chap 13
Sampling of Business Strategies Formulated by Leaders
Product and global diversification strategy |
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Definition
| is to offer a variety of products and services, and to sell across borders to enhance market opportunities. |
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Term
Chap 13
Sampling of Business Strategies Formulated by Leaders
Sticking to core competencies |
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Definition
| will prosper if they confine their efforts to the activities they perform best - |
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Term
Chap 13
Sampling of Business Strategies Formulated by Leaders
Brand leadership strategy |
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Definition
| succeeding through developing the reputation of your brand can be considered a business strategy. |
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Term
Chap 13
Sampling of Business Strategies Formulated by Leaders
Create demand by solving problems |
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Definition
| the simple idea that the best way to sell is to offer to solve a problem has become a buiness strategy. |
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Term
Chap 13 Sampling of Business Strategies Formulated by Leaders
Competitive advantage through hiring talented people strategy |
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Definition
| to build a great companies the most urgent business charge is to find and keep great people. |
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Term
Chap 13
Knowledge management |
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Definition
| concerted effort to improve how knowledge is created, delivered, and applied. |
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Term
Chap 13
Learning organization |
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Definition
| is one that is skilled at creating, acquiring, and transferring knowledge, and at modifying behavior to reflect new knowledge and insights. |
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Term
Chap 13 (KM) components
Knowledge creation |
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Definition
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Term
Chap 13 (KM) components
Knowledge dissemination |
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Definition
| through information technology is the most frequesnt activity witin knowledge management. |
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Term
Chap 13
Learning organization
Ways a leader can create a learning organization: |
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Definition
- Create a strategic intent to learn
- Creating a shared vision
- Systems thinking
- Personal mastery of the job
- Team learning
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Term
Chap 14
ADVANTAGES OF MANAGING FOR DIVERSITY |
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Definition
- Reduction of turnover and obsenteeism costs may result from manageing diversity.
- Managing diversity well offers a marketing advantage. Ex. multicultural group decision makers
- Companies with a favorable record in managing diversity are at distinct advantage in recruiting and retaining talented people.
- Managing diversity well unlocks the potential for excellence.
- Heteogeneity in the workforce may offer the company a creativity advantage, plus improved problem solving and decision making.
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Term
Chap 14
Multicultural Leader |
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Definition
| is a leader with the skills and attitudes to relate effectively to and motivate people across rease, gender, age, social attitudes, and lifestyles. |
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Term
Chap 14 Key Dimensions of Differences in Cultural Values
Performance orientation
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Definition
is the egree to which a society encourage (or should encourage) and rewards group members for performance improvement and excellence.
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Chap 14 Key Dimensions of Differences in Cultural Values
Assertiveness |
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Definition
| is the degree to which individuals are (and should be) assertive, confrontational, and aggressive in their relationships with one another. |
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Term
Chap 14 Key Dimensions of Differences in Cultural Values
Future orientation |
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Definition
| is the extent to which individuals engage (and should engage) in future-oriented behaviors such as delaying gratification, planning, and making investments for the future. |
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Term
Chap 14 Key Dimensions of Differences in Cultural Values
Time Orientation |
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Definition
| is the importance nations and individuals attach to time. |
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Chap 14 Key Dimensions of Differences in Cultural Values
Humane orientation |
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Definition
| is the degree to which a society encourages and rewards and should encourage and reward, individuals for being fair, altruistic, and caring to others. |
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Chap 14 Key Dimensions of Differences in Cultural Values
In-group collectivism |
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Definition
| is the degree to which individuals express, and should express, pride, loyalty, and cohesiveness in their organizations and families. |
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Term
Chap 14 Key Dimensions of Differences in Cultural Values
Gender egalitarianism
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Definition
| is the degree to which a culture minimizes, and should minimize, gender inequality. |
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Term
Chap 14 Key Dimensions of Differences in Cultural Values
Power distance |
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Definition
| is the degree to which members of a society expect, and should expect, power to be distruted unequally. |
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Term
Chap 14 Key Dimensions of Differences in Cultural Values
Uncertainty avoidance |
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Definition
| is the extent to which members of a society rely and should rely, on social norms, rules, and procedures to lessen the unpredictability of future events. |
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Term
Chap 14 Key Dimensions of Differences in Cultural Values
Work orientation |
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Definition
| is a number of hours per week and weeks per year people expect to invest in work versus leisure or other nonwork activities. |
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Term
Chap 14 Cultural Values and Leadership Style
French Managers |
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Definition
| are part of an elite class and behave in a superior, authoritarian manner. |
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Term
Chap 14 Cultural Values and Leadership Style
Malaysian Managers |
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Definition
is to show compassion, while at the same time being more autocratic than participative.
Three highest ranking dimensions for Malaysian managers:
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charismatic/transformational
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team-oriented
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human oriented
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Term
Chap 14 Cultural Values and Leadership Style
Northern U.S. versus Southern U.S. Managers |
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Definition
| managagers in the southern United States are lower key and more interested in relationship building than their brusque counterparts in the north. (ie. being more laidback and slow moving) |
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Term
Chap 14 CULTURAL SENSITIVITY AND CULTURAL INTELLIGENCE
Cultural Sensitivity |
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Definition
| is essential for inspiring people from cultures other than one's own. |
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Term
Chap 14 CULTURAL SENSITIVITY AND CULTURAL INTELLIGENCE
Cultural Intelligence |
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Definition
an outsider's ability to interpret someone's unfamiliar and ambiguous gestures the way that person's compatriots would.
(3) facets:
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Cognitive CQ (head)
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Physical CQ (body)
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Emotional/motivational CQ (Heart)
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Term
Chap 14 Global Leadership Skills
Behavioral Complexity |
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Definition
Attaining the following creiteria of organizational performances:
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Profitability and productivity
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Continuity and efficiency
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Commitment and morale
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Adaptability and innovation
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Term
Chap 14 Global Leadership Skills
Contextual chameleon |
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Definition
| adapting to different roles and envioronments |
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Term
Chap 14 Global Leadership Skills
Diversity training
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Definition
| is to bring about workplace harmony by teaching people how to get along better with diverse work associates. |
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Term
Chap 14 Global Leadership Skills
Cross-cultural training |
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Definition
| a set of learning experiences designed to help employees understand the customs, traditions, and beliefs of another culture. |
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Term
Chap 14 Global Leadership Skills
Employee network group |
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Definition
| is composed of employees throughout the company who affiliate on the basis of a group characteristic such as race, ethnicity, sex, sexual orientation, or physical ability status |
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Term
Chap 14 Global Leadership Skills
Leadership diversity |
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Definition
| the presence of a culturally heterogeneous group of leaders. An organization with leadership diversity also has a heterogeneous group of leaders in such positions as supervisors, middle managers, and team leaders |
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Term
CHAPTER 15
self-awareness
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Definition
| insightfully processing feedback about oneself to improve personal effectiveness. |
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Term
CHAPTER 15
Single-loop learning |
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Definition
| when learners seek minimum feedback that might substantially confront their basic ideas or actions. (i.e. think defensively) |
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Term
CHAPTER 15
Double-loop learning |
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Definition
| is an in-depth type of learning that occurs when people use feedback to confront the validity of the goal or the values implicit in the situation. (i.e. learn and profit from setbacks) |
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Term
CHAPTER 15
self-discipline
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Definition
| mobilizing one’s effort and energy to stay focused on attaining an important goal. (i.e. monitoring of one’s behavior ) |
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Term
CHAPTER 15 Experience
Challenging Experiences
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Definition
- is to provide meaningful development opportunities, not to push managers to the point where they are most likely to fail.
- An important part of capitalizing on ___________ is for the leader/manager to be given leeway in choosing how to resolve the problem.
- The best experiences for leadership development are those that ______the manager realistically.
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Term
CHAPTER 15 Experience
Sources of Experience |
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Definition
- Leadership skills needed to succeed in unfamiliar situations include consultation with the right people and exuding self-confidence, yet not being arrogant.
- An extreme approach to developing leadership skills is to be assigned responsibility for an area in which you lack the appropriate skills or knowledge of the business.
- Work-related tasks give the leader an opportunity to become an effective and innovative problem solver.
- The two major developmental factors in any work situation are work associates and the task itself.
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Term
CHAPTER 15 Experience
Broad Experience |
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Definition
- Multifunctional managerial development is an organization’s intentional efforts to enhance the effectiveness of managers by giving them experience in multiple organizational functions.
- Achieving broad experience fits well with the current emphasis on growth through learning new skills rather than a preoccupation with vertical mobility.
- A growing practice is to assign managers to cross-functional teams to give them experience in working with other disciplines.
- The lowest level of commitment would be for managers simply to study other functions.
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Term
CHAPTER 15 Mentoring
mentor |
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Definition
| a more experienced person who develops a protégé’s abilities through tutoring, coaching, guidance, and emotional support. |
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Term
CHAPTER 15 Mentoring
Informal Versus Formal Mentoring |
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Definition
- Online, or virtual, mentoring is popular because sending e-mail messages helps overcome barriers created by geography, limited time, and voice mail.
- Online mentoring offers a wide pool of possible mentors and better matches between the mentor and person mentored.
- The human resources group is often involved with successful mentoring in setting goals, pairing mentors with protégés, and getting top management committed to the program.
- Ragins and Cotton studied the effectiveness of informal versus formal mentoring programs for men and women, across three occupations.
- Mentoring is traditionally thought of as an informal relationship based on compatibility between two personalities; however, many firms offer formal mentoring programs.
- A new approach to mentoring is shadowing, or directly observing the work activities of the mentor by following the person around for a stated period of time.
- Online mentoring also includes profiling software and intranets to make matching more specific.
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Term
CHAPTER 15 Mentoring
shadowing |
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Definition
| directly observing the work activities of the mentor by following the person around for a stated period of time. |
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Term
CHAPTER 15 Mentoring
Impact on Leadership |
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Definition
- A survey of large companies found that 96 percent of executives credited mentoring as an important developmental method, and 75 percent said mentoring played a key role in career success.
- The mentor can serve as a model of effective (or ineffective) leadership, and can coach the protégé about handling leadership situations and understanding the political aspects of the organization.
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Term
CHAPTER 15 Types of Leadership Development Programs
Feedback-Intensive Programs |
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Definition
| helps leaders develop by seeing more clearly their patterns of behavior, the reasons for such behaviors, and the impact of these behaviors and attitudes on their effectiveness. |
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Term
CHAPTER 15 Types of Leadership Development Programs
Skill-Based Programs |
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Definition
| acquiring abilities and techniques that can be converted into action. The emphasis is on learning how to apply knowledge. |
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Term
CHAPTER 15 Types of Leadership Development Programs
methods are often used in skill-based leadership training |
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Definition
- lecture
- case study
- role-play
- behavioral role modeling
- simulations
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Term
CHAPTER 15 Types of Leadership Development Programs
Conceptual Knowledge and Awareness Programs |
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Definition
| A standard approach to leadership development is to learn useful concepts about leadership. |
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Term
CHAPTER 15 Types of Leadership Development Programs
Personal Growth Programs |
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Definition
- _______specialist Jim Loehr challenges program participants to reflect on their lives and identify something they want to change that will give them more energy and improved motivational skills.
- Leadership through personal growth involves getting in touch with one’s inner desires and fulfilling them.
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Term
CHAPTER 15 Types of Leadership Development Programs
Socialization Programs
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Definition
- From the company standpoint, an essential type of leadership development program emphasizes socializing (becoming acclimated to and accepting) the company vision and values.
- Frequently, the chief executive makes a presentation of the company vision and values
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Term
CHAPTER 15 Types of Leadership Development Programs
Action Learning Programs. |
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Definition
| ______, leaders and potential leaders work together in groups to solve organization problems outside of their usual sphere of influence. |
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Term
CHAPTER 15 Types of Leadership Development Programs
Coaching and Psychotherapy |
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Definition
- Another highly personal way of enhancing leadership effectiveness is to undergo treatment for emotional problems that could be blocking leadership effectiveness.
- Executive coaching is clearly a form of leadership development.
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Term
CHAPTER 15 LEADERSHIP SUCCESSION
leadership succession |
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Definition
- Succession planning is vital to the long-term health of an organization, and therefore an important responsibility of senior leadership.
- When succession planning is done poorly, the result is leaders who are a poor fit for their responsibilities.
- Being groomed as a successor is part of a person’s development, and fostering a successor’s development is part of a manager’s own development.
- A key approach to succession planning is to develop enough strong leaders within the company.
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Term
CHAPTER 15 LEADERSHIP SUCCESSION
A key approach to succession planning |
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Definition
A. How the Board Chooses a Successor
B. Succession Planning at General Electric
C. The Emotional Aspects of Leadership Succession
D. Developing a Pool of Successors
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Term
CHAPTER 15 LEADERSHIP SUCCESSION
CHALLENGES OF BEING A NEW LEADER |
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Definition
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Time Management
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Overcoming Resentment
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Building Relationships Quickly Enough
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Being Realistic About the Process
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Becoming Comfortable with Unpopularity
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