Chapter 7 Followership
Consciously and deliberately developing a meaningful, task-related, mutually respectful relationship with your direct supriors
Managing Up
The forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action
Motivation
Workforce made up of people with different human qualities or who belong to various cultural groups
Workforce Diversity
Leaders who have the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice
Charismatic Leaders
A shared mindset that represents a fundamental way of thinking about, perceiving, and understanding the world
Paradigm
Thinking independently and being mindful of the effects of one's own and other people's behavior on achieving the organization's vision
Critical Thinking
Internal satisfactions a person receives in the process of performing a particular action
Intrinsic rewards
Value for a loosely knit social framework in which individuals are expected to take care of themselves
Individualism
Leadership that involves developing allies and building a coalition of people who support the leader's goals and can help influence others to implement the leader's decisions and achieve the goals
Coalitional Leadership
A leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders
Great Man Approach
A method of directing or facilitating a follower with the aim of improving specific skills or achieving a specific development goal
Leadership Coaching
Maslow's theory proposes that humans are motivated by multiple needs and those needs exist in a hierarchical order
Hierarchy of Needs Theory
Preferences for relationships, cooperation, group decision making, and quality of life
Femininity
Leaders who is willing to use any means necessary to preserve and protect the well-being of the organizations
Machiavellian-Style Leadership
Characteristics or habits that people are not aware of or don't recognize as problems but which limit their effectiveness and hinder their careers success
Blind Spots
Using evaluation and communication to help individuals and the organization learn and improve
Feedback
A motivational theory that looks a the relationship between behavior and its consequences by changing or modifying followers' on-the-job behavior through the appropriate use of immediate rewards or punishments
Reinforcement Theory
The ability to use reasoning and observation to interpret unfamiliar situations and devise appropriate behavioral responses
Cultural Intelligence (CQ)
The effect a person's actions have on the attitudes, values, beliefs, or actions of others
Influence
The set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, objects, and people in the evnironment
Personality
Failing to consider possibilities beyond what one is told
Uncritical Thinking
A theory that suggests that motivation depends on individuals' mental expectations about their ability to perform tasks and receive desired rewards
Expectancy Theory
Strong support from a powerfully positioned executive who is willing to put his or her reputation on the line to promote an individual's career advancement
Sponsorship
Activities to acquire, develop, and use power and other resources to obtain desired future outcomes when there is uncertainty or disagreement about choices
Politics
Defines whether a personal places the primary responsibility for what happens to him or her within himself/herself or an outside forces
Locus of Control