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GMS 200 - Exam
| Term | Definition |
|---|---|
| Accountability | The requirement to show performance results to a supervisor |
| Administrator | A manager in a public or non-profit organization |
| Agenda setting | The development of action priorities for accomplishing goals and plans |
| Board of directors | A group of people who are supposed to make sure an organization is well run and managed in a lawful and ethical manner |
| Commitment | The degree to which one works to apply their talents and capabilities to important tasks |
| Competency | One’s personal talents or job-related capabilities |
| Conceptual skill | The ability to think analytically to diagnose and solve complex problems |
| Controlling | The process of measuring performance and taking action to ensure desired results |
| Corporate governance | The active oversight of management decisions and performance by a company’s board of directors |
| Discrimination | The active denial of full benefits of organizational membership to members of certain groups |
| Effective manager | A manager who helps others achieve high performance and satisfaction at work |
| Emotional intelligence | The ability to manage ourselves and our relationships effectively |
| Ethics | The moral standards of what is “good” and “right” in one’s behaviour |
| Fourth Industrial Age | Our current era |
| Free-agent economy | An economy in which people change jobs more often |
| Functional managers | Managers who are responsible for one area |
| General managers | Managers who are responsible for complex |
| Glass ceiling effect | An invisible barrier limiting career advancement of women and members of visible minorities |
| Globalization | The worldwide interdependence of resource flows |
| Human skill | The ability to work well in cooperation with other people |
| Intellectual capital | The collective brainpower or shared knowledge of a workforce |
| Job migration | What occurs when firms shift jobs from a home country to foreign ones |
| Knowledge worker | Someone whose mind is a critical asset to employers |
| Leading | The process of arousing enthusiasm and inspiring efforts to achieve goals |
| Learning | A change in behaviour that results from experience |
| Lifelong learning | Continuous learning from daily experiences |
| Line managers | Managers who directly contribute to producing the organization’s goods or services |
| Management process | Planning |
| Manager | A person who supports |
| Middle managers | Managers who oversee the work of large departments or divisions |
| Networking | The process of creating positive relationships with people who can help advance agendas |
| Open system | A system that transforms resource inputs from the environment into product outputs |
| Organization | A collection of people working together to achieve a common purpose |
| Organizing | The process of defining and assigning tasks |
| Performance effectiveness | An output measure of task or goal accomplishment |
| Performance efficiency | An input measure of resource cost associated with goal accomplishment |
| Planning | The process of setting goals and objectives and making plans to accomplish them |
| Prejudice | The display of negative |
| Productivity | The quantity and quality of work performance |
| Quality of work life | The overall quality of human experiences in the workplace |
| Reshoring | What occurs when firms move jobs back home from foreign locations |
| Self-management | The ability to understand oneself |
| Shamrock organization | An organization that operates with a core group of full-time long-term workers supported by others who work on contracts and part-time |
| Skill | The ability to translate knowledge into action that results in desired performance |
| Social capital | A capacity to get things done with the support and help of others |
| Social networking | The use of dedicated websites and applications to connect people having similar interests |
| Staff managers | Managers who use special technical expertise to advise and support line workers |
| Team leaders | Leaders who report to middle managers and supervise non-managerial workers |
| Tech IQ | The ability to use technology and to stay updated as technology continues to evolve |
| Technical skill | The ability to use expertise to perform a task with proficiency |
| Top managers | Managers who guide the performance of the organization as a whole or of one of its major parts |
| Upside-down pyramid | A view of organizations that shows customers at the top being served by workers who are supported by managers |
| Workforce diversity | Workers’ differences in terms of gender |
| Analytics | The systematic analysis of large databases to solve problems and make informed decisions |
| Bureaucracy | A rational and efficient form of organization founded on logic |
| Contingency thinking | Thinking that tries to match management practices with situational demands |
| Continuous improvement | The constant search for new ways to improve work quality and performance |
| Deficit principle | The notion that a satisfied need does not motivate behaviour |
| Evidence-based management | Making decisions based on hard facts about what really works |
| Hawthorne effect | The tendency of persons singled out for special attention to perform better than expected |
| ISO certification | Conformance with a rigorous set of international quality standards |
| Learning style | The manner in which an individual prefers to learn through receiving |
| Motion study | The science of reducing a task to its basic physical motions |
| Need | A physiological or psychological deficiency that a person feels compelled to satisfy |
| Open system | A system that interacts with its environment and transforms resource inputs into outputs |
| Organizational behaviour | The study of individuals and groups in organizations |
| Progression principle | The notion that a need is activated only when the next-lower-level need is satisfied |
| Scientific management | A system of management that emphasizes careful alignment of worker training |
| Self-fulfilling prophecy | The phenomenon of an expectation leading to its own fulfillment |
| Subsystem | A smaller component of a larger system |
| System | A collection of interrelated parts working together for a purpose |
| Theory X | The assumption that people dislike work |
| Theory Y | The assumption that people are willing to work |
| Total quality management | An organization-wide commitment to continuous improvement |
| Asia Pacific Economic Cooperation | A forum that links 21 countries to promote free trade and investment in the Pacific region |
| Child labour | The employment of children for work otherwise done by adults |
| Comparative management | The study of how management practices differ among countries and cultures |
| Conflict minerals | Minerals sourced in areas of armed conflict |
| Corruption | The use of illegal practices to further one's business interests |
| Corruption of Foreign Public Officials Act | A federal act that makes it illegal for Canadian firms and their representatives to engage in corrupt practices overseas |
| Cultural intelligence | The ability to adapt |
| Culture | A shared set of beliefs |
| Culture shock | The confusion and discomfort a person experiences when in an unfamiliar culture |
| Ecological fallacy | The assumption that a generalized cultural value applies equally well to all members of the culture |
| Ethnocentrism | The tendency to consider one's culture superior to others |
| Euro | The common currency of many members of the European Union |
| European Union | A political and economic alliance of European countries |
| Exporting | The selling of local products abroad to foreign customers |
| Foreign subsidiary | A local operation completely owned by a foreign firm |
| Franchising | The payment of a fee to a foreign business for rights to locally operate using its name |
| Global corporation | A multinational enterprise or multinational corporation that conducts commercial transactions across national boundaries |
| Global economy | The economy in which resources |
| Global management | The management of business and organizations with interests in more than one country |
| Global manager | A manager who is culturally aware and informed on international affairs |
| Global sourcing | The purchase of materials or services from around the world for local use |
| Global strategic alliance | A partnership in which foreign and domestic firms share resources and knowledge for mutual gains |
| Globalization | The growing interdependence among elements of the global economy |
| Globalization gap | What occurs when large multinational corporations and industrialized nations gain disproportionately from the benefits of globalization |
| Greenfield venture | A foreign subsidiary built from the ground up by the foreign owner |
| High-context cultures | Cultures that rely on non-verbal and situational cues as well as on spoken or written words in communication |
| Importing | The selling in domestic markets of products acquired abroad |
| Individualism-collectivism | The degree to which a society emphasizes individuals and their self-interests |
| Insourcing | Job creation through foreign direct investment |
| Intercultural competencies | Skills and personal characteristics that help achieve success in cross-cultural situations |
| International business | A business that conducts for-profit transactions of goods and services across national boundaries |
| Joint venture | A venture that operates in a foreign country through co-ownership by foreign and local partners |
| Licensing agreement | The payment by a local firm to a foreign firm for rights to make or sell its products |
| Loose culture | A culture that has relaxed social norms and allows conformity by members to vary a good deal |
| Low-context cultures | Cultures that emphasize communication via spoken or written words |
| Masculinity-femininity | The degree to which a society values assertiveness and materialism |
| Monochronic cultures | Cultures in which people tend to do one thing at a time |
| Most favoured nation status | A status that gives a trading partner most favourable treatment for imports and exports |
| NAFTA | The North American Free Trade Agreement linking Canada |
| Non-tariff barriers | Barriers to trade that discourage imports in non-tax ways |
| Political risk | The potential loss in value of a foreign investment due to instability and political changes in the host country |
| Political-risk analysis | Analysis that tries to forecast political disruptions that can threaten the value of a foreign investment |
| Polychronic cultures | Cultures in which time is used to accomplish many different things at once |
| Power distance | The degree to which a society accepts unequal distribution of power |
| Protectionism | A call for tariffs and favourable treatments to protect domestic firms from foreign competition |
| Proxemics | The study of how people use space to communicate |
| Regional economic alliances | Alliances that link member countries in agreements to work together for economic gains |
| Reshoring | The shifting of foreign manufacturing and jobs back to domestic locations |
| Southern Africa Development Community | An organization that links 14 countries of southern Africa in trade and economic development efforts |
| Sweatshops | Businesses that employ workers at very low wages for long hours in poor working conditions |
| Tariffs | Taxes governments levy on imports from abroad |
| Tax inversion | What occurs when a domestic-based multinational corporation buys a firm in a low-tax country in order to shield foreign earnings from domestic taxes |
| Tight culture | A culture that has rigid social norms and that expects members to conform with them |
| Time orientation | The degree to which a society emphasizes short-term or long-term goals |
| Transnational corporation | A global corporation or multinational enterprise that operates worldwide on a borderless basis |
| Trans-Pacific Partnership | An agreement among a group of Pacific Rim nations that would lower barriers to trade |
| Uncertainty avoidance | The degree to which a society tolerates risk and uncertainty |
| World 3.0 | A world where nations balance cooperation in the global economy with national identities and interests |
| World Trade Organization | A global organization whose member nations agree to negotiate and resolve disputes about tariffs and trade restrictions |
| Angel investor | A wealthy individual willing to invest in a new venture in return for an equity stake |
| Benefit corporation | A corporate form for businesses whose stated goals are to combine making a profit with benefiting society and the environment |
| Business Development Program | A program through the Government of Canada that provides advice to new and existing small businesses |
| Business incubator | A facility that offers space |
| Business model | A plan for making a profit by generating revenues that are greater than costs |
| Business plan | A description of the direction for a new business and the financing needed to operate it |
| Classic entrepreneur | Someone willing to pursue opportunities in situations others view as problems or threats |
| Corporation | A legal entity that exists separately from its owners |
| Crowdfunding | The online provision of start-up financing from crowds of investors to entrepreneurs starting new ventures |
| Debt financing | Borrowing money that must be repaid over time |
| Entrepreneurship | Risk-taking behaviour that results in new opportunities |
| Equity financing | Exchanging ownership shares for outside investment monies |
| Family business | A business owned and controlled by members of a family |
| Family business feud | What occurs when family members have major disagreements over how the business should be run |
| First-mover advantage | The benefits that come from being first to exploit a niche or enter a market |
| Franchise | What results when one business owner sells to another the right to operate the same business in another location |
| Initial public offering | An initial selling of shares to the public at large |
| Lean start-ups | Start-ups that use resources like open-source software while containing costs |
| Limited liability corporation | A hybrid business form combining the advantages of the sole proprietorship |
| Necessity-based entrepreneurship | Entrepreneurship that takes place because other employment options don't exist |
| Partnership | A form of business where two or more people agree to contribute resources to start and operate a business together |
| Serial entrepreneur | An entrepreneur who starts and runs businesses and non-profits over and over again |
| Small business | In Canada |
| Social enterprises | Businesses that have a social mission to help make lives better for underserved populations |
| Social entrepreneurship | A form of ethical entrepreneurship that seeks novel ways to solve pressing social problems |
| Sole proprietorship | A form of business in which an individual pursues business for a profit |
| Start-up | A new venture that is trying to discover a profitable business model for future success |
| Succession plan | A plan for how a firm’s leadership transition and related financial matters will be handled |
| Succession problem | The issue of who will run a business when the current head leaves |
| Venture capitalists | Individuals who make large investments in new ventures in return for an equity stake in the business |
| Analytical competency | The ability to evaluate and analyze information to make actual decisions and solve real problems |
| Analytics | The systematic gathering and processing of data to make informed decisions |
| Anchoring and adjustment bias | Decision-making based on incremental adjustments from a prior decision point |
| Availability bias | Decision-making based on recent information or events |
| Behavioural decision model | Decision-making with limited information and bounded rationality |
| Big data | Data that exist in huge quantities and are difficult to process without sophisticated mathematical and computing techniques |
| Big-C creativity | What occurs when extraordinary things are done by exceptional people |
| Bounded rationality | Making decisions within the constraints of limited information and alternatives |
| Business intelligence | The process of tapping information systems to extract and report data in organized ways that are helpful to decision-makers |
| Certain environment | An environment that offers complete information on possible action alternatives and their consequences |
| Classical decision model | Decision-making with complete information |
| Cognitive styles | The ways individuals deal with information while making decisions |
| Confirmation error | What occurs when focusing only on information that confirms a decision already made |
| Cost-benefit analysis | A comparison of the costs and benefits of each potential course of action |
| Creativity | The generation of a novel idea or unique approach that solves a problem or crafts an opportunity |
| Crisis decision | A decision required when an unexpected problem arises that can lead to disaster if not resolved quickly and appropriately |
| Data | Raw facts and observations |
| Data mining | The process of analyzing data to produce useful information for decision-makers |
| Decision | A choice among possible alternative courses of action |
| Decision-making process | A process that begins with identification of a problem and ends with evaluation of results |
| Design thinking | Thinking that unlocks creativity in decision-making through a process of experiencing |
| Escalating commitment | The continuation of a course of action even though it is not working |
| Executive dashboard | Technology that visually displays graphs |
| Framing error | Trying to solve a problem in the context in which it is perceived |
| Heuristics | Strategies for simplifying decision-making |
| Information | Data made useful for decision-making |
| Information competency | The ability to locate |
| Integrative thinking | A process that seeks to understand the tension between two opposing ideas from which creative solutions can emerge |
| Intuitive thinking | Thinking that approaches problems in a flexible and spontaneous fashion |
| Lack-of-participation error | Failure to involve in a decision the persons whose support is needed to implement it |
| Little-C creativity | What occurs when average people come up with unique ways to deal with daily events and situations |
| Management information systems | Systems that collect |
| Multidimensional thinking | An ability to address many problems at once |
| Nonprogrammed decision | A decision that applies a specific solution crafted for a unique problem |
| Optimizing decision | A decision that chooses the alternative giving the absolute best solution to a problem |
| Performance opportunity | A situation that offers the chance for a better future if the right steps are taken |
| Performance threat | A situation in which something is obviously wrong or has the potential to go wrong |
| Problem avoiders | People who ignore information indicating a performance opportunity or threat |
| Problem seekers | People who constantly process information looking for problems to solve |
| Problem solvers | People who try to solve problems when they occur |
| Problem solving | Identifying and taking action to resolve problems |
| Programmed decision | A decision that applies a solution from past experience to a routine problem |
| Representativeness bias | Basing a decision on similarity to other situations |
| Risk environment | An environment that lacks complete information but offers "probabilities" of the likely outcomes for possible action alternatives |
| Satisficing decision | The choice of the first satisfactory alternative that comes to one's attention |
| Spotlight questions | Questions that test the ethics of a decision by exposing it to scrutiny through the eyes of family |
| Strategic opportunism | The ability to remain focused on long-term objectives while being flexible in dealing with short-term problems |
| Structured problems | Problems that are straightforward and clear with respect to information needs |
| Systematic thinking | Thinking that approaches problems in a rational and analytical fashion |
| Technological competency | The ability to understand new technologies and to use them to their best advantage |
| Uncertain environment | An environment that lacks so much information that it is difficult to assign probabilities to the likely outcomes of alternatives |
| Unintended consequences | Unanticipated positive or negative side effects that result from a decision |
| Unstructured problems | Problems that have ambiguities and information deficiencies |
| Benchmarking | The use of external and internal comparisons to plan for future improvements |
| Best practices | Things people and organizations do that lead to superior performance |
| Budget | A plan that commits resources to projects or activities |
| Complacency trap | The mistake of being carried along by the flow of events |
| Contingency planning | Planning that identifies alternative courses of action to take when things go wrong |
| Forecasting | The process of attempting to predict the future |
| Functional plans | Plans that indicate how different operations within the organization will help advance the overall strategy |
| Hierarchy of goals or hierarchy of objectives | A tool of goal-setting in which lower-level goals and objectives support accomplishment of higher-level goals and objectives |
| Learning goals | Goals that set targets to create the knowledge and skills required for performance |
| Long-term plans | Plans that typically look three or more years into the future |
| Objectives or goals | Specific results that one wishes to achieve |
| Operational plan | A plan that identifies short-term activities to implement strategic plans |
| Outcome goals | Goals that set targets for actual performance results |
| Participatory planning | Planning that includes the persons who will be affected by plans and/or those who will implement them |
| Plan | A statement of intended means for accomplishing objectives |
| Planning | The process of setting objectives and determining how to accomplish them |
| Policy | A standing plan that communicates broad guidelines for decisions and action |
| Procedure | A rule describing actions that are to be taken in specific situations |
| Scenario planning | Planning that identifies alternative future scenarios and makes plans to deal with each |
| Short-term plans | Plans that typically cover one year or less |
| Strategic plan | A plan that identifies long-term directions for the organization |
| Stretch goals | Performance targets that one must work extra hard and stretch to reach |
| Tactical plan | A plan that helps to implement all or parts of a strategic plan |
| Vision | A statement that clarifies the purpose of the organization and expresses what it hopes to be in the future |
| Zero-based budget | A budget that allocates resources as if each budget were brand new |
| Bankruptcy and Insolvency Act | The Canadian law that protects a firm from creditors while management reorganizes to restore solvency |
| BCG Matrix | A tool to analyze business opportunities according to market growth rate and market share |
| Business strategy | A strategy that identifies how a division or strategic business unit will compete in its product or service domain |
| Competitive advantage | The ability to do something so well that one outperforms competitors |
| Concentration | A growth strategy to expand within the same business area |
| Co-opetition | The strategy of working with rivals on projects of mutual benefit |
| Core competency | A special strength that gives an organization a competitive advantage |
| Core values | Broad beliefs about what is or is not appropriate behaviour |
| Corporate governance | The system of control and performance monitoring of top management |
| Corporate strategy | A strategy that sets long-term direction for the total enterprise |
| Cost leadership strategy | A strategy that seeks to operate with low cost so that products can be sold at low prices |
| Differentiation strategy | A strategy that offers products that are different from the competition |
| Diversification | A growth strategy to expand by acquisition of or investment in new and different business areas |
| Divestiture | Selling off parts of the organization to refocus attention on core business areas |
| Downsizing | Decreasing the size of operations |
| Focus strategy | A strategy that concentrates on serving a unique market segment better than anyone else |
| Focused cost leadership | A strategy that seeks the lowest costs of operations within a special market segment |
| Focused differentiation strategy | A strategy that offers a unique product to a special market segment |
| Functional strategy | A strategy that guides activities within one specific area of operations |
| Globalization strategy | A strategy that adopts standardized products and advertising for use worldwide |
| Growth strategy | A strategy that involves expansion of the organization’s current operations |
| Lack-of-participation error | A failure to include key persons in strategic planning |
| Liquidation | What occurs when a business closes and sells its assets to pay creditors |
| Mission | A statement that expresses the organization’s reason for existence |
| Multidomestic strategy | A strategy that customizes products and advertising to best fit local needs |
| Operating objectives | Specific results that organizations try to accomplish |
| Organizational culture | The predominant value system for the organization as a whole |
| Retrenchment | restructuring |
| Stakeholders | Individuals and groups directly affected by the organization and its strategic accomplishments |
| Strategic alliance | A partnership that organizations join to pursue an area of mutual interest |
| Strategic analysis | The process of analyzing the organization |
| Strategic control | An attempt to make sure that strategies are well implemented and that poor strategies are scrapped or modified |
| Strategic intent | The focus on and application of organizational energies on a unifying and compelling goal |
| Strategic leadership | Leadership that inspires people to continuously change |
| Strategic management | The process of formulating and implementing strategies |
| Strategy | A comprehensive plan guiding resource allocation to achieve an organization’s long-term goals |
| Strategy formulation | The process of crafting strategies to guide the allocation of resources |
| Strategy implementation | The process of putting strategies into action |
| Sustainable competitive advantage | The ability to outperform rivals in ways that are difficult or costly to imitate |
| SWOT analysis | An examination of organizational strengths and weaknesses and environmental opportunities and threats |
| Transnational strategy | A strategy that seeks efficiencies of global operations with attention to local markets |
| Turnaround strategy | A strategy that tries to fix specific performance problems |
| Vertical integration | A growth strategy to expand by acquiring upstream suppliers or downstream distributors |
| Adaptive organization | An organization that operates with a minimum of bureaucratic features and encourages worker empowerment and teamwork |
| Agile organization | An organization structured to be fast moving |
| Authority-and-responsibility principle | The principle that authority should equal responsibility when work is delegated |
| Boundaryless organization | An organization that eliminates internal boundaries among subsystems and external boundaries with the external environment |
| Bureaucracy | A form of organization that emphasizes formal authority |
| Centralization | The concentration of authority for most decisions at the top level of an organization |
| Chain of command | The linking of all employees with successively higher levels of authority |
| Cross-functional team | A team that brings together members from different functional departments |
| Customer structure | An organization structure that groups together people and jobs that serve the same customers or clients |
| Decentralization | The dispersion of authority to make decisions throughout all organization levels |
| Delegation | The process of distributing and entrusting work to others |
| Divisional structure | An organization structure that groups together people working on the same product |
| Empowerment | Allowing others to make decisions and exercise discretion in their work |
| Flat structure | An organization structure that has wide spans of control and few hierarchical levels |
| Formal structure | The official structure of the organization |
| Functional chimneys or functional silos problem | A lack of communication |
| Functional structure | An organization structure that groups together people with similar skills who perform similar tasks |
| Geographical structure | An organization structure that groups together people and jobs performed in the same location |
| Informal structure | The set of social networks found in unofficial relationships among the members of an organization |
| Latent organization | A project-based structure based on connected people who are willing to work in a flexible environment |
| Matrix structure | An organization structure that combines the functional and divisional approaches to create permanent cross-functional project teams |
| Mechanistic design | An organization structure that is centralized |
| Network structure | An organization structure that uses information technologies to link with networks of outside suppliers and service contractors |
| Organic design | An organization structure that is decentralized |
| Organization chart | A description of the arrangement of work positions within an organization |
| Organization structure | A system of tasks |
| Organizational design | The process of creating structures that accomplish mission and objectives |
| Organizing | The process of arranging |
| Process structure | An organization structure that groups jobs and activities that are part of the same processes |
| Product structure | An organization structure that groups together people and jobs focused on a single product or service |
| Project teams | Teams that are convened for a particular task or project and that disband once it is completed |
| Self-enhancement bias | The tendency to view oneself as more capable |
| Social network analysis or sociometrics | A tool that identifies the informal structures and their embedded social relationships that are active in an organization |
| Span of control | The number of subordinates directly reporting to a manager |
| Staff positions | Positions that provide technical expertise for other parts of the organization |
| Strategic alliance | A cooperation agreement with another organization to jointly pursue activities of mutual interest |
| Tall structure | An organization structure that has narrow spans of control and many hierarchical levels |
| Team structure | A structure that uses permanent and temporary cross-functional teams to improve lateral relations |
| Virtual organization | An organization that uses mobile IT to engage a shifting network of strategic alliances |
| Work process | A group of related tasks that collectively creates a valuable work product |
| Authentic leadership | Leadership that activates positive psychological states to achieve self-awareness and positive self-regulation |
| Authority decision | A decision made by the leader and then communicated to the group |
| Autocratic-style leader | A leader who acts in a command-and-control fashion |
| Character leadership | Leaders have the values |
| Charismatic leader | A leader who inspires followers in extraordinary ways |
| Coercive power | The capacity to punish or withhold positive outcomes as a means of influencing other people |
| Consultative decision | A decision made by a leader after receiving information |
| Democratic-style leader | A leader who emphasizes both tasks and people |
| Emotional intelligence | The ability to manage our emotions in social relationships |
| Empowerment | What enables others to gain and use decision-making power |
| Expert power | The capacity to influence others because of specialized knowledge |
| Followership | The act of joining with a leader to accomplish tasks and goals |
| Gender similarities hypothesis | The notion that males and females have similar psychological properties |
| Group or team decision | A decision made by team members |
| Human capital | The ability to get things done based on what we know and can do |
| Human relations–style leader | A leader who emphasizes people over task |
| Information and networking power | The ability to influence others through access to information and contacts with other people |
| Integrity | What one shows when one acts with honesty |
| Interactive leader | A leader who is a strong communicator and acts in democratic and participative ways with followers |
| Laissez-faire-style leader | A leader who has a “do the best you can and don’t bother me” attitude |
| Leadership | The process of inspiring others to work hard to accomplish important tasks |
| Leadership double bind | The situation where women get criticized for displaying stereotypical male leadership characteristics and also for displaying stereotypical female leadership characteristics |
| Leadership style | A recurring pattern of behaviours exhibited by a leader |
| Least-preferred co-worker scale | A measure of leadership style used in Fiedler’s contingency model |
| Legitimate power | The capacity to influence others by virtue of formal authority |
| Moral leadership | Leadership that is always “good” and “right” by ethical standards |
| Moral overconfidence | An overly positive view of one’s strength of character |
| Power | The ability to get others to do something you want done or to make things happen the way you want |
| Referent power | The capacity to influence other people because of their desire to identify personally with you |
| Reward power | The capacity to offer something of value as a means of influencing other people |
| Servant leadership | Leadership that is follower-centred and committed to helping others in their work |
| Social capital | The ability to get things done because of who you know |
| Substitutes for leadership | Factors in the work setting that direct work efforts without the involvement of a leader |
| Transformational leadership | Leadership that is inspirational and arouses extraordinary effort and performance |
| Vision | A clear sense of the future |
| Visionary leadership | Leadership that brings to the situation a clear sense of the future and an understanding of how to get there |
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