Leadership 8e by DuBrin

Leadership 8e by DuBrin is the 8th edition of the Leadership: Research Findings, Practice, and Skills textbook authored by Andrew J. DuBrin, Rochester Institute of Technology, and published in 2016 by Cengage Learning.

• Achievement motivation. Finding joy in accomplishment for its own sake.
• Assertiveness. Forthrightness in expressing demands, opinions, feelings, and attitudes. As a cultural value, the degree to which individuals are (and should be) assertive, confrontational, and aggressive in their relationships with one another.
• Apprising. Influence tactic in which influence agent explains how carrying out a request or supporting a proposal will benefit the target personally, including advancing the target's career.
• Authenticity. Being genuine and honest about your personality, values, and beliefs, as well as having integrity.
• Autocratic leader. A person in charge who retains most of the authority for himself or herself.
• Charisma. A special quality of leaders whose purposes, powers, and extraordinary determination differentiate them from others.
• Coalition. A specific arrangement of parties working together to combine their power.
• Coercive power. The power to punish for noncompliance; power based on fear.
• Cognitive factors. Problem solving and intellectual skills collectively.
• Commitment. The most successful outcome of a leader's influence tactic: The person makes a full effort.
• Compliance. Partial success of an influence attempt by a leader: The person makes a modest effort.
• Co-opt. To win over opponents by making them part of your team or giving them a stake in the system.
• Consensus leader. The person in charge who encourages group discussion about an issue and then makes a decision that reflects general agreement and that group members will support.
• Consideration. The degree to which the leader creates an environment of emotional support, warmth, friendliness, and trust.
• Consultative leader. A person in charge who confers with group members before making a decision, but who retains the final authority to make decisions.
• Contingency approach to leadership. The contention that leaders are most effective when they make their behavior contingent upon situational forces, including group member characteristics.
• Cooperation theory. A belief in cooperation and collaboration rather than competitiveness as a strategy for building teamwork.
• Core self-evaluations. A broad personality trait that captures bottom-line self-assessment, composed of self-esteem, locus of control, generalized self-efficacy, and emotional stability.
• Corporate social responsibility. Responsibility of the organization that is part of external engagement, or the efforts a company makes to manage its relationship with the external world.
• Creativity. The production of novel and useful ideas.
• Crisis leadership. The process of leading group members through a sudden and largely unanticipated, intensely negative, and emotionally draining circumstance.
• Cross-cultural training. A set of learning experiences designed to help employees understand the customs, traditions, and beliefs of another culture.
• Crowdsourcing. The use of collective intelligence gathered from the public for accomplishing tasks, often by the use of social media.
• Crucibles. Critical events and experiences that more often reflect failure than grand success.
• Cultural intelligence (CQ). An outsider's ability to interpret someone's unfamiliar and ambiguous gestures the way that person's compatriots would.
• Cultural sensitivity. An awareness of and a willingness to investigate the reasons why people of another culture act as they do.
• Debasement. The act of demeaning or insulting oneself to control the behavior of another person.
• Delegation. The assignment of formal authority and responsibility for accomplishing a specific task to another person.
• Democratic leader. A person in charge who confers final authority on the group.
• Dependence perspective. The point of view that a person accrues power by other being dependent on him or her for things they value.
• Diversity training. A learning experience designed to bring about work-place harmony by teaching people how to get along better with diverse work associates.
• Double-loop learning. An in-depth style of learning that occurs when people use feedback to confront the validity of the goal or the values implicit in the situation.
• Drive. A propensity to put forth high energy into achieving goals and persistence in applying that energy.
• Effective leader. One who helps group members attain productivity, including high quality and customer satisfaction, as well as job satisfaction.
• E-leadership. A form of leadership practiced in a context where work is mediated by information technology.
• Emergent leader. A group member who significantly influences another group member even though he or she has not been assigned formal authority.
• Emotional intelligence. The ability to do such things as understand one's feelings, have empathy for others, and regulate one's emotions to enhance one's quality of life.
• Employee network group (or affinity group). A group 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.
• Empowerment. Passing decision-making authority and responsibility from managers to group members.
• Engagement. The high levels of personal investment in the tasks performed on a job.
• Entitlement. In relation to unethical behavior by executives, the idea that some CEOs lose their sense of reality and feel entitled to whatever they can get away with or steal.
• Ethical mind. A point of view that helps the individual aspire to good work that matters to their colleagues, companies, and society in general.
• Ethics. The study of moral obligations, or separating right from wrong.
• Evidence-based leadership or management. The approach whereby managers translate principles based on best evidence into organizational practices.
• Executive coaching. A one-on-one development process formally contracted between a coach and a management-level client to help achieve goals related to professional development and/or business performance.
• Expectancy. An individual's assessment of the probability that effort will lead to correct performance of the task.
• Expectancy theory. A theory of motivation based on the premise that the amount of effort people expend depends on how much reward they can expect in return.
• Experience of flow. An experience so engrossing and enjoyable that the task becomes worth doing for its own sake, regardless of the external consequences.
• Farsightedness. The ability to understand the long-range implications of actions and policies.
• Feedback-intensive development program. A learning experience that helps leaders develop by seeing more clearly their patterns of behaviors, the reasons for such behaviors, and the impact of these behaviors and attitudes on their effectiveness.
• Flexibility. The ability to adjust to different situations.
• Future orientation. As a cultural value, the extent to which individuals engage (and should engage) in future-oriented behaviors such as delaying gratification, planning, and making investments for the future.
• Gender egalitarianism. As a cultural value, the degree to which a culture minimizes, and should minimize, gender inequality.
• Global leadership skills. The ability to exercise effective leadership in a variety of countries.
• Goal. What a person is trying to accomplish.
• Hands-on leader. A leader who gets directly involved in the details and process of operations.
• Humane orientation. As a cultural value, the degree to which a society encourages and rewards, and should encourage and reward, individuals for being fair, altruistic, and caring others.
• Implicit leadership theories. Personal assumptions about the traits and abilities that characterize an ideal organizational leader.
• Influence. The ability to affect the behavior of others in a particular direction.
• In-group collectivism. As a cultural value, the degree to which individuals express, and should express, pride, loyalty, and cohesiveness in their organizations and families.
• Initiating structure. Organizing and defining relationships in the group by activities such as assigning specific tasks, specifying procedures to be followed, scheduling work, and clarifying expectations of team members.
• Innovation. The process of creating new ideas and their implementation.
• Insight. A depth of understanding that requires considerable intuition and common sense.
• Instrumentality. An individual's assessment of the probability that performance will lead to certain outcomes.
• Integrity. Loyalty to rational principles, thereby practicing what one preaches, regardless of emotional or social pressure.
• Intergroup leadership. Leading a number of teams within the organization.
• Knowledge management (KM). A concerted effort to improve how knowledge is created, delivered, and applied.
• Leader-member exchange model (LMX model). An explanation of leadership proposing that leaders develop unique working relationships with group members.
• Leader political support. Political acts and influence behaviors performed by leaders to provide followers with valuable resources to advance individual, group, or organizational objectives.
• Leadership. The ability to inspire confidence and support among the people who are needed to achieve organizational goals.
• Leadership diversity. The presence of a culturally heterogeneous group of leaders.
• Leadership effectiveness. Attaining desirable outcomes such as productivity, quality, and satisfaction in a given situation.
• [[Leadership Grid^TM]]. A framework for specifying the extent of a leader's concern for the production and people.
• Leadership polarity. The disparity in views of leaders: They are revered or vastly unpopular, but people rarely feel neutral about them.
• Leadership by storytelling. The technique of inspiring and instructing group members by telling fascinating stories.
• Leadership style. The relatively consistent pattern of behavior that characterizes a leader.
• Leadership succession. An orderly process of identifying and grooming people to replace executives.
• Leading by example. Influencing others by acting as a positive role model.
• Learning organization. An organization that is skilled at creating, acquiring, and transferring knowledge and at modifying behavior to reflect new knowledge and insights.
• Legitimate power. The lawful right to make a decision and expect compliance.
• Linguistic style. A person's characteristic speaking pattern.
• Machiavellians. People in the work place who ruthlessly manipulate others.
• Management openness. A set of leadership behaviors particularly relevant to subordinates' motivation to voice their opinion.
• Making the rounds. The leader casually dropping by constituents to listen to their accomplishments, concern, and problems and to share information.
• Meaningful work. The feeling of doing work that matters or makes a difference.
• Mentor. A more experienced person who develops a protégé's abilities through tutoring, coaching, guidance, and emotional support.
• Micromanagement. The close monitoring of most aspects of group member activities by the manager or leader.
• Moral identity. The extent to which an individual holds morality as part of his or her self-concept.
• Morals. An individual's determination of what is right or wrong influenced by his or her values.
• Multicultural leader. A leader with the skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles.
• Multicultural worker. A worker who is convinced that all cultures are equally good and enjoys learning about other cultures.
• Normative decision model. A view of leadership as a decision-making process in which the leader examines certain factors within the situation to determine which decision-making style will be the most effective.
• Open-book management. An approach to management in which every employee is trained, empowered, and motivated to understand and pursue the company's business goals.
• Organizational politics. Informal approaches to gaining power through means other than merit or luck.
• Outcome. Anything that might stem from performance, such as a reward.
• Participative leader. A person in charge who shares decision making with group members.
• Path-goal theory. An explanation of leadership effectiveness that specifies what the leader must do to achieve high productivity and morale in a given situation.
• Performance orientation. As a cultural value, the degree to which a society encourages (or should encourage) and rewards group member for performance improvement and excellence.
• Personal brand. Your basket of strengths that makes you unique.
• Personal magnetism. A captivating, inspiring personality with charm and charismatic-like qualities.
• Personal power. Power derived from the person rather than from the organization.
• Personalized charismatic. A charismatic leader who exercises few restraints on the use of power in order to best serve his or her own interests.
• Pet-peeve technique. A method of brainstorming in which a group identifies all the possible complaints others might have about the group's organizational unit.
• Positive psychological capital. An individual's positive psychological state of development, characterized by four psychological resources: self-efficacy, hope, optimism, and resilience.
• Power. The potential or ability to influence decisions and control resources.
• Power distance. As a cultural value, the degree to which members of a society expect, and should expect, power to be distributed unequally.
• Practical intelligence. The ability to solve everyday problems by using experience-based knowledge to adapt to and shape the environment.
• Prestige power. The power stemming from one's status and reputation.
• Proactive personality. A relatively stable tendency to effect environmental change.
• Pygmalion effect. The situation that occurs when a managerial leader believes that a group member will succeed and communicates this belief without realizing it.
• Resistance. The state that occurs when an influence attempt by a leader is unsuccessful: The target is opposed to carrying out the request and finds ways to either not comply or do a poor job.
• Reward power. The authority to give employees rewards for compliance.
• Self-awareness. Insightfully processing feedback about oneself to improve personal effectiveness.
• Self-discipline. The ability to mobilize one's efforts to stay focused on attaining an important goal.
• Self-efficacy. The confidence in one's ability to carry out a specific task.
• Self-leadership. The idea that all organizational members are capable of leading themselves, at least to some extent.
• Servant leader. One who serves constituents by working on their behalf to help them achieve their goals, not the leader's own goals.
• Shadowing. An approach to mentoring in which the trainee follows the mentor around for a stated period of time.
• Single-loop learning. A situation in which learners seek minimum feedback that might substantially confront their basic ideas or actions.
• Situational Leadership II (SLII). A model of leadership that explains how to match the leadership style to capabilities of group members on a given task.
• Social entrepreneurship. The use of market-based methods to solve social problems.
• Socialized charismatic. A charismatic leader who restrains the use of power in order to benefit others.
• Strategic contingency theory. An explanation of sources of power suggesting that units best able to cope with the firm's critical problems and uncertainties acquire relatively large amounts of power.
• Strategic leadership. The process of creating or sustaining an organization by providing the right direction and inspiration.
• Strategic planning. Those activities that lead to the statement of goals and objectives and the choice of strategy.
• Strategy. An integrated, overall concept of how the firm will achieve its objectives.
• Substitutes for leadership. Factors in the work environment that provide guidance and incentives to perform, making the leader's role almost superfluous.
• SWOT analysis. A method of considering internal strengths, weaknesses, and external opportunities and threats in a given situation.
• Team. A work group that must rely on collaboration if each member is to experience the optimum success and achievement.
• Teamwork. Work done with an understanding and commitment to group goals on the part of all team members.
• Territorial games. Also referred to as turf wars, political tactics that involve protecting and hoarding resources that give one power, such as information, relationships, and decision-making authority.
• 360-degree feedback. A formal evaluation of superiors based on input from people who work for and with them, sometimes including customers and suppliers.
• Time orientation. As a cultural value, the importance nations and individuals attach to time.
• Tough question. One that makes a person or group stop and think about why they are doing or not doing something.
• Transformational leader. A leader who brings about positive, major changes in an organization.
• Trust. A person's confidence in another individual's intentions and motives and in the sincerity of that individual's word.
• Uncertainty avoidance. As a cultural value, 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.
• Upward appeal. A means of influence in which the leader enlists a person with more formal authority to do the influencing.
• Valence. The worth or attractiveness of an outcome.
• Virtuous circle. The idea that corporate social performance and corporate financial performance feed and reinforce each other.
• Vision. The ability to imagine different and better conditions and ways to achieve them.
• Whistleblower. An employee who discloses organizational wrongdoing to parties who can take action.
• Win-win approach to conflict resolution. The belief that after conflict has been resolved, both sides should gain something of value.
• Work orientation. As a cultural value, the number of hours per week and weeks per year people expect to invest in work versus leisure, or other nonwork activities.