EDU602 Glossary

EDU602 · Glossary ·  Accountability

Accountability equates to having ultimate responsibility for an area, activity, group, project, department, etc.

 Action-Centered Leadership

US-English, Action-Centered Leadership) A leadership model developed by English leadership expert, writer and theorist John Adair, based on three elements: Task, Team, Individual.

 Authoritarian Leadership

A style of leadership in which the leader tells the employees what needs to be done and how to perform it without getting their advice or ideas.

 Autocratic leadership

dictatorial method of leading - low concern for followers and high emphasis on task - typically reinforced with threat, punishment, and often ruthless exploitation of workers, who have little or no freedom to resist or desert. A feature of a strongly dictatorial application of the transactional leadership style.

 Behaviour

Often pluralized in referring to leadership behaviours, which are broadly how a leader acts - what the leader does and how the leader does it. There is a strong correlation between behaviour and style in the context of describing and understanding leadership theory. Like the word concept, and other quite vague terms, the word behaviour/behaviours needs to be clarified where it is important to understand its usage.

 Benchmarking

The process of measuring the organization's products, services, cost, procedures, etc. against competitors or other organizations that display a "best in class" record.

 Culture

The long-term complex phenomenon that can be affected by strategic leaders. Culture represents the shared expectations and self-image of the organization. The mature values that create "tradition", the play out of "climate" or "the feel of the organization" over time, and the deep, unwritten code that frames "how we do things around here" contribute to the culture. Organizational culture is a system of shared values, assumptions, beliefs, and norms that unite the members of the organization. Individual leaders cannot easily create or change culture. Differs from climate in that climate can be readily changed, whereas culture cannot be easily changed.

 Decision-making

The process of reaching logical conclusions, solving problems, analyzing factual information, and taking appropriate actions based on the conclusions.

 Delegative leadership

A style of leadership in which the leader entrusts decision-making to an employee of a group of employees. The leader is still responsible for their decisions.

 Deming's 14 points

Management philosophy to help organizations increase their quality and productivity: Create constancy of purpose for improving product or service. Adopt the new philosophy. Stop dependency on inspection to achieve quality End the practice of awarding business on price alone

• minimize cost by working with a single vendor. Constantly improve every process for planning, production, and service. Institute training on the job. Adopt and institute leadership. Drive out fear. Break down barriers between staff areas. Eliminate slogans, exhortations, and targets for the work force. Eliminate numerical quotas and goals for the workforce and management. Remove barriers that rob people of pride in workmanship and eliminate the annual rating or merit system. Institute a vigorous program of education and self-improvement for everyone. Put everyone in the organization to work to accomplish the transformation.

 Diversity

Committing to establish an environment where the full potential of all employees can be tapped by paying attention to, and taking into account their differences in work background, experience, age, gender, race, ethnic origin, physical abilities, religious belief, sexual orientation, and other perceived differences. Diversity differs from affirmative action, which is more about following laws. Diversity is a range of different people, while inclusion is making them feel welcome and being part of the group.

 Effective leadership

Common expression basically meaning good leadership, i.e., a leadership approach which achieves task/organizational aims while also satisfying all other needs and obligations of leadership for the situation. Since situations can change a lot for any given leader the term also implies leadership capability to adapt methods/styles, etc., in maintaining effectiveness.

 Fiedler's Contingency Leadership Model

A leadership theory categorised here as a Situational Contingency model, which focuses on the correlation between the leader's style (emphasis either on task or relationship) and the 'favourableness' of the situation in which the leader is leading -

 House's Path-Goal Theory

task (goal) are correlated to a correspondingly suitable approach (path) of leading the group

 Leadership

The process of influencing people while operating to meet organizational requirements and improving the organization through change.

 Leadership concept

A rather vague term usually referring to a single theory or aspect of leadership, but used very loosely and more widely than this. The term needs clarifying and questioning if understanding its precise meaning is important.

 Leadership Styles

The manner and approach of providing direction, implementing plans, and motivating people.