Relationship Management Quarter

Leadership Quarter (hereinafter, the Quarter) is the first of four lectures of Operations Quadrivium (hereinafter, the Quadrivium):

• The Quarter is designed to introduce its learners to enterprise discovery, or, in other words, to concepts related to obtaining data needed to administer the enterprise effort; and
• The Quadrivium examines concepts of administering various types of enterprises known as enterprise administration as a whole.

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.

Outline

The predecessor lecture is Work Setup Quarter.

Concepts

• Strategic leadership. The ability to anticipate, envision, maintain flexibility, think strategically, and work with others in the organization to initiate changes that will create a viable and valuable future for the organization.
• Visionary leadership. The ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation.
• Attribution theory of leadership. A leadership theory that says that leadership is merely an attribution that people make about other individuals.
• Authentic leader. A leader who knows who he or she is, knows what he or she believes in and values, and acts on those values and beliefs openly and candidly. Their followers would consider them to be ethical people.
• Authentic leadership. Leadership expressed by those who know who they are, know what they believe in, and act on those values and beliefs openly and candidly.
• Autocratic style. Leadership style of someone who dictates work methods, makes unilateral decisions, and limits employee participation.
• Behavioral ethics. Analyzing how people actually behave when confronted with ethical dilemmas.
• Behavioral theories of leadership. One of theories proposing that specific behaviors differentiate leaders from nonleaders.
• Behavioral theory. Any leadership theory that identifies behaviors that differentiate effective leaders from ineffective leaders.
• Charismatic leader. An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.
• Charismatic leadership theory. A leadership theory that states that followers make attributions of heroic and extraordinary leadership abilities when they observe certain behaviors.
• Consideration behavior. The extend to which a leader has work relationships characterized by mutual trust and respect for group members' ideas and feelings.
• Consideration. The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings.
• Credibility. The degree to which followers perceive someone as honest, competent, and able to inspire.
• Democratic style. Leadership style of someone who involves employees in decision making, delegates authority, and uses feedback as an opportunity for coaching employees.
• Fiedler contingency model. A leadership theory proposing that effective group performance depends on the proper match between a leader's style and the degree to which the situation allows the leader to control and influence.
• Fiedler contingency model. The theory that effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.
• Full range of leadership model. A model that depicts seven management styles on a continuum: laissez-faire, management by exception, contingent reward leadership, individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence.
• High-high leader. A leader high in both initiating structure and consideration behaviors.
• Identification-based trust. Trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires.
• Initiating structure behavior. The extend to which a leader defines her or his role and the roles of group members in attaining goals.
• Initiating structure. The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.
• Laissez-faire style. Leadership style of someone who lets the group make decisions and complete the work in whatever way it sees fit.
• Leader neutralizer. An attribute or set of attributes that make it impossible for leader behavior to make any difference to follower outcomes.
• Leader substitute. An attribute or set of attributes, such as experience and training, that can replace the need for a leader's support or ability to create structure.
• Leader. Someone who can influence others and who has managerial authority.
• Leader-member exchange theory. A theory that supports leaders' creation of ingroups and outgroups; subordinates with ingroup status will have higher performance ratings, less turnover, and greater job satisfaction.
• Leader-member exchange theory. The leadership theory that says leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction.
• Leader-member relations. One of Fiedler's situational contingencies that describes the degree of confidence, trust, and respect employees have for their leader.
• Leader-member relations. The degree of confidence, trust, and respect subordinates have in their leader.
• 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.
• Leadership. A process of influencing a group to achieve goals.
• Leadership. The ability to influence a group toward the achievement of a vision or set of goals.
• Leading. Management function that involves working with and through people to accomplish organizational goals.
• Leading. A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
• Managerial grid. A two-dimensional grid for appraising leadership styles.
• Path-goal theory. A leadership theory that says the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization.
• Path-goal theory. A theory that states that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.
• Position power. Influence derived from one's formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
• Position power. One of Fiedler's situational contingencies that describes the degree of influence a leader has over activities such as hiring, firing, discipline, promotions, and salary increases.
• Reward power. Compliance achieved based on the ability to distribute rewards that others view as valuable.
• Reward power. The power a leader has to give positive rewards.
• Servant leadership. A leadership style marked by going beyond the leader's own self-interest and instead focusing on opportunities to help followers grow and develop.
• Situational leadership theory. A contingency theory that focuses on followers' readiness.
• Situational leadership theory. A leadership contingency theory that focuses on followers' readiness.
• Socialized charismatic leadership. A leadership concept that states that leaders convey values that are other-centered versus self-oriented and who role-model ethical conduct.
• Trait theory of leadership. One of theories that consider personal qualities and characteristics that differentiate leaders from nonleaders.
• Transactional leader. A leader who leads primarily by using social exchanges (or transactions).
• Transactional leader. A leader who guides or motivates his or her followers in the direction of established goals by clarifying role and task requirements.
• Transformational leader. A leader who stimulates and inspires (transforms) followers to achieve extraordinary outcomes.
• Transformational leader. A leader who inspires his or her followers to transcend their own self-interests and who is capable of having a profound and extraordinary effect on followers.
• Trust propensity. How likely an employee is to trust a leader.
• Trust. A positive expectation that another will not act opportunistically.
• Trust. The belief in the integrity, character, and ability of a leader.
• Coercive power. A power base that is dependent on fear of the negative effects from failing to comply.
• Coercive power. The power a leader has to punish or control.
• Power tactic. A way in which individuals translate power bases into specific actions.
• Power. A capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes.
• Referent power. Influence based on identification with a person who has desirable resources or personal traits.
• Referent power. Power that arises because of a person's desirable resources or personal traits.

Practices

The successor lecture is Organizational Communication Quarter.