Term
| Theory X managers assume that subordinates are naturally lazy and money-driven at workplace. |
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Definition
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| Theory Y managers assume that subordinates are not only naturally lazy, but also lack of responsibility. |
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| Theory Z managers developed by William Ouchi assume that subordinates have needs for teamwork together with responsibilities. |
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| Similar to Theory X managers, Theory T managers assume that subordinates are lazy and naturally resist to change. |
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Definition
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Term
| Unlike Theory T managers, Theory T+ managers assume that subordinates can and will accept change if the leader is committed to change (e.g. use rewards to encourage changes and explain the negative consequences of not changing). |
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Term
| Similar to European managers, Japanese managers (in general) tend to use participative leadership approach. |
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Definition
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Term
| Unlike US managers, Japanese managers tend to set specific goals in their leadership approach and goal setting. |
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Definition
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Term
| US managers tend to practice leadership between participative and authoritarian styles. |
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Term
| None of the managers in Europe, the U.S., and Japan tend to set up ambiguous goal in their leadership approach and goal setting. |
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Definition
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Term
| Unlike US managers, European managers tend to practice paternalistic leadership style |
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Definition
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Term
| Idealized influence as one of the four interrelated factors of transformational leadership (suggested by Bass) indicated that leaders shall be a source of charisma and enjoy the admiration of the followers. |
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Definition
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Term
| Inspirational motivation as one of the four interrelated factors of transformational leadership (suggested by Bass) indicated that leaders shall be extremely effective in articulating vision, mission, and beliefs in a clear-cut way, and thus provide easy-to-understand sense of purpose regarding what needs to be done. |
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Definition
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| Intellectual stimulation as one of the four interrelated factors of transformational leadership (as suggested by Bass) indicated that leaders shall be able to get their followers question old paradigm and accept new views of the world regarding now how things need to be done. |
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Definition
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Term
| Individualized consideration as one of the four interrelated factors of transformational leadership (as suggested by Bass) indicated that leaders shall be able to diagnose and elevate the needs of each of their followers through individualized consideration, thus furthering the development of these people. |
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Term
| As suggested by the well-known leadership theorist Warren Bennis, the difference between managers and leaders is that managers do right things and leaders do things right. |
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Definition
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Term
| As suggested by the well-known leadership theorist Warren Bennis, the difference between managers and leaders is that leaders do right things and managers do things right. |
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Definition
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| Well-known leadership theorist Warren Bennis suggested that what subordinates expect from their leaders/managers are vision/purpose, trust, optimism, and action/result. |
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Definition
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| Young managers in Europe and Asia tend to practice less democratic leadership than their last generation. |
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Definition
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Term
| Organizational level, company size, and age seem to greatly influence attitudes toward leadership. |
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Definition
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Term
| Most European managers (even though not in every country) tend to reflect more participative and democratic attitudes. |
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Term
| The process of influencing people to direct their efforts towards the achievement of some particular goal or goals is referred to as leadership. |
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Term
| Leader behaviors can be translated into three commonly recognized styles. These are authoritarian, paternalistic, and participative. |
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| The leadership process used by Japanese managers places a strong emphasis on ambiguous goals. |
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Term
| Transformational leaders are visionary agents with a sense of mission who are capable of motivating their followers to accept new goals and new ways of doing things. |
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| Bass discovered that there is far less universalism in leadership than had been believed previously. |
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Term
| Transactional leaders are individuals who exchange rewards for efforts and performance and work on a “something for something” basis. |
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Definition
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Term
| Both transformational leaders and transactional leaders focus on exchange of rewards for efforts and performance and work on a “something for something” basis. |
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Term
| Contingent Reward (CR) Leader tend to clarify what needs to be done, provides psychic and material rewards to those complying with his or her directives. |
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Definition
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| Laissez-Faire (LF) leaders tend to avoid intervening or accepting responsibility for follower actions. |
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Definition
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| Anglo managers identify performance orientation, an inspirational style, having a vision, being a team integrator, and being decisive as being the top five attributes. |
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| In affective cultures, such as Japan and China, leaders tend to exhibit their emotions |
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| In neutral cultures, such as the United States, leaders do not tend to show their emotions. |
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| Self-Protective leadership focuses on ensuring the safety and security of the individual and group through status-enhancement and face-saving. |
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Term
| Global leadership must be based on core values and credos that reflect principled business and leadership practices, high levels of ethical and moral behavior, and a set of shared ideals that advance organizational and societal well-being. |
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Definition
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Term
| Research findings indicated that the promising start-ups entrepreneurs fail for reasons such as lack of capital, absence of clear goals and objectives, and failure to accurately assess market demand and competition as well as poor personal leadership ability of the entrepreneurial CEO. |
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Term
| One of the key personal characteristics of entrepreneurs and strong leaders is that they appear to be more creative and innovative than non-entrepreneurs. |
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Definition
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Term
| One of the key personal characteristics of entrepreneurs and strong leaders is that they tend to break the rules and do not need structure, support, or an organization to guide their thinking. |
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Definition
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Term
| One of the key personal characteristics of entrepreneurs and strong leaders is that they are opportunity seekers and are comfortable with failure, rebounding quickly to pursue another opportunity. |
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Definition
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| One of the key personal characteristics of entrepreneurs and strong leaders is that they perceive “missing the boat” (missing an opportunity) is worse than “sinking the boat” (failing the business). |
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| Entrepreneurial leaders operating internationally must possess cultural sensitivity, international vision, and global mindset to effectively lead their venture through challenges of doing business in other countries. |
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Definition
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Term
| “One-Eighth Organization” with Jeff Pfeffer suggested that only one eighth of the companies and managers recognize the importance of, Practice, and stick with HPWPs. |
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Definition
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Term
| “One-Eighth Situation/Organization” with Jeff Pfeffer suggested that only one out of eight managers and organizations in the worlds do NOT practice HPWPs. |
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Definition
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Term
| According to motivation beyond money, motivational instruments beyond money can be effective no matter whether or not work environment is embedded with trust, responsibility, and honesty. |
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Definition
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Term
| All the psychological capital components (self-efficacy, hope, optimism, and resiliency) are open to development. |
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Definition
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Term
| By positive Psychological Capital or PsyCap, Fred Luthans means self-efficacy, subject well-being, trust, and emotional intelligence combined as one core construct to predict sustainable performance. |
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Definition
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Term
| Effective feedback emphasizes on the practice of PIGSP, which stands for positive, immediate, graphic, specific, and personal/private. |
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Definition
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Term
| Effective practice of feedback and recognition can result in 11-13.6% of performance increase. |
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Definition
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Term
| Extrinsic reward does not always support intrinsic motivation, particularly in challenging tasks or emergent situations. |
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Definition
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Term
| Extrinsic reward supports intrinsic motivation in all situations (either routine or challenging/contingent). |
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Definition
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Term
| PIGSP practices of feedback have not proven effective. |
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Definition
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Term
| Four sources of self-efficacy are Mastery Experiences, Vicarious Experiences or Modeling, Social Persuasion, Physiological and Psychological Arousal. |
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Definition
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Term
| Four sources of self-efficacy do not include successful past experience. |
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Definition
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Term
| Fred Luthans is associated with OB Mod and the key contribution is the five important steps toward modification of human behavior (Identify performance related behavioral events, measure the existing events, analyze the contingent consequences, intervene with action, and evaluation). |
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Definition
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Term
| High or low self-efficacy does not change people’s behavior choice, motivation effort, perseverance, facilitative thought partners, and vulnerability to stress. |
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Definition
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Term
| Highly confident people tend to use directly asking strategy to seek feedback. This is versus lowly confident people who tend to use monitoring strategy in feedback seeking. |
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Definition
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Term
| HPWPs missed many important practices such as 360 degree feedback, pay for performance, new pay for performance, and the like. |
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Definition
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Term
| HPWP stands for High Performance Work Practice, which includes self-management, 360 degree feedback, pay for performance and new pay for performance, etc |
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Definition
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Term
| In comparison to effective feedback, recognition can result in much higher performance increase. |
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Definition
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Term
| Most but not all of the psychological capital components are open to development |
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Definition
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Term
| OB Mod has the power to increase performance by 17 percent on average, even higher (33%) in manufacturing areas. More evidence indicated the OB Mod can reduce 25-50 percent absenteeism and 90% tardiness, improve 95% safety and accidental prevention, and significant increase in sale performance. |
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Definition
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Term
| OB Mod with Fred Luthans is known for its four steps toward behavior modification, missing evaluation stage. |
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Definition
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Term
| Motivation beyond money suggested that to effectively practice the motivational instruments beyond money, the work environment must be embedded with trust, responsibility, care, and honesty. |
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Definition
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Term
| Motivation beyond money suggested that recognition can be practiced as frequently as you want and the more, the more effective. |
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Definition
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Term
| Positive Organizational Behavior construct tends to include emotional intelligence and subject well-being because the measurement of these variables received more and more research back-up. |
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Definition
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Term
| Positive Organizational Behavior has to rule out emotional intelligence and subject well-being or happiness because they are not open to development. |
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Definition
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Term
| Positive Psychological capital or PsyCap combines self-efficacy, hope, optimism, and resiliency as one core construct to predict sustainable behaviors of both employees and managers. |
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Definition
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Term
| Psychological capital does not include emotional intelligence because the measurability. Still need further research. |
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Definition
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Term
| Psychological capital has similar predicting power of performance to its individual construct such as hope, optimism, resiliency, and self-efficacy. |
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Definition
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Term
| Psychological capital has stronger predicting power of performance than any of its individual constructs or components such as hope, optimism, resiliency, and self-efficacy. |
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Definition
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Term
| Psychological capital includes emotional intelligence due to its measurability. |
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Definition
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Term
| Psychological capital is an ideal theory, but very hard to practice |
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Definition
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Term
| Psychological capital is found to be related to variables such as job satisfaction and organizational commitment. |
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Definition
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Term
| Psychological capital is not found to be related to variables other than performance, such as job satisfaction and organizational commitment. |
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Definition
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Term
| Psychological capital is not only theory back-up, but also can be operationized in developmental interventions for performance impact. |
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Definition
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Term
| Psychological capital meets all the positive organizational behavior or POB criteria. |
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Definition
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Term
| Psychological capital meets most but not all of the positive organizational behavior or POB criteria. |
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Definition
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Term
| Psychological capital of Chinese workers is found to be significantly related to their performance. |
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Definition
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Term
- Psychological capital of Chinese, Thai, Vietnamese, and Egyptian workers is not found to be significantly related to their performance.
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Definition
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Term
| Recognition is found to increase performance because the award such as plaques is very expensive. |
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Definition
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Term
| Research indicated that OB Mod can increase performance only in manufacturing areas, not in service sectors. |
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Definition
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Term
| Research suggested that recognition can lead to enhance performance and loyalty |
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Definition
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Term
| Self-efficacy and general confidence are the same conceptually |
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Definition
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Term
| Self-efficacy improves performance as effectively as feedback, recognition, and OB Mode. |
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Definition
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Term
- Self-Efficacy improves performance the highest (about 24%) among all the motivation approaches beyond money.
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Definition
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Term
| Self-Efficacy influences employee’s performance through five processes. They are behavior choice, motivation effort, perseverance, facilitative thought partners, vulnerability to stress. |
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Definition
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Term
| Self-efficacy must be differentiated from general confidence because self-efficacy is task-oriented and statelike, open to development. This is versus general confidence which is non-object oriented, and traitlike, relatively fixed after certain time and space. |
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Definition
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Term
| Self-efficacy studies indicated that 1 percent of self-efficacy increase in a person can be translated in to 1 percent of performance increase. |
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Definition
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Term
| Similar to social capital and human capital, psychological capital focuses on who and what you know. |
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Definition
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Term
| Spitzer’s studies indicated that 73 percent of employees feel less motivated now than before. |
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Definition
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Term
| Studies in Boeing Company indicated that the rate of return is not significant in investing psychological capital of the engineers and managers. |
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Definition
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Term
| Studies in Boeing Company with the rate of return (270%) strongly encourage managers and leaders to invest on psychological capital of their employees. |
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Definition
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Term
| Studies indicated that majority of employees are more satisfied with the motivation now than before. |
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Definition
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Term
| The power of feedback is the practicability of anytime, anywhere, and anyone. |
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Definition
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Term
| The practice of feedback is as limited as practicing recognition. |
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Definition
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Term
| There is beginning evidence that psychological capital holds up across cultures (the U.S., China, Thai, Vietnam, Egypt, India, and main players in Flat World globalization). |
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Definition
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Term
| There is no evidence that psychological capital holds up across cultures. |
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Definition
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Term
| Unlike social capital and human capital, psychological capital focuses on who you are and who you can become (your potential). |
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Definition
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Term
| Whether or not a person has successful experience is the only source of self-efficacy. |
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Definition
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Term
| Modeling or vicarious learning is one of the effective approaches to improve self-efficacy. |
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Definition
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Term
| Psychological capital is open-ended. In another word, there is always some room to improve. |
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Definition
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Term
| Unlike the international practice of leadership in general, authentic leadership is more culture-specific than being universal. |
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Definition
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Term
| Both traditional leadership and authentic leadership include the psychological capital of the managers in the leadership measurement. |
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Definition
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Term
| Psychological contract is largely affected by the legitimate contract or relationship, which has strong relationship to performance of the employees. |
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Definition
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Term
| According to the hope theory, people with hope can be self-motivated and motivating others. |
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Definition
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Term
| According to the optimism concept, optimistic people can be charged with willpower and pathway toward their goals. |
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Definition
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Term
| Resiliency studies suggested that all people can get recovered from failure or setback easily and move even beyond. |
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Definition
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Term
| A highly developed organizational context included transparency, trust, and concern, but missed flexibility. |
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Definition
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Term
| The amount of information exchanged between managers and subordinates has little impact on the performance of the subordinates. |
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Definition
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Term
| Authentic leadership missed attribution as one of the major processes in influencing followers. |
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Definition
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Term
| Both traditional leadership and authentic leadership focus on developing followers into good listeners. |
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Definition
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Term
| Similar to the general leadership practice, authentic leadership is universal across cultures. |
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Definition
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Term
| Performance measure of authentic leadership includes the psychological capital of the managers and traditional leadership doesn’t. |
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Definition
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Term
| Psychological contract is an agreement that shows how much an employee accepts the manager’s vision/purpose and other ideas. It can be strengthened by building trust. |
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Definition
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Term
| Hope helps people with willpower and pathway toward their goals. |
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Definition
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Term
| Being self-motivated and being motivating are what optimism can do to managers. |
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Definition
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Term
| Resiliency can help people realize (1) the new reality or situation exists,(2) life being meaningful, (3) building skills to adapt to change. |
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Definition
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Term
| A highly developed organizational context includes transparency, trust, flexibility, and concern. |
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Definition
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Term
| The exchange of between an employee and his or her direct supervisor is the primary determinant of employee behavior. |
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Definition
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Term
| Attribution is one of the processes how authentic leadership influences subordinates. |
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Definition
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Term
| Authentic leadership focuses on developing followers as leaders. This is versus all the traditional leaderships that tend to develop followers into good listeners. |
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Definition
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