LED Final

  1. communication
    process by which info and understanding are transferred bet sender and receiver; key elements = sender initiates communication by encoding thought/idea and the message is the tangible formation of that idea; channel is medium by which message is sent; receiver decodes symbols to interpret meaning of message; feedback is element of communication process that enables someone to determine whether receiver correctly understood message
  2. leader communication
    leaders communicate w vision rather than facts/pieces of info; leader can be seen as communication champ; leadership communication shapes how ppl think about their work and the org' leaders are sensegivers
  3. communication champ
    philosophically grounded in belief that communication's essential to bldg trust and gaining commitment to visions and strategy
  4. embeddedness
    Deep understanding and acceptance of organizational direction and purpose
  5. sensegiving
    process of influencing how other construct meaning and make sense of the org and their place in it
  6. leader as communication champ model
    by establishing open communication climate, ask qs, actively listening, using candor, telling stories leaders facilitate strategic conversations; the communication is purpose-directed and leaders select rich channels of communication and use nonverbal communication
  7. open communication climate
    alleviates tension and conflict bet depts, builds trust, reaffirms employee commitment to shared vision, and makes comp more competitive

    • natural law 1: you get what you talk about (vision must have aple air time in org)
    • natural law 2: climate of an org is reflection of a leader (leader who doesn't embody vision doesn't have org that does)
    • natural law 3: you can't walk faster than 1 step at a time (vision isn't understood/accepted overnight)
  8. questions leaders ask
    • leader-centered: seek to inform leader about what's going on in org; investigate issues, probs, or opps; gather info, ideas, or insights.
    • follower-centered: seeks to connect w followers; develops new insights; encourages critical thinking; expands ppl's awareness; stimulates learning
  9. benefits of asking qs
    encourages ppl to think and empowers them to fins answers, helping build positive attitudes and follower self-confidence; provokes critical thought and leads to deeper, more lasting learning; shows leaders care about ppl on inidiv basis, val their opinions and knowledge, and are open to new ideas which builds trusting relationships
  10. listening
    skill of grasping and interpreting message's genuine meaning; key to effective listening is focus; good leader's attn must be focused on message, not thinking about other things; good listener listens actively, keeps open mind, works hard at listening, and uses thought speed to summarize, weigh, and anticipate what speaker says
  11. dialogue
    active sharing and listening in which ppl explore common ground and grow to understand each other and share world view; divergent and convergent thinking helps bring multiple perspectives, opinions, and answers; result of discussion is limited to specific topic being discussed, while result of dialogue is characterized by group unity, shared meaning, and transformed mindsets.
  12. channel richness
    amnt of info that can be transmitted during communication episode; from lowest to highest richness: formal report, memo/letter, email/text/internet, phone, face-to-face
  13. team
    unit of 2+ ppl who interact and coordinate their work to accomplish shared goal/purp for which they're committed and hold themselves mutually accountable
  14. functional team
    made up of supervisor and subordinates in formal chain of command; called vertical team/command team; groups individuals by common skill and activity w/in traditional structure
  15. cross-departmental team
    • made up of members from diff functional dept within an org; typically used for projects that affect several dept and req many views be considered; facilitate info sharing across boundaries, develop new ideas and solutions; can evolve into self-directed teams; more freedom from hierarchy but still leader-centered and leader-directed
    • -special purp team (project team): focuses on specific purpose of high importance and disbands once project is completed; created outside formal org structure
  16. self-directed teams
    made up of members who work with min supervision and rotate jobs to produce complete product/service; associated w higher job satisfaction; empowered with decision making authority to take over duties
  17. 5 dysfuncts of teams
    lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results
  18. stages of team development
    forming (orientation/breaking ice), storming (conflict/disagreement), norming (establishment of order and cohesion), performing (cooperation, prob solving), adjourning (task completion)
  19. transformational leadership
    characterized by ability to bring about significant change in both followers and org; ability to lead changes in org's vision, strategy, and culture and promote innovation in products and tech; based on personal vals and focuses on intangible qualities like shared vals, vision, ideas; effective leaders exhibit both transformational and transactional leadership patterns
  20. transactional leadership
    transaction/exchange process bet leaders and followers; recognizes followers' needs and desires and then clarifies how those will be satisfied in exchange for meeting specified objectives/performing duties; focus on present and excel at keeping org running smoothly and efficiently; good at traditional mgmt functs and focus on impersonal aspects of job performance; maintains stability rather than promoting change
  21. charismatic leader
    ability to inspire and motivate ppl to do more than they normally would, despite obstacles and personal sacrifice; instills awe and submission in followers; charisma can be used for good/ill; leader's influence is based on personal qualities, not power/authority granted by org; uses unconventional methods to create change
  22. coalitional leadership
    developing allies and bldg coalition of ppl who support leader's goals and can help influence others to implement leader's decisions and achieve goals; leaders observe and understand patterns of interaction and influence in the org; skilled at developing connections w broad network of ppl and can adapt behavior and approach diverse ppl
  23. strategic leadership
    one of most critical issues facings orgs; ability to anticipate and envision future, maintain flexibility, think strategically, and work w others to initiate changes that'll create competitive advantage; responsible for relationship bet external environ to choices about mission, vision, strategy, and their execution
  24. mission
    org's core broad purpose and reason for existence; define comp's core vals and reson for being and provides basis for vision; persists in face of changing techs, econ conditions, etc (unlike vision), serves as glue that holds org together in times of change and guides strategic choices and decisions about future; captures ppl's idealistic motivations for why org exists
Author
shannonsolstice
ID
316093
Card Set
LED Final
Description
LED3000 Final Chapters 9-15
Updated