Leadership Styles

Psychological safety (according to Kahn, 1990)

Felling able to show and employ oneÕs self without fear of negative consequences to self-image, status, or career

Culture as Fragmentation (according to Meyerson & Martin et al., 1987)

Focus on ways org culture is inconsistent, ambiguous, and in state of constant flux. *org culture on eway for those in power to mask manipulation and control of others

MaslowÕs Hierarchy of Needs (according to Maslow et al., 1943)

Physiological, safety and security, belongingness, esteem, self-actualization

Organizational climate (according to Schneider & Reichers, 1983)

Policies, practices, and procedures and the behaviors that get rewarded, supported, and expected

Symbolic Interactionism (according to Mead et al., 1934)

Self created by meaning, language, thought Without communication there would be no self-concept

Theory of personal values (according to Schwartz, 1992)

Self-direction, universalism, benevolence, security, power, achievement, hedonism, stimulation, conformity; some values are in harmony while others conflict

Social Learning Theory (according to Bandura, 1997)

Self-efficacy: how people come to estimate their ability to tackle, take on, and master specific tasks and goals

GLOBE Cultural Dimension: Institutional Collectivism

Encourages institutional or societal collective action (House, et al., 2004).

GLOBE Cultural Dimension: In-group Collectivism

Encourages pride, loyalty, & cohesiveness (House, et al., 2004).

Multilevel issues (according to Miller, 1978)

Entities are typically arranged in hierarchical order and lower levels are embedded within higher levels

Social Identity Complexity Theory (according to Kok et al., 2014)

addresses multiple group members and multiple simultaneous identities; recognizes that individuals must navigate a complex reality of overlapping group identities and changing contexts _ intersection, allows for a compound, simplistic identity at the intersection of two groups [-]dominance, entails individuals adopting a single dominant identity making all other identities subordinate [-]Compartmentalization provides an avenue for the individual to possess multiple identities and activate those identities based on context [-]merger, represents the ability to share identity with anyone who shares similar personal social memberships

Structuration Theory (according to Giddens et al., 1979)

social structures do not reproduce themselves... it is always agents and their practices that reproduce structures, depending on circumstances.

Followership (according to Kelley et al., 1992)

Alienated: think for self, have negative energy Passive: sheep

Servant Leadership (Yukl, 2013)

"Is about helping others to accomplish shared objectives by facilitating individual development, empowerment and collective work that is consistent with the health and longterm welfare of the followers (Yukl, 2013, pp. 348-349).

Ethical Leadership (Avolio et al., 2009)

"the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships and the promotion of such conduct to followers--behaviors that are consistent with a set of justifiable moral principles (Avolio et al, 2009).

Path Goal Theory (according to House & Mitchell, 1974) enhances...

...follower performance and satisfaction by focusing on follower motivation and nature of tasks.

Path Goal Theory (according to House & Mitchell, 1974) is focused on the relationship between...

... leader style and characteristics of followers & setting.

Skills Model - A capability model that examines the relationship between...

...a leader's knowledge and skills Individual attributes (general cognitive ability, motivation, personality) Competencies (problem-solving skills, social judgement skills, knowledge) Leadership outcome (effective problem solving, performance (Hempbill & Coon, 1957)

Transactional Leadership (according to Macgregor Burns, 1978) is focused on...

...exchanges, includes contingent reward and management by exception

According to Hyatt (2012), spiritual leaders...

...influence more than they direct and inspire more than they instruct. They intuitively recognize that they are serving something and someone larger than themselves and their own objectives.

Transformational Leadership (according to Macgregor Burns, 1978) is a process where...

...leaders engage with others and creates connections that raise level of motivation and morality in both leader and follower; help follower reach greatest potential.

Beliefs in personal efficacy affect...

...life choices, level of motivation, quality of functioning, resilience to adversity and vulnerability to stress and depression (according to Bandura, 1977, 1996, 2000).

People's beliefs in their efficacy are developed by four main sources of influence... (mastery experiences, modeling/vicarious experiences, social persuasion, and reduce stress reactions).

...mastery experiences, modeling/vicarious experiences, social persuasion, and reduce stress reactions (according to Bandura, 1977, 1996, 2000).

According to Northouse (2012), leader POWER means...

...power through the ability to affect others beliefs, attitudes, and courses of actions. Ties to French and Raven's (1960) 5 types of power: referent, expert, reward, coercive, and legitimate.

According to Northouse (2012), leader HONESTY means...

...striking a balance between being open and being candid. Monitoring what is appropriate to disclose in particular situations.

According to Northouse (2012), the ACTIONS of an ethical leader entails...

...using morally appropriate actions to achieve goals. Description: 1. Showing respect-Valuing others 2. Serving others-Others interests are foremost. 3. Showing justice-Use fairness in decision-making.

3 Factors of Charismatic Leadership (according to House, 1976)

1. Character: dominant, desire to influence others, self-confident, strong moral values 2. Behavior: sets strong role model, shows competence, articulates goals, communicates high expectations, expresses confidence, arouses motivation 3. Effect: trust, belief in similarity, acceptance, affection, obedience, identification, emotional involvement, heightened goals, increased confidence

GLOBE Leader Behaviors (House et al., 2004)

1. Charismatic/Value-based 2. Team Orientation 3. Participative 4. Autonomous 5. Humane Orientation 6. Self-protective

Path Goal Theory (according to House & Mitchell, 1974) is...

1. Directive: dogmatic, authoritarian followers; ambiguous, unclear, and complex tasks 2. Supportive: unsatisfied followers; repetitive and mundane tasks 3. Participative: autonomous, need for control followers; ambiguous, unclear tasks 4. Achievement-oriented: high expectations, need to excel followers; ambiguous, challenging tasks

Situational leadership II (according to Blanchard et al., 1993, 2013)

1. High Directive-Low Support (directing)-goal achievement, leader is in charge 2. High Directive-High Support (Coaching)-leader still makes final decisions 3. High Supportive-Low Directive (supporting)-gives recognition to follower 4. Low Supportive-Low Directive (delegating)-gives control to followers 5. Development Level of Followers: competence & Commitment

GLOBE Study: Eastern European Country Cluster Profile

1. High assertiveness, in-group collectivism, gender egalitarianism 2. Low performance orientation, future orientation, uncertainty avoidance 3. Forceful & supportive, not achievement oriented 4. Prefer leaders who are autonomous, self-protective, charismatic, team-oriented, humane, participative (in order of preference high to low) 5. Greece, Hungary, Albania, Slovenia, Poland, Russia, Georgia, Kazakhstan

GLOBE Study: Nordic European Country Cluster Profile

1. High future orientation, gender egalitarianism, institutional collectivism, uncertainty avoidance 2. Low assertiveness, in-group collectivism, power distance 3. Long-term success, modesty & tenderness, cooperation 4. Prefer leaders who are charismatic, participative, team oriented, autonomous, humane, self-protective (in order of preference from high to low) 5. Finland, Denmark, Sweden

GLOBE Study: Sub-Saharan Africa Country Cluster Profile

1. High human orientation 2. Concerned and sensitive toward others 3. Prefer leaders who are humane, charismatic, team oriented, participative, self-protective, and autonomous (in order of preference high to low) 4. Zimbabwe, Namibia, Zambia, Nigeria, S Africa (black sample)

GLOBE Study: Southern Asia Country Cluster Profile

1. High humane orientation, in-group collectivism 2. Strong family loyalty & concern for community 3. Prefer leaders that are self-protective, charismatic, humane, team-oriented, autonomous, participative (in order of preference high to low) 4. Philippines, Malaysia, Indonesia, Thailand, India, Iran

GLOBE Study: Middle Eastern Country Cluster Profile

1. High in-group collectivism 2. Low future orientation, gender egalitarianism, uncertaintyavoidance 3. Take pride in family & organizations, women have less status, no policy/procedure 4. Prefer leaders who are self-protective, humane, autonomous, charismatic, team oriented, and participative (in order of preference high to low) 5 Qatar, Morocco, Egypt, Kuwait, Turkey

GLOBE Study: Latin American Country Cluster Profile

1. High in-group collectivism 2. Low performance orientation, future orientation, institutional collectivism, uncertainty avoidance 3. Loyal, devoted to family 4. Prefer leaders who are charismatic, team-oriented, self-protective, participative, humane, autonomous (in order of preference high to low) 5. Ecuador, El Salvador, Colombia, Bolivia, Brazil, Guatemala, Argentina, Costa Rica, Venezuela, Mexico

GLOBE Study: Anglo Country Cluster Profile

1. High performance orientation 2. Low in-group collectivism 3. Competitive, results oriented, less attached to family 4. Prefer leaders who are charismatic, participative, human, team oriented, autonomous, self-protective (in order of preference high to low) 5. Canada, US, Australia, England, New Zealand, S Africa (white sample)

GLOBE Study: Germanic European Country Cluster Profile

1. High performance orientation, assertiveness, future orientation, uncertainty avoidance. 2. Low institutional collectivism, in-group collectivism 3. Competitive, planers, rulers, individualistic 4. Prefer leaders who are autonomous, charismatic, participative, humane, team-oriented, and self-protective (in order of preference high to low) 5. Austria, Netherlands, Switzerland, Germany

GLOBE Study: Confucian Asia Country Cluster Profile

1. High performance orientation, institutional collectivism, in-group collectivism 2. Results driven, work together, loyal to family 3. Prefer leaders who are self-protective, team, humane, charismatic, autonomous, participative (in order of preference high to low) 5. Singapore, Hong Kong, Taiwan, China, S. Korea, Japan

According to Northouse (2012), the GOALS of an ethical leader incorporate...

1. Interests of others in the group/org 2. Interests of the community 3. The larger culture in which they work

Kohlberg's Stages of Moral Development (Kohlberg, 1984)

1. Level 1: Preconventional (self-interest, avoid punishment, rewards) ● Stage 1: obedience and punishment ● Stage 2: individualism and exchange 2. Level 2: Conventional (based on society's views/expectations) ● Stage 3: interpersonal accord and conformity ● Stage 4: maintaining social order 3. Level 3: Postconventional (based on conscience and creating just society) ● Stage 5: social contract and individual rights ● Stage 6: universal principles

5 Factors of Transformational Leadership (according to Kouzes & Posner, 2002)

1. Model the way 2. Inspire a shared vision 3. Challenge the process 4. Enable others to act 5. Encourage the heart

GLOBE Study: Latin European Country Cluster Profile

1. Mostly moderate scores 2. moderate/low humane orientation and institutional collectivism 3. Individual autonomy 4. Prefer leaders who are charismatic, team-oriented, participative, self-protective, humane, autonomous (in order of preference high to low) 5. Israel, Italy, Francophone Switzerland, Spain, Portugal, France

4 Factors of Authentic Leadership (according to Walumbwa et al., 2008)

1. Self-awareness, internalized moral perspective, balanced processing, relational transparency 2. Positive psychological components: confidence, optimism, hope, resilience 3. Moral reasoning 4. Critical Life Events

5 Factors of Authentic Leadership (according to George, 2003)

1. Strong sense of purpose (purpose) 2. Strong values about right/wrong (values) 3. Establish trusting relationships (relationship) 4. Demonstrates self-discipline (self-discipline) 5. Sensitive and empathetic (heart)

According to Northouse (2012), the character of an ethical leader entails what 6 attributes?

1. Trustworthiness 2. Respect 3. Responsibility 4. Fairness 5. Caring 6. Citizenship

Four follower maturity levels for Situational Leadership (according to Hersey & Blanchard, 1969)

1. Unable and Willing (Confident) = leader sells 2. Unable and Unwilling (Insecure)=leader tells 3. Able and Willing (Confident)=leader delegates 4. Able and Unwilling (Insecure)=leader participates

GLOBE Cultural Dimensions (9) according to House et al., 2004

1. Uncertainty Avoidance 2. Power Distance 3. Institutional Collectivism 4. In-group Collectivism 5. Gender egalitarianism 6. Assertiveness 7. Future Orientation 8. Performance Orientation 9. Humane Orientation

Normative Model of Planned Organizational Change (according to Lewin et al., 1958)

1. Unfreezing: unbalances equilibrium sustaining org stability by destabilizing current behavioral patterns Movement: influencing direction of change in destabilized system (training, reporting, reward systems, styles of management) Refreezing: new behavioral patterns are institutionalized

Followership (according to Adair et al., 2009)

4D Followership: Disgruntled, disengaged, doer, disciple

Systematic Socioanalytic Perspective of Groups (according to Wells et al., 1995)

5 levels of organizational processes: intrapersonal, interpersonal, group, intergroup, interorganizational Diagnostic strategies: [-]Initial assessment of all five processes [-]Develop competing/alternative hypothesis [-]Emphasize interpersonal, group, and interorganizational processes [-]Raise questions [-]Observe own ego [-]Check bias [-]Gather data on unconscious alliances [-]Assess feelings

Trait Approach (according to Stogdill, 1974)

Achievement, persistence, insight, initiative, self-confidence, responsibility, cooperativeness, tolerance, influence, sociability

What is Situational Leadership (according to Hersey & Blanchard, 1969)? What are four leader styles?

A behavioral theory based on leader styles, follower perceptions of leader behaviors, and follower maturity. Four leader styles: 1. Telling (one way) 2. Selling (two-way w/support) 3. Participating (shared) 4. Delegating (responsibility given)

work -family conflict (according to Greenhaus & Beutell, 1985)

A form of inter-role conflict in which the role pressures from the work and family domains are mutually incompatible in some respect

Group vs. Team (according to Stewart, Manz, & Sims, et al., 1999)

A group is two or more people who interact in some way; A team has shared commitments and goals.

Work-family balance (according to Frone, 2003)

A lack of conflict or interference between work and family roles

Authentic leadership (Luthan & Avolio, 2003)

A pattern of transparent and ethical leader behavior that encourages openness in sharing information needed to make decisions while accepting follower input (Luthan & Avolio, 2003).

Network location theory (according to Fuchs, 2001)

A social actor does not have an identity apart from its location in a network context; making and sharing meaning and making sense of observations occurs in the culture network nested within the broader network of an organization

Dramaturgy (according to Goffman et al., 1959)

A. The Dramaturgical Model 1. All the WorldÕs a Stage2. The Performance B. Impression Management1. The Definition of the Situation2. Expressions and Impressions3. Front Stage, Back Stage4. Accounts, Excuses, & Justifications5. Self Enhancement and Ingratiation6. Self Awareness, Self Monitoring and Self Disclosure

Transformative cooperation (according to Sekerka & Fredrickson, 2008)

An effort by people working together to create fundamental change in an organization

sensegiving (according to Maitlis & Lawrence, 2007)

An interpretive process in which actors influence each other through persuasive or evocative language

Resource Dependence Theory (according to Pfeffer & Salancik et al., 1978)

Analysis of the interorganizational network can help an organizationÕs managers understand the power dependence relationships that exist between their org and other network actors

Organizational identity (according to Albert & Whetten, 1985)

Answers the question Ôwho are we?Õ as an organization; made of definitional (institutionalized identity arising from organizational characteristics), ideational (shared beliefs by organizational members), and phenomenological (identity related to organizational events)

Process of Organizational Socialization

Anticipatory Socialization Accommodation; Role Management

Cultural iceberg model (according to Schein, 1990)

Artifacts (visible displays of organizational culture)- values-underlying assumptions

Dimensions of artifacts (according to Rafaeli & Vilnai-Yavetz, 2003, 2004)

Artifacts have instrumentality(impact of an artifact on tasks, or goals in terms of usability), aesthetics (sensory experience), and symbolism (the meaning)

Theory of organizational identity dynamics applied (according to Amodeo, 2005)

As organizational identity changes, organizational culture changes as well

Ethical Leadership (Cuilla, 2004)

Asks what good leadership-both effective and morally good. Includes: personal ethics, leader/follower ethics, style ethics, and action ethics.

Cognitive Behaviors and Personal Agency (according to Fishbein & Ajzen et al., 1975; Ponton et al., 1999)

Attitudes can predict general behaviors but not specific ones. Therefore, behaviors become hierarchical based on the values assigned to them.

Blake and Mouton's Managerial Grid

Authority-compliance (high concern 4 results; low concern 4 ppl) Country-club (low concern 4 results; high concern 4 ppl) Impoverished (low concern 4 results; low concern 4 ppl) Middle-of-the-Road (moderate concern 4 results and ppl) Team (high concern 4 results; high concern 4 ppl) *Concern 4 people vs. concern 4 production (Blake & Mouton, 1964).

History of organizational culture (according to Denison, 1996)

Became a popular term in the 1980s as researchers borrowed the notion of culture from anthropologists and sociologists and applied it to organizations

Accommodative organizations (according to Roome, 1992)

Beginning to be proactive in sustainability

Expectancy Theory (according to Vroom 1964)

Behavior chosen based on expected results varied by: - Expectancy - belief an outcome can occur; belief that particular behavior will be followed by a particular outcome - Instrumentality- belief an outcome will occur; perception that performance is tied to rewards/punishment - Valence - belief an outcome worth occurring; individual preference for outcomes. Ex. No particular Bible passages but the concept of believing that changes in our lives can, will and are worth occurring is consistent with the idea of sanctification.

PWE (according to Blustein, 2006)

Being in a positive work environment can provide positive experiences such as support, development, and stability

Bounded Rationality (according to Simon et al., 1959)

Bounded rationality is the idea that when individuals make decisions, their rationality is limited by the tractability of the decision problem, the cognitive limitations of their minds, and the time available to make the decision.

Ontology

Branch of philosophy that studies assumptions about existence and definitions of reality

Industry competition (according to Phillips, 1994)

Broader social and ideological beliefs shared within a given industry influence the way that actors view competition

Function of Mentoring

Career: sponsorship, exposure & visibility, coaching, production, challenging assignments; Psychological: role modeling, acceptance, confirmation, counseling, friendship; Phases: Initiation, cultivation, separation, redefinition

Social identities (according to Brewer, 1991)

Categorizations of the self that are cast into more inclusive social units therefore creating the self-concept

Stress

Causes: work overload, deadlines, downsizing, job design, marital disharmony/financial crises, accelerating rates of change, world events, role ambiguity, role conflict, role overload, pace of change; Moderators: age/gender, social support, personality, heredity Outcomes: behavioral, cognitive, physiological

Organizational climate change (according to Parboteeah, Martin, & Cullen, 2011)

Change in policy or procedure or change in individual employees

Ethical Leadership (according to Northouse, 2012)

Character of the leader: Disposition and core values. It is developed.

6 Factors of Ethical Leadership (according to Northouse, 2012)

Character, Actions, Goals, Honesty, Power, XXX

Path-Goal Theory (according to House & Mitchell, 1974) does what?

Define goals Clarifies paths Removes obstacles Provides support (House & Mitchell, 1974)

Climate reinforcement (according to Schneider & Reichers, 1983)

Climate emerges and is reinforced through everyday social interaction by which people share their experiences and meaning

fear (according to Ashkanasy & Nicholson, 2003)

Climate of fear impacts the quality of leadership and communication in organizations

Social Penetration Theory (according to Altman & Taylor, 1973)

Closeness develops through self-disclosure; relationships have depth and breadth: Orientation; Exploratory affective exchange; Affective exchange Stable exchange

Bases of Power: Coercive (according to French & Raven, 1962)

Coercive: capacity to penalize or punish

Communities of Practice (according to Wenger & Lave et al., 1991)

Communities of practice are groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly.

Followership (according to Zelznick et al., 1965)

Compulsive (low passivity/dominance), impulsive (high dominance/activity), withdrawn (high passivity/high submission), masochistic (low submission, low activity)

Rational Decision-Making Process

Decisions are a response to problem Est. goals and measure results Identify and analyze the problems Develop alternative solutions Evaluate alternatives Select the best solution Implement the decision Follow-up and evaluate decision

Followership (according to Chaleff et al., 1995)

Conformist: yes people, donÕt think for self Pragmatist: fence-sitters; Exemplary: star, active, offer constructive criticism; Resource: Low support/low challenge Individualist: high support/low challenge Implementer: high support/low challenge Partner: high support/high challenge; Courage to: support, take responsibility, challenge, participate, and take moral stand

Needs model (according to Williams, 1997)

Control needs, belongingness needs, and meaningful existence needs

Cybernetics (according to Weiner

Control of employees by directing employee attention to desired activity and communicating performance data to provide corrective feedback. [-]Set org goals as part of strategic plan [-]Set work targets at each level of org [-]Monitor performance against targets [-]Assess and correct deviations

Theory of individual identity (according to Mead, 1934)

Conversation between the I and the me

Strategic Contingency Model of Power (according to Hickson et al., 1971)

Coping with uncertainty: subunits most capable of coping with uncertainty typically acquire power (coping by prevention, information, absorption) Centrality: subunits that are more central to flow of work typically acquire power will decrease its power

Division of Labor (according to Adam Smith et al., 1776)

Creates economic efficiency. Includes differentiation of work tasks and specialization of laborers.

4 Horseman of the Apocolypse (according to Gottman et al., 1994)

Criticism, Contempt, Defensiveness, Stonewalling

Culture vs. climate (according to James, Choi, Ko, McNeil, Minton, Wright, 2008)

Culture and climate are two separate constructs but they are highly related

Culture as a toolkit (according to DiMaggio, 1997)

Culture can be used and influenced to bring about certain results; this includes designing the work space to bring about a certain culture

Supportive culture (clan) (according to Gregory, Harris, Armenakis, & Shook, 2009; Cameron & Quinn, 1999)

Culture committed to cohesion, we-ness, shared values and goals. Values empowerment, participation, and commitment.

Market culture (according to Gregory, Harris, Armenakis, & Shook, 2009; Cameron & Quinn, 1999, 2005)

Culture committed to competitive advantage, increased market share, results oriented. Values focus, achievement, and drive

Innovative cultures (adhocracy) (according to Gregory, Harris, Armenakis, & Shook, 2009; Cameron & Quinn, 1999)

Culture committed to entrepreneurialism, experimentation, and new knowledge. Values adaptability, flexibility, and creativity

Bureaucratic cultures (hierarchy) (according to Gregory, Harris,

Culture committed to hierarchy, rules, formalization. Values order,

Culture and performance (according to Wilderom, Glunk, & Maslowski, 2000)

Culture is related to organizational performance

Culture vs. climate (according to Ostroff, Kinicki, & Tamkins, 2003)

Culture is the why of the organization, climate is the what of the organization

Organizational culture (according to Ashkanasy, 2000)

Culture is understanding the systems of meanings, values, and actions; focus on judgements and values

Cultural consistency (according to Martin, 1992)

Cultures lacking consistency are considered to be differentiated while those characterized by high levels of cultural consensus, consistency, and clarity are integrated

Error management culture (according to van Dyck, Frese, Baer, & Sonnentag, 2005)

Dealing with errors after they occurred and mitigating the negative consequences

Collective Information Sharing (according to Stasser & Titus et al., 1958)

Decision-making groups tend to discuss shared information that is commonly known by all members more than unshared information that is known by a single member

Employee Commitment (according to Fields et al., 2002)

Defined as an attitude or an orientation that links the identity of the person to the organization or a process by which the goals of the organization and those of the individual become congruent. An employeeÕs liking for an organization is called affective commitment. Employees with strong affective commitment remain because they want to do so. Continuance commitment refers to an awareness of the costs associated with leaving. Normative commitment refers to a feeling of obligation to stay. Note: leadership and organizationÕs age are best predictors of commitment (Glisson & Durick, 1988).

Job Satisfaction (according to Fields et al., 2002)

Defined as an employeeÕs affective reactions to a job based on comparing actual outcomes with desired outcomes (Cranny, 1992). This is a multifaceted construct that includes employee feelings about a variety of both intrinsic and extrinsic job elements (i.e. met worker expectations, employee commitment, absenteeism, intention to quit, turnover). _Note: job change or new occupations result in higher levels of work satisfaction._ Meaningful work and opportunities for promotion are significant predictors of intentions to leave/quit. Aspects of work situation have been shown to be determinants of job satisfaction. Personal characteristics (age, gender, education level, and pay grade) do not explain variance in work satisfaction. Affective disposition is antecedent to general well-being and reciprocally related to job satisfaction. NOTE: skill variety and role ambiguity are best predictors of satisfaction (Glisson & Durick, 1988)

Ethical Leadership (Avolio et al., 2009)

Demonstration of normatively appropriate conduct through personal actions/interpersonal relationships and promotion of such conduct to followers. Behaviors consistent with set of justifiable moral principles.

Population Ecology (according to Hannan & Freeman et al., 1977)

Dependency gives environment significant power; success & failure of all organizations within a niche Within a population look at variation, selection, & retention.

Group Paradox (according to Berg & Smith et al., 1995)

Dependency, Boundaries (possible to take action, but also limit), Regression (in order not to be in regressed state, one has to be willing to regress. Context matters.

Building norms (according to Schein, 2000)

Desirable work norms and assumptions come by building on what is working, not obsessing over what is not

Positive organizational behaviors (POB) (according to Luthans, 2002)

Developing and managing positive psychological states

sustainability (according to Brundtlang & WCED, 1987)

Development that meets the needs of the present without compromising the ability of future generations for meet their own needs

Acculturation (according to Ivancevich & Matteson, 2002; McShane & VonGlinow et al., 2009)

Different cultures interacting so that one or both cultures change: - Assimilation: Acquired company embraces acquiring firm's culture. * Best with a weak culture - Deculturation: Acquiring firm imposes culture on unwilling acquired firm. * Rarely works.- - Integration: Combining 2 or more cultures in to a new composite culture. * Existing culture can be improved. Separation__ Ð Merging companies remain distinct entities with minimal exchange of culture or org. practices._ Firms operate successfully in different businesses requiring different cultures. Note: this is also related to _planned change theory_,_ _intervention theory_ _and strategic management/mergers. (Example: 2 Cor 5:17 Ð the goal for the believer is assimilation into Christ)

Cognitive Dissonance (according to Festinger

Discrepancy between attitude and behavior

Information Processing Theory (according to Galbraith et al., 1973)

Discusses how learning occurs, specifically memory and retrieval.

HerzbergÕs 2 Factor Theory (according to Herzberg et al., 1959)

Dissatisfiers-satisfiers (hygiene factors): salary, job security, working conditions, status, company procedures, interpersonal relationships; Satisfiers-motivators (intrinsic conditions): job content, achievement, recognition, responsibility, advancement, possibility of growth; Criticisms: over simplification, people must look retrospectively, little testing

Organizational Justice (Stems from equity theory )

Distributive: perception of fairness of resources and rewards; Procedural: perception of fairness of process of distribution of rewards; Interpersonal: perception of fairness of treatment received by employees from authorities; Information: perception of fairness of communication provided to employees by authorities

Durkheim Theory of Labor (according to Durkheim et al., 1893)

Division of labor, hierarchy, interdependence creates social structure. Informal and formal organization.

Conflict Styles Mode (according to Thomas & Kilmann et al., 1974)

Dominating Accommodating Problem Solving Avoiding Compromising

Trait Approach (according to Kirkpatrick & Locke, 1991)

Drive, motivation, integrity, confidence, cognitive ability, task knowledge

Functional Theory of Group Decision Making (according to Gouran & Hirokawa et al., 1983)

Effective group decision-making contingent upon the interactions contributing to the satisfaction of critical task requirements 5 Functions During Decision Making Develop thorough and accurate understanding of the problem Achieve understanding of requirements for acceptable choice Generating a reliable and acceptable list of alternatives Assess positive outcomes of each alternative Assess negative outcomes of each alternative

Intimacy in Groups (according to Gillette et al., 1995)

Elements of Intimacy [-]Basic human need [-]Involves inner most self [-]Involves disclosure and receptivity [-]Involves sharing oneÕs whole self [-]Involves commitment [-]Requires developed sense of self [-]Requires some control over boundaries of self [-]Sexuality is related by separate Influence [-]Initially unravels sense of self [-]Leads to questions of control over boundaries [-]Group becomes object for intimate relationship [-]Raises issues of authority and intimacy [-]Different levels of intimacy w/in group raise strong negativity Combined-group, org, societal [-]Pressures on boundaries of self multiply [-]Control over self boundaries at risk [-]Authority issues and power issues multiply [-]Task demands conflict with org demands [-]Basic need to connect conflicts with work group context [-]Private self conflicts with public self of Group Setting

Theory of cultural values (according to Schwartz, 1999, 2004, 2006)

Embedded vs. autonomy; hierarchy vs. egalitarianism; mastery vs. harmony

Hybrid identities (according to Albert & Adams, 2002)

Embody two or more identities at the same time, often due to subcultures; inviolate (ID cannot be compromised), indispensable (ID cannot be deleted), and incompatible (conflict bw IDs)

emotions (according to Ashkanasy & Daus, 2000)

Emotions maybe the key to what they refer to as a healthy organization

U of MI Studies

Employee orientation (behavior of leaders who approach followers with strong human relations emphasis, personal interest, value individuality, special attention to personal needs) Production orientation (leaders behaviors that stress technical and production aspects of job)

Socially constructing reality (according to Gergen, 2001)

Employees cooperatively develop new strategies to design their shared vision for the future

Trait activation theory (according to Tett & Burnett, 2003)

EmployeesÕ values may be predisposed but must be reinforced and traits manifested by the organizational culture

GLOBE Cultural Dimension: Humane Orientation

Encourages fairness, altruism, generosity, and caring (House, et al., 2004).

Organizational Life Cycle (according to Greiner et al., 1972)

Entrepreneurial stage: creating and selling Leadership crisis: early differentiation, inadequate attention to integration Collectivity stage: concern for clear goals and routine tasks Autonomy crisis: managers hold on to control of centralized decision-making Delegation stage: solution to autonomy crisis Crisis of control: result of delegation and need for further integration Formalization stage: create formal rules and procedures Crisis of red tape: too much control through bureaucracy

Environmental Contingency Theory (according to Burns & Stalker et al., 1961)

Environment dictates best form of organizationMechanistic in stable environments; Organic in unstable environments

Satisfaction and climates (according to Koh & Boo, 2001)

Ethical climates influence job satisfaction and work satisfaction

gossip (according to DiFonzo & Bordia, 2007)

Evaluative talk between two persons about a third party that may be spoken, written, or seen and that fulfills a variety of essential social network functions including entertainment, changing and maintaining group norms, group power structure, and group membership

AlderferÕs ERG Theory (according to Alderfer et al., 1969)

Existence: physiological and safety; Relatedness: belongingness, social, love Growth: esteem and self-actualization; Frustration-regression process exists

PWE exists (according to Hartel & Askanasy, 2011)

Exists when the social and physical environment where employees carry out their work supports human flourishing

Bases of Power: Expert (according to French & Raven, 1962)

Expert: followers perception of leader's competence

POSDCoRB (according to Gulick et al., 1937)

ExtendÕs FayolÕs list of 5 [-]Planning [-]Organizing [-]Staffing [-]Directing [-]Coordinating [-]Reporting [-]Budgeting

GLOBE Cultural Dimension: Performance Orientation

Extent to which an org/society encourages/rewards performance and excellence (House, et al., 2004).

GLOBE Cultural Dimension: Power Distance

Extent to which one believes power should be shared equally/unequally (House, et al., 2004).

GLOBE Cultural Dimension: Assertiveness

Extent to which one is determined, assertive, confrontational and/or aggressive (House, et al., 2004).

GLOBE Cultural Dimension: Gender egalitarianism

Extent to which one minimizes gender roles/differences & promotes equality (House, et al., 2004).

GLOBE Cultural Dimension: Future Orientation

Extent to which one plans, invests, and/or delays gratification (House, et al., 2004).

GLOBE Cultural Dimension: Uncertainty Avoidance

Extent to which one relies on established norms & rituals to avoid uncertainty (House, et al., 2004).

work -family facilitation (according to Frone, 2003)

Extent wot which participation at work or home is made easier by virtue of the experiences, skills, and opportunities gained or developed at home or work

Dynamic Contingency Model of Development (according to McCollom et al., 1995)

Factors influencing group development: environment, internal relations, temporal boundaries 6 Criteria for Development Model: Individual passes through common sequence of stages Works builds on previous stage Stages have distinct features/structures Change is episodic; not continuous Process of individuation 6. Driven by interaction of biological, psychological, and social factors.

3 Phases of Industrialization (according to Burns et al., 1962)

Factory System Social organization & bureaucracy Increased technology

Attribution Theory of Charismatic Leadership (according to Conger & Kanungo, 1987)

Follower attributions depend on leader behaviors, where charisma is more likely to be attributed to leaders who: 1. advocate an unconventional vision 2. make self-sacrifices, take personal risks, incur high costs of espoused vision 3. appear confident in their proposals 4. inspire followers with emotional appeals 5. communicate an ideological vision to justify strategy 6. see opportunities that others fail to recognize 7. can influence people to collectively accomplish tasks

Followership (according to Carsten et al et al., 2014)

Follower gets the job done; Work in best interest of orgÕs mission Challenge leaders; Followers support the leader; Learn from leaders

Person-Job Fit Theory (according to Edwards, 1996)

Followers personality matches job requirements--high job satisfaction

Followership (according to Howell & Mendez et al., 2008)

Followership is interactive role, independent role, shifting role.

Law of Requisite Variety

For one system to deal effectively it must be of the same or greater complexity

Charismatic Leadership (according to Weber, 1947)

Form of influence based on follower perceptions of leaders exceptional qualities.

Work-family fit (according to Kossek, Noe, & DeMarr, 1999)

Form of role congruence in which the resources associated with one role are sufficient to meet the demands of another role such that participation in the second role can be effective

Team Performance (according to Tuckman et al., 1965)

Forming, Storming, Norming, Performing, and Adjourning Ð Necessary phases of all successful teams: Forming Ð acceptance/avoid conflict; Storming Ð competition of ideas; Norming Ð One goal/mutual plan; Performing Ð Autonomous decision making, little supervision; Adjourning Ð Team completes goal and adjourns. (Example: As iron sharpens iron, so one mans sharpens another. (Proverbs 27:17). Two are better than one, because they have a good return for their work: If one falls down, his friend can help him up...Though one may be overpowered, two can defend themselves. A cord of three strands is not easily broken. (Ecclesiastics 4).)

Stages of Group Formation (according to Tuckman et al., 1965; 1975)

Forming: group forms and situation is uncertain and disorganized; Storming: turbulence, disruption, and frustration is at highest level; Norming: share vision, values, goals, and expectations; deviations are not welcome; Performing: roles are specific, goals clear, results are noted Adjourning: orderly disbanding

Schema

Frameworks to help make sense of information Person, role, self, event; Distortions: Stereotyping; Halo Effect Selective attention Similar to me errors

Human agency (according to Ravasi & Schulz, 2006)

Freedom that organizational members enjoy in renegotiating shared interpretations about what their organization is about and what its official identity claims really mean to them

Gendered Organizations (according to Acker et al., 1992)

Gendered organizations theory predicts that norms and practices based on stereotyped male and female workers will persist, regardless of the composition of the workforce.

10 GLOBE Country Clusters (House et al., 2004)

Germanic European Middle Eastern Southern Asia Sub-Saharan Africa Anglo Nordic European Confucian Asia Latin European Latin American Eastern European

Total Quality Control (according to Juran et al., 1950)

Goal Definition of quality Nature of the environment Role of management Role of employees Structural rationality Philosophy toward change

Gossip and power (according to Kurland & Pelled, 2000)

Gossips have power over organizational culture

WoodwardÕs Technology Typology (according to Woodward et al., 1958)

Group 1: Small Batch and Unit Production (low tech complexity) Group 2: Large Batch and Mass Production (moderate tech complexity)Group 3: Process (continuous) Production (high tech complexity)

Group Think (according to Janis, et al., 1983)

Group reaching consensus without critique or evaluation including: - Lack impartial leadership; - Lack methodical procedures; - Overestimation of group; - Closed mindedness; - Pressure to uniformity. (Example: One could make the case that those outside Christ adhere to Groupthink since they are unwilling to listen to the critique of God and thus have the other attributes of Groupthink (Rom 1:18-32) )

Adaptive Structuration Theory (according to Poole (?)

Groups and orgs create rules and resources or structures. Structures form social systems which develop a life of own. Quality affects decision-making and activities of members.

groups (according to Schein, 1985, 1992)

Groups are a collection of individuals who are interdependent

Functional Perspective of Groups (according to Hollingshead, et al. et al., 2005)

Groups are goal oriented Group performance and behavior varies in quality and quantity and can be evaluated Interaction processes have utility and can be regulated Internal and external factors influence group behavior and performance via interaction

Groupthink (according to Irving et al., 1972, 1982)

Groups make bad decisions because they fail to critical analyze options and alternatives. Occurs in highly cohesive groups focused on maintaining unity.

Cultural looseness (according to Gelfand, Nishii, & Raver, 2006)

Have ferer inculcated behavior restrains and socialization is less likely to focus on the importance of staying within the culture

Psychological capital (according to Luthans & Youssef, 2004)

Higher order construct of hope, self-efficacy, optimism, and resilience

Face Negotiation Theory (according to Brown & Levinson et al., 1978)

Highlights conflict style differences between collectivist and individualistic cultures. Mutual face vs. self-face.

Great Man (Carlyle, 1888)

Only individuals with great physical, psychological, and/or spiritual traits can become leaders.

Leadership Humility- Level 5 Leader (according to Collins, 2001)

Highly capable individual with productive contributions Contributing mentor that works with group Competent manager that organizes people/resources Effective leader that fosters commitment to vision Builds enduring greatness through potential humility and professional will

Nominal Group Technique (according to Delbecq & Van de Ven et al., 1971)

Highly structure Decision is mathematically pooled outcomes of individual votes No verbal communication or discussion

Where is adaptive work done (according to Heifertz et al., 2009)?

Holding environment

Elaboration Likelihood Model (according to Petty & Caciappo et al., 1980)

How attitudes are formed and changed. Central route: logical thought process. Peripheral route: through surface characteristics such as speaker credibility.

self-efficacy (according to Bandura et al., 1997)

How people come to estimate their ability to tackle, take on, and master tasks and goals

Social Construction of Technology (according to Bijker & Law et al., 1992); Bijker, Hughes, Pinch et al., 1987)

How tech is shaped by complex socio-cultural tradeoffs;Ex. introduce variability to population of product, users retain select those retained, influences which tech will be selected and offered.

Rules Theory (Coordinated Management of Meaning) (according to Pearce & Cronen et al., 1980)

Human communication guided by rules. Hierarchy of meaning: content, speech act, episode, relationships, autobiographies, cultural patterns; Constitutive rules: what actions mean; Regulative rules: when and what to use

4 Factors of Transformational Leadership (according to Bass, 1995)

Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration

Theory of learning and identification (according to Peteraf & Shanley, 1997)

Identify has a role in the process of formation and maintenance of cognitive strategic groups

Organizational climate (according to Ashkanasy, 2007)

In organizational climate, the focus is on the organizational memberÕs agreed perceptions of their organizational environment; focus is on policies and procedures

Inter-unit Conflict Model (according to Walton & Dutton et al., 1969)

Includes environment, strategy, technology, social structure, organizational culture, physical structure

Dispersion theory (according to Kozlowski, 1999)

Individual level constructs combine through social interaction processes to emerge as unit-level phenomena; climate strength-within unit variability in perceptions of climate

Looking glass theory (according to Cooley, 1902)

Individuals and groups appraise themselves by considering how others may view them

resilience (according to Masten & Reed, 2002)

Individuals are able to positively adapt when presented with a significant adversary

Social identity theory (according to Tajfel & Turner, 1986)

Individuals are comprised of multiple identities; congruence (alignment with macro and micro identities), intrusion (one ID intrudes onto another), and distance (need for more ID)

self-identification (according to Ellemers, De Gilder, & Haslam, 2004)

Individuals are more likely to identify with subunits rather than the organization

Social learning theory (according to Bandura, 1977)

Individuals learn appropriate behavior by observing and replicating the behavior of credible role models

Social trap theory (according to Platt, 1973)

Individuals will choose selfish behaviors where the consequences are immediate and positive rather than behaviors that result in long-term good for the organization

Personal identity (according to Brewer, 1991)

Individuated self that is comprised of the characteristics that differentiate a person from others

Bases of Power: Information (according to French & Raven, 1962)

Information: possessing knowledge other want/need

Theory of cultural dynamics (according to Dewey, 1934, 1980)

Inner experiences interpenetrate the physical materials from which cultural symbols and meanings are constituted

Expectancy Theory (according to Vroom et al., 1964)

Instrumentality: perception that performance is tied to rewards/punishment; Valence: individualÕs preference for outcomes; Expectancy: belief that particular behavior will be followed by particular outcome

Trait Approach (according to Stogdill, 1948)

Intelligence, alertness, insight, responsibility, initiative, persistence (Stogdill, 1948).

Human Agency (according to Bandura et al., 2001) Ponton et al., 1999)

Intentional actions. According to social cognitive theory, human agency is predicted on the triadic reciprocal interaction between personal behavior, internal personal factors and the environment where all three determinants interact with various magnitudes of influence dependent upon the context (Bandura,1997). The personal factors are one's cognitive, biological, and affective characteristics and the environment represents everything external to the individual.

Strengths of Trait Approach

Intuitively appealing, lots of empirical research, highlights leader, provides benchmarks

Reactive organizations (according to Carroll, 1979)

Involves very little or no action in response to social or environmental issues

Followership (according to Kellerman et al., 2008)

Isolate: unengaged Bystander: observers Participants: partially engaged Activist: change agents Die-hards: engaged to extreme

isomorphism (according to DiMaggio & Powell, 1983)

Isomorphic pressures lead organizations that see themselves as operating within a common environment to adopt policies and practices similar to other organizations operating in the same domain and in the same environmental conditions; coercive isomorphism (laws requiring organizations to act in a certain way), mimetic isomorphism (organizations model each other), and normative isomorphism (agreement to adhere to certain standards)

LMX (application)

Jesus' relationship with the 12 apostles exemplifies LMX.

According to Northouse (2012), END values include:

Justice and community

Reinforcement Theory (according to Skinner et al., 1957)

Key principle of learning - positive consequences increase strength of behavior and probability of repetition; -negative consequence decreases; Operants: behavior can be controlled by altering the consequences that follow them; Reinforcement is not the same as reward.

According to Northouse (2012), ETHICAL values include:

Kindness and altruism

Followership (according to Stech et al., 2008)

Leader-follower state paradigm: both leadership and followership are states that can be occupied at various times by person in working groups, teams, orgs.

Contingency (according to Fieldler, 1964)

Leaders either task or relationship oriented. Measure through Least Preferred Coworker scale. Leaders perform differently according to: a) leader-member relations b) task-structure c) leader position power

Shared norms (according to Burke, Sims, Lazzara, & Vaughan, 2007)

Leaders impact employee norms through identification and idealization process and through reinforcing behavior

Leadership and PWE (according to Ashnakasy & Davis, 2002)

Leaders must understand the culture underpinning PWE in order to effectively monitor and manage their organizationÕs social environment

Spiritual leadership (Yukl, 2013)

Leaders that enhance the intrinsic motivation of followers by creating conditions that increase their sense of spiritual meaning in the work (Yukl, 2013).

Ohio State Studies (according to Hempbill & Coon, 1957)

Leadership Behavior Description Questionnaire Initiating Structure (task behavior, organize work, give structure to context, define role responsibilities, scheduling) Consideration Behaviors (relationship behaviors, building camaraderie, respect, trust, liking)

Followership (according to Maroosis et al., 2008)

Leadership is a partnership of reciprocal following

Stratification & Dual Labor Market Theory (according to Doeringer & Piore et al., 1971)

Market for labor composed of primary and secondary sectors. Primary (high wages/good career); Secondary (low wages/lack of security)

Self Organizing Organization (according to Maturana & Francisco Varela et al., 1980)

Learn to learn and become intelligent to define and change own operative criteria, behavior, and identity. Diffuses double-loop learning throughout orgs.

Learning and errors (according to Ivancic & Hasketh, 1995)

Learning may be enhanced by errors because errors provide negative but informative feedback

Social Learning Theory (according to Bandura, 1996)

Learning occurs by observing, imitating, and reinforcing with stages including: Close contact; Imitation of supervisors; Understanding of concepts, and Role model behavior. (Example: 1 Cor 11:1 and the rest of Pauls argument for these concepts throughout the Corinthian letter )

Bases of Power: Legitimate (according to French & Raven, 1962)

Legitimate: status of formal job authority

Dramatism (according to Burke et al., 1968)

Life is drama. Act: what is done by person; Scene: context; Agent: individual/group performing act Agency: means used; Purpose: goal of act

Attitudes

Linked to perception, personality, feelings, motivation Mental state, learned; Components include cognition, affect, and behavior

ThompsonÕs Technology Typology (according to Thompson et al., 1967)

Long-linked (mass production and continuous processing; ex. Automobile assembly)Mediating (bring client/customer together in exchange; ex. banking) Intensive (coordinating specialized ability for customized output; emergency rooms)

Macrocultures (according to Abrahamson & Formbrun, 1994)

Macrocultures have a tendency to homogenize over time

Think manager, think male (according to Schein, 1973)

Male traits are viewed as appropriate for managers and the reverse is true for women

Information Theory of Uncertainty

Managers experience uncertainty in the environment when they lack the information they feel they need to make sound decisions

Genderlect (according to Harding et al., 1991)

Masculine and feminine communication two different cultural dialectics.; Masculine: build status and independence; Feminine: build rapport and connection

Antecedents of meaningful work (according to Cardaror & Rupp, 2011)

Meaningful work tasks, meaningful relationships, and meaningful goals and values

Application Work (according to Thomas et al., 1995)

Means by which participants in group dynamics courses are provided the opportunity to learn how knowledge of group dynamics is relevant to their own and otherÕs behaviors in organizational settings, and to development of actions for management of human behavior.

Organizational Culture Inventory (according to Cooke & Lafferty et al., 1987)

Measures extent to which org culture is supported by 12 behavior norms: Constructive: achievement, self-actualizing, humanistic-encouraging, affiliative Passive-defensive: approval, conventional, dependent, avoidance norms Aggressive-defensive: oppositional, power, competitive, perfectionistic

Cultivation Theory (according to Gerber & Gross

Media shapes personÕs sense of reality.

Globally distributed teams (according to Schiller & Mandviwalla, 2007)

Members who are geographically disperse, who interact using technology-mediated communication more frequently than face to face communication and who work on an independent task

Communicative Rationality (according to Habermas et al., 1971)

Modern society dominated by scientific, technical, and administrative experts with ideologies that invade life and ignore humanistic concernsCommunicative rationality is the use of debate, open discussion, and consensus

Multicultural macrocultures (according to Hodgkinson & Healey, 2011)

Multiple cultural mindsets coexist between and within industries

Psychological Contract (according to Argis et al., 1960)

Mutual expectations constitute part of the psychological contract; Unwritten agreement between individual and org.; Breach: organization has failed unwritten agreement; leads to decreased job satisfaction/citizenship behavior.

National culture and ethical climate (according to Parboteeah, Cullen, Victor, & Sakano, 2005)

National culture affects ethical climate development

Social climate- (according to Lewin, Lippitt, White, 1939)

Nature of the relationship created between leaders and followers as a function of leader behavior

McClellandÕs Learned Needs Theory (according to McClelland et al., 1961)

Need acquired from culture. Need for achievement, affiliation, and power. [-]Achievement: likes to take responsibility for solving problems, desires feedback on performance [-]Affiliation: desires social interaction, concerned about quality of relationships, relationships take over tasks [-]Power: concentrates on obtaining and exercising power and authority, concerned with influencing others, can be negative or positive

Big Five Personalities

Neuroticism (depressed, anxious, insecure); Extraversion (sociable, assertive, positive energy) Openness (informal, creative, insightful, curious) Agreeableness (accepting, conforming, trusting) Conscientiousness (thorough, organized, controlled) (Goldberg, 1990)

Weaknesses of Trait Approach

No definitive list of traits, no context consideration, subjective interpretation of data, does not look at outcomes, not useful for training/development

Organizational Commitment (according to Robbins & Judge et al., 2012) or any OB text

OC in general:_ occurs when an employee identifies with an org. & its goals, & wishes to remain a member. 3 Dimensions: Affective-_ emotional attachment to org & belief in its values.; Continuance_- perceived economic value of remaining with the org. Paid well and feels it would be detrimental to family to quit.; Normative_- an obligation to remain with the org. for moral or ethical reasons.

Equity Theory (according to Adams et al., 1963)

OneÕs perception of being treated fairly in social exchanges can influence motivation; Person, comparison other, inputs, outcomes

Behavioral response (according to Vacharkulksemsuk, Sekerka, & Fredrickson, 2011)

OneÕs response to negative emotion often determines oneÕs subsequent organizational behavior

Group Practice of Learning (according to Gillette et al., 1995)

Online group: experience, reflection, judgment Transition of offline--carry group experience Offline group: testing and analysis; dialogue about self Transition to online: carrying analysis; humility, reciprocity, interpretation drives action

Values of PWE (according to Sekerka & Fredrickson, 2008)

Openness, friendship, collaboration, encouragement, personal freedom, and trust; organizational members who share goals engender a positive climate

Perceptual Grouping

Order to make sense: Nearness, similarity, closure, and figures and backgrounds

Features of culture (according to Alvesson, 2011)

Organization-wide consensus, consistency, and clarity

Focused climate (according to Schneider, 1975)

Organizational climates should be focused on specific outcomes

Organizational culture globally (according to Barney, 1986)

Organizational culture influences globally distributed teams

Culture and effectiveness (according to Deshpande & Farley, 2007)

Organizational culture is positively associated with organizational effectiveness

Culture evolution (according to Cameron, Quinn, DeGraff, & Thakor, 2006)

Organizational cultures evolve throughout the organizationÕs lifecycle

Behavior modification (according to Hogg & Vaughan, 1998)

Organizational norms encourage some behaviors and discourage others

organizations (according to Chao, 2000; Glick, 1985)

Organizations are clusters of individuals that are larger than groups with a common set of expectations

Process Theory (according to Tsoukas & Chia et al., 2002)

Organizations as emergent properties of change.

Theory of strategic balance (according to Deephouse, 1999)

Organizations must strike a balance between fitting in with the established industry and standing out from the crowd

Proactive organizations (according to Roome, 1992)

Organizations taking long-term focus and actively engaging in the management of sustainability issues

Sustainable organizations (according to Sharma, 2002)

Organizations that build on natural capital, enhance human and societal welfare, and contribute to appropriate economic and technological development

Employee branding (according to Harquail, 2006)

Organizations use employeesÕ appearance to influence the thoughts and behavior of the customer and employee

Fundamental attribution error (according to Ross, 1977)

Overestimation of dispositional factors and underestimation of situational factors. The person failed because they are a screw up.

Culture (according to Schein et al., 1984)

Pattern of basic assumptions that have worked well enough to be considered valid; Shared expectations, values, and attitudes; Exerts influence on individuals, groups, org processes

Factors linked to job satisfaction

Pay, work, promotion opportunities, supervision, co-workers, work conditions, job security

Communication Accommodation Theory (according to Giles et al., 1971)

People accommodate/adjust communication style to others. Divergence: highlights group identity Convergence: used by powerless to gain social approval

Social identity theory (according to Ashforth, Harrison, & Corley, 2008)

People classify themselves into a multitude of social categories, one being related to their employing organization. Social identities are derived from these social categories to create a self-definition

Social Learning Theory

People learn by observing, imitating, modeling behaviors, attitudes, emotional reactions of others.

Collective Efficacy (Note: this relates to the success or failure of groups and teams) (according to Bandura, 1996, 2000)

People's beliefs in their collective efficacy influence what they choose to do as a group, how much effort they put into it, their endurance when collective efforts fail to produce quick results, and their likelihood of success. Many of the challenges of life are group problems requiring collective effort to produce significant change. The strength of groups, organizations, and even nations lies partly in people's sense of collective efficacy that they can solve the problems they face and improve their lives through unified effort.

Affective events theory (according to Weiss & Cropanzano, 1996)

PeopleÕs behavior and performance at work are likely to be affected by the way they feel from moment to moment

Social Identity Perspective of Groups (according to Abrams, Hogg, Hinkle, & Otten et al., 2005)

PeopleÕs identity can be viewed on a continuum from individual to shared. Groups have shared psychological reality; produces collective processes. Group behavior becomes explicable in terms of shared identity. [-]Groups provide source of common identity. [-]Members motivated to maintain positive social identity. [-]Group goals, norms, stereotypes, & influences defined by implicit and explicit intergroup context [-]Coherence based on shared identity [-]Action mobilized around prototypical group position Understand the nature, practices, and consequences of symbol usage within groups and groups and group processes are themselves products of symbol usage Group is a significant symbol Significant symbol of group is created through members symbolic activities Symbolic activities in groups include symbolic predispositions, practices, and processes and products. Symbolic predispositions, practices, processes, and products are influenced by the environment in which groups are embedded.

Self-Efficacy (Note: this is a foundational cognitive theory that relates to leadership theories, organizational learning, motivation theory,internal locus of control, etc) (according to Bandura, 1977, 1996, 2000)

Perceived self-efficacy is concerned with people's beliefs in their capabilities to exercise control over their own functioning and over events that affect their lives. (Example: Philippians 1:6 among others though the ability to succeed/come to completion always is through the power of God, thus, our self-efficacy is dependent on the power of God.)

Person Environment Fit

Person-organization fit Person-vocation fit Person-job fit Person-group fit

Theory of Planned Behavior (according to Ajzen et al., 1985)

Personal attitudinal judgments, social normative considerations, and perceived behavioral control influence personÕs intention to perform behavior.

Learner Autonomy & Autonomous Learning (according to Ponton & Carr et al., 2000)

Ponton (1999) defined learner autonomy as Ôthe characteristic of the person who independently exhibits agency in learning activities and stated that autonomy represents a subset of the attributes associated with self-directedness. Autonomous Learning (Ponton & Carr, 1999) Learners should be responsible for their own learning climate developing self-consciousness, vision, practicality, and freedom of discussion.

Positive emotions (according to Tse & Dasborough, 2008)

Positive emotions are related to high quality team member exchanges

Positive emotions (according to Fred & Luthans, 2008)

Positive emotions favorably impacts employeesÕ attitudes and behaviors about organizational change

Broaden and build theory (according to Frederickson, 1998, 2001, 2009)

Positive emotions function in the short term to broaden oneÕs thought-action repertoire and thereby build oneÕs cognitive, social, psychological, and or physical resources over the long term

HofstedeÕs Cultural Dimensions (according to Hofstede et al., 2001)

Power distance Uncertainty avoidance Individualism Masculinity/femininity long-term/short-term orientation

6 Forces Reshaping Mgt Practice (according to Ivancevich, 2014)

Power of human resources Globalism Diversity Speed of change New psychological contract Technology

Realistic optimism (according to Schneider, 2001)

Ppl will need self-discipline and consider factors beyond their subjective perception

Social Combination Theory of Group Decision Making (according to Baron, Kerr, Miller et al., 1992)

Predict or explain how group members combine individual preferences into single group response.

Phenomenological experiences (according to James et al., 2008)

Previously stored cognitive representations and experiences are used to interpret attributes from their work environment

Emotional Intelligence (according to Leuner et al., 1966); Greenspan et al., 1989); Salovey & Mayer et al., 1990); Goleman et al., 1995, 1998)

Primary Emotions: joy, anticipation, acceptance, fear, sadness, disgust, anger, surprise; Ability to be self-aware, manage emotions, motivate, express sympathy, handle relationships; Four-dimensions: self-awareness, social awareness, self-management, relationship management

Diversity

Primary dimensions: age, ethnicity/race, gender, physical attributes, sexual/affectional orientation; Secondary: education, marital status, religious, health, work experiences

Types of Teams

Problem-solving, cross-functional, self-managed, R&D, virtual

Globally distributed team problems (according to Leung & Peterson, 2010)

Problems: group process (trust, conflict, communication), technology (structural characteristics of technology), human resource (member characteristics), and task characteristics

Group Formation (according to McCollom et al., 1995)

Process by which groups develop psychological boundaries Understand and accept meaning of group Establish norms Create culture

Work-family enrichment (according to Greenhaus & Singh, 2003)

Process by which one role strengthens or enriches the quality of the other role

Attraction-selection-attrition (according to Schneider, 1987)

Processes affect individualsÕ efforts to join organizations, leave, organizations, and organizationsÕ efforts to choose and shape employees each component seeking a good-fit

Cognitive Dissonance Theory (according to Festinger et al., 1957)

Psych conflict stemming from holding two conflict beliefs or attitudes at the same time. One avoids seeking/hearing information that oppose or may change belief/attitude. Seek out those that confirm

Followership (according to Avolio & Reichard et al., 20a08)

Psychological ownership, trust, transparency

LMX (according to Graen & Uhl-Bien, 1995)

Quality of exchanges related to positive outcomes for leaders, followers, groups, & orgs. Less employee turnover, positive performance, increased promotions, greater commitment, more desirable work assignments, better job attitudes, more attention/support from leader, greater participation.

Sexual Harassment

Quid Pro Quo; Hostile Work Environment Psychological

Bases of Power: Referent (according to French & Raven, 1962)

Referent: followers identification and liking of leader

Pseudotransformational Leadership (according to Bass, 1998)

Refers to leaders who are self-consumed, exploitive, and power oriented, with warped moral values

BloomÕs Taxomony (according to Bloom, et al. et al., 1956)

Remember Understand Apply; Analyze Synthesize/Create Evaluate

According to Northouse (2012), MODAL values include:

Responsibility and accountability

Social exclusion (according to Ferris, Fink, Galang, Kacmar, & Howard, 1996)

Results in some individuals building a knowledge base and develop the status to succeed and other do not

Bases of Power: Reward (according to French & Raven, 1962)

Reward: capacity to provide rewards to others

Relational identities (according to Sluss & Ashforth, 2007)

Role occupants enact their respective roles vis a vis each other

PerrowÕs Technology Typology (according to Perrow et al., 1967)

Routine: low task variability and high task analyzability Craft: low task variability and low task analyzability Engineering: high variability and high analyze Non-Routine: high variability and low analyzability

Organizational Environment (according to Hatch et al., 2013)

Sectors: [-]Social sector: class structure, demographics, mobility patterns, lifestyles, social movement, traditional social systems [-]Cultural sector: history, tradition, normative expectations [-]Legal Sector: constitutions, laws, legal practices [-]Political Sector: distribution and concentration of power and nature of political systems [-]Economic sector: labor & financial markets [-]Technology sector: knowledge & information [-]Physical sector: natural resources effects of nature

Workplace Misbehavior

Sexual harassment, bullying, cyberslacking, incivility, fraud, discrimination

3rd Face of Power (according to Lukes et al., 1974)

Silent and hidden aspects of hegemonic (cultural practices that align/maintain systems of wealth and power) power

homophily (according to McPherson, Smith-Lovin, & Cook, 2001)

Similarity breeds connection and the result is that peopleÕs personal networks are homogeneous

Impression Management Theory according to Schlenker, 1980 (Relates to charismatic leadership)

Since perception is reality, social interaction is like theatrical performance; Leaders should engage in impressed that persuade desired outcomes; Tactics: intimidation, self-promotion, exemplification, supplication, ingratiation

Error taxonomy (according to Reasons, 1990)

Slips, laps, and mistakes. Slips and laps are execution failures. Mistakes result from inadequate planning or incompetency.

Theory of Capital (according to Marx et al., 1867)

Social conflict between labor & capital intensifies with demand for profitability; commodification lead to the exploitation and alienation of laborers.

Social Construction Theory (according to Berger & Luckmann et al., 1966)

Social world is negotiated, organized, and constructed by our interpretations of objects, words, actions, and events. [-]Externalizations: meaning is carried by ^ communicated through symbols [-]Objectification: treating as an object that which is nonobjective. [-]Internalization: person unquestioningly accepts intersubjectively externalized and objectified understandings of a social group as reality

societies (according to Hofstede, 1980)

Societies are collections of individuals that share common history and set of values

General Systems Theory (according to Von Bertalanffy

Societies contain groups, groups contain individuals, individuals comprised of organs, organs of cells, cells...etc.Cannot define system solely by explaining subsystems

Delphi Technique (according to RAND 1950s

Solicitation and comparison of anonymous judgments on a topic of interest Sequential questionnaires Interspersed with summarized information and feedback Retains advantage of several judges Removes biasing effects of face-to-face

Defensive organizations (according to Roome, 1992)

Some action on sustainability aften in reaction to legislation

Social actors (according to Barabasi & Albert, 2002)

Some unpredictable ties form between social actors but not all ties are random; networks form predictable patterns

Routineness of Work (according to Woodward et al., 1965)

Some work is routine and other is not.

Self-fulfilling Prophecy (according to Merton et al., 1948)

SomeoneÕs expectation about another causes individual to behave in matter consistent with those expectations; Pygmalion Effect: positive case Golem Effect: Negative case

Perception

Stimuli, Observation, Selection, Translation, Response

competition (according to Porac & Rosa, 1996)

StrategistÕs mental representations of competitors take the form of hierarchical taxonomies that their attention is directed primarily toward intermediate, basic-level categories.

Strengths and Weaknesses of Situational Leadership II (Blanchard et al., 1993, 2013)

Strengths: history of usefulness, practical, prescriptive, emphasizes leader flexibility, treats followers different depending on goal. Weaknesses: not many empirical studies, lack of clarity of follower development level, fails to account for demographics, does not deal one-to-one vs group.

Strengths and Weaknesses of Path Goal Theory (according to House & Mitchell, 1974)

Strengths: useful, integrative motivation principles Weaknesses: complex and confusing, only partial empirical support, not account for gender differences

Group Termination (according to Van Steenberg La Farge et al., 1995)

Termination: tension between grief/relief and resolution/dissonance

Structural Contingency Theory (according to Donaldson et al., 1996), Burns & Stalker et al., 1961)

Structural contingency theory holds that there is Ôno one best way,Õ meaning that no single structure or structural type is optimal for all organizations. Instead, the structure that is most effective is the structure that fits certain factors, called contingencies

Epistemology

Studies how we know and what counts as knowledge

subcultures (according to Martin, 2002)

Subcultures or differentiated cultures exist when the subunit members agree on the unitÕs values, beliefs, norms, and expectations

Subcultue (according to Van Maanen & Barley et al., 1984); Siehl & Martin et al., 1984)

Subset of an organizationÕs members that identifies as distinct group based on similarity or familiarity

Exchange Theory (according to Homans et al., 1961)

Success proposition: When one finds they are rewarded for; their actions, they tend to repeat the action.; Stimulus proposition: The more often a particular stimulus has; resulted in a reward in the past, the more likely it is that a person will respond to it.; DeprivationÐsatiation proposition: The more often in the recent past a person has received a particular reward, the less valuable any further unit of that reward becomes.

Management vs. Leadership (according to Kotter, 1980)

Suggests difference between mgt/leadership. Leaders visionary, inspiring.

Field theory (according to Lewin, 1943)

Suggests that work group perceptions are strongly influenced by supervisory actions due to the representation of more proximal and salient aspects of the work environment

LikertÕs System IV (according to Likert et al., 1961, 1967)

System 1: exploitive authoritative organization System 2: benevolent authoritative organization System 3: consultative organizationSystem 4: participative organization

3 Skills Approach

Technical skills (knowledge/proficiency about type of work Human skills (ability to work with people) Conceptual skills (ability to work with ideas/concepts) (Katz, 1995)

Spiral of Silence (according to Noelle-Neumann et al., 1974)

Tendency of people to remain silent when they feel their views are in opposition to majority view. Activates downward spiral, fears continue to build.

Hindsight bias (according to Fischoff, 1975)

Tendency to overestimate the likelihood of an event after it happens

Grapevine (according to Davis, 1953)

Term for information communication which includes gossip and rumor. Rumor-about events; Gossip-personal about individuals

Strategic locus of control (according to Hodgkinson, 1992, 1993)

The extent to which actors see themselves and their organizations as mere passengers or as architects shaping the future

Locus of control (according to Rotter, 1966)

The extent to which individuals generally perceive events to be primarily controlled by their own actions of caused by external forces beyond their grasps

Agency Theory

The agency theory is a supposition that explains the relationship between principals and agents in business. Agency theory is concerned with resolving problems that can exist in agency relationships due to unaligned goals or different aversion levels to risk. The most common agency relationship in finance occurs between shareholders (principal) and company executives (agents).

Servant Leadership (according to Greenleaf, 1970)

The difference manifests itself in the care taken by the servant-first to make sure that other people's highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?

Focused Outcomes (according to Bowen & Ostroff, 2004)

The greater the degree to which human resource practices in organization uniformly promote a particular strategic focus, the more likely that the focus will be achieved

Organizational discourse (according to Grant, Kenndy, Oswick, 1998)

The language and symbolic media we employ to describe, represent, interpret, and theorize what we take to be the faticity or organizational life

Psychological climate (according to James & Jones, 1974)

The meaning an individual attributes to their work environment such as their job, pay, leaders, colleagues, fair treatment, and opportunities

Agenda Setting Theory (according to McCombs & Shaw et al., 1972)

The media tells people what to think about (salience transfer)

Technology Determinism (according to McLuhan et al., 1964, 1995)

The medium is the message. Epochs: tribal, literate, print, electronic

Open Systems Model (according to Katz & Kahn et al., 1966)

The organization is seen as a system built by energetic input-output where the energy coming from the output reactivates the system. Social organizations are then open systems due to their material exchanges with the environment.

Strategic human resource management (according to Wright & McMahan, 1992)

The pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals

Cultural dynamics model (according to Hatch, 1993)

The same cultural processes can account for both stability and change

Work-family culture (according to Thompson, Beauvais, & Lyness, 1999)

The shared assumptions, beliefs, and values regarding the extent to which an organization supports and values the integration of employeesÕ work and family lives

Ethical climates (according to Victor & Cullen, 1988)

The shared perception of what is correct behavior, and how ethical situations should be handled in an organization

Cultural tightness (according to Gelfand, Nishii, & Raver, 2006)

The strength of social norms or how clear and pervasive the norms are within societies and the strength of sanctioning or how much tolerance there is for deviance

Positive organizational scholarship (POS) (according to Luthans, 2002)

The study of an application of positively oriented human resources strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in todays workplace

Sustainable organizations (according to Starik & Rands, 1995)

Their relationship to the natural environment which suggests that sustainable organizations can exist and flourish indefinitely without negatively affecting earth as an ecosystem

Culture relationships (according to Carrol, Dye, & Wager, 2011)

There is a relationship between SHRM, organizational culture, and firm performance

Theory of Attitude (a.k.a. Theory of Reasoned Action) (TRA) (according to Fishbein & Azjen, 1975, 1980)

This led to the study of attitude and behavior. Application of the theory of reasoned action is prediction of behavioral intention (Note: this is linked to personal agency).

presenteeism (according to Dew, Keefe, & Small, 2005)

Those who choose to work while sick because they are less able to take sick leave

General Constructs of Theory of Attitude/Theory of Reasoned Action (according to Fishbein & Azjen, 1975, 1980)

Three general constructs that make up this theory: Behavioral intention (BI), Attitude (A) Subjective norm (SN) TRA suggests that a person's behavioral intention depends on the person's attitude about the behavior and subjective norms (BI = A + SN). If a person intends to do a behavior then it is likely that the person will do it. Note that Bandura said this is not always the case (e.g. intention does not always predict behavior-i.e. human agency)

Culture and postmodernism (according to Calas & Smirich, 1999)

Time to move beyond postmodernism in organization studies and time to engage more directly with real-world concerns

Framing (according to Fairhurst & Sarr et al., 1996)

Tools for framing: metaphor, stories, tradition, slogan, jargon, catchphrase, artifact, contrast, spin

Culture and transactional leadership (according to Trice & Beyer, 1991)

Transactional leaders use existing organizational culture and no not try to change it; maintenance agents

Culture and transformational leadership (according to Xenikou & Simosi, 2006)

Transformational leadership has the most influence on clan adhocracy, and market cultures

Broaden and building effects model (according to Vacharkulksemsuk, Sekerka, & Fredrickson, 2011)

Transformative cooperation-positive emotions-positive emotional climate (increased identification and relational strength)-organizational growth and performance-community growth and performance

Leadership Labyrinth (Eagley & Cardi, 2007)

Women/minorities have challenges along the way, not just at top.

Meaningful work (according to Pratt & Ashforth, 2003)

Work that is considered by individuals to be purposeful and significant

Symbolic-Interpretive Perspective

Understand the nature, practices, and consequences of symbol usage within groups and groups and group processes are themselves products of symbol usage; 1. Group is a significant symbol; 2. Significant symbol of group is created through members; symbolic activities; 3. Symbolic activities in groups include symbolic; predispositions, practices, and processes and products.; 4. Symbolic predispositions, practices, processes, and products are influenced by the environment in which groups are embedded.

micropolitics (according to Morley, 1999)

Understated and unseen ways that power circulates

rumor (according to DiFonzo & Bordia, 2007)

Unverified and instrumentally relevant information statements in circulation that arise in contexts of ambiguity danter or potential threat and that function to help people make sense and manage risk

Psychological Contract

Unwritten agreement between an employee and the organization that specifies what each expects to give to and receive from others

LMX (according to Dansereau, Graen & Haga, 1975; Graen & Cashman, 1975).

Vertical Dyad Linkage Theory: in-group and out-group roles. Followers in in-group receive more information, influence, confidence, & concern from leader. More dependable, highly involved, communicative followers.

4 Factors of Transformational Leadership (according to Bennis & Nanus, 2007)

Vision Social Architects (shared meaning) Trust Creative development of self

Narrative Theory (according to MacIntyre et al., 1984)

Way of knowing, epistemology; all life is narrated

Narrative Paradigm (according to Fisher et al., 1987)

We are all storytellers. Judge credibility of speaker through narrative logic: coherence of story and fidelity (does it sound true)

Team climate (according to Rousseau, 1988)

What it feels like to work on a given team and is based on employeesÕ perceptions of the work-team environment

Uncertainty Reduction Theory

When people meet, seek to reduce uncertainty. Primarily use communication to reduce this uncertainty.

Sensemaking theory (according to Weick, Sutcliff, & Obstfeld, 2005)

When values are consistent, organizational members are able to understand what to do and why it is worth doing

Followership (according to Lipman-Blumen et al., 2008)

Why we follow: existential anxiety, situational fear, openness to lifeÕs possibilities

Female leaders (according to Eagley, 2003)

Women are more likely to be transformational leaders and less likely to be laissez-faire. Women also use more contingent rewards

Gender roles (according to Kirchmeyer, 2002, 2006)

Women are more likely to serve in supporting rather than leadership roles because of the traditional view of women as caretakers

Excellent Cultures (according to Peters & Waterman et al., 1982)

[-]A bias for action [-]Close relations to customers [-]Autonomy & entrepreneurship [-]Productivity through people [-]Hands-on, value-driven [-]Stick to the knitting [-]Simple form, lean staff [-]Simultaneous loose-tight properties

Attribution Theory (according to Heider et al., 1958); Weiner et al., 1974); Jones et al et al., 1972)

[-]Behavior greatly influenced by personal interpretation of reality. [-]Explains why of behavior-based on peopleÕs attributions of the causes of events that happen to them. [-]Behavior examined based on distinctiveness, consistency, consensus. Systematic Errors include: [-]Fundamental Attribution Error: underestimating importance of external factors; overestimate internal factors of others [-]Self-serving bias: taking credit for successful work and denying responsibility for poor work Locus of control: degree to which person believes what happens to them is do to internal or external influences

The Four Flows (according to McPhee & Iverson et al., 2009)

[-]Communication creates the organization [-]Membership negotiation [-]Self-structuring [-]Activity coordination [-]Institutional positioning

Functions of the Executive (according to Barnard et al., 1938)

[-]Cooperative social systems [-]Integration of work efforts by communication goals and attention to worker motivations

Follet Management Theory (according to Follet et al., 1924)

[-]Management based on self-government [-]Workplace democracy and nonhierarchical networks [-]Power is the source of creative energy

Theory of Scientific Management (according to Taylor et al., 1911)

[-]One best way to do job (time & motion studies) [-]Proper selection and training of workers [-]Inherent differences between management and workers [-]Systematic soldiering (loafing)

8 Metaphors of Organizations (according to Morgan et al., 2008)

[-]Organizations as machines: [-]Organizations as organisms: life cycles, open to environment, focused on survival. [-]Organizations as brain: similar to organism, but stresses learning, communication and information processing. [-]Organizations as culture: organizations are socially constructed entities [-]Organizations as political systems: politics are unavoidable in organizations and organizational activities are based on self-interest. [-]Organizations as psychic prisons: people become imprisoned by policies and procedures that make the organization [-]Organizations as systems of change and flux: change is initiated by environment; looks at forces that generate and maintain orgs [-]Organization as instruments of domination: involves naked aggression; organizations take advantage of marginalized

Stakeholder Theory (according to Mitroff et al., 1983); Freeman et al., 1984); Freeman & Reed et al., 1983)

[-]Orgs operate via social contract with society; attend to demands of all stakeholders will outperform orgs that ignore some stakeholders [-]Ethics obligate org to consider impact on wider social and physical environment

Network Approach to Groups (according to Wellman et al., 1988)

[-]PeopleÕs behavior best predicted by their web of relationships, not their drive, attitudes, or demographics [-]Focus of analysis is on the relationships among the units, not the unites themselves [-]Sample is defined relationally rather than categorically, interdependence is assumed. [-]Must understand the dyadic ties, flow of information and resources. [-]Fuzzy rather than firm boundaries

MaslowÕs Hierarchy of Needs (according to Maslow et al., 1943)

[-]Physiological needs [-]Safety needs [-]Affiliation needs [-]Esteem needs [-]Need for self-actualization

WeberÕs Theory of Bureaucracy (according to Weber et al., 1924)

[-]Prescriptive [-]Defined hierarchy, division of labor, centralized decision making and power, closed system [-]Stress rules, rational-legal authority [-]Highly impersonal organization creating iron cage

Definition of Man (according to Burke

[-]Symbol-using, symbol-making, symbol-misusing animal [-]Inventor of the negative (moralized by negative) [-]Separated from natural conditions by instruments of own making [-]Goaded by spirit of hierarchy (sense of order) [-]Rotten with perfection

Temporal Perspective of Groups (according to Arrow, et al. et al., 2005)

[-]Time is socially constructed [-]Time is a resource [-]Time is problematic issue for theory and research [-]Groups change systematically over time [-]Group processes have temporal patterns [-]Groups are complex systems

Strong Cultures (according to Deal & Kennedy et al., 1982)

[-]Values are the beliefs and visions that members hold for an organization [-]Heroes are the individuals who come to exemplify the organizationÕs values [-]Rites and rituals are the ceremonies through which an organization celebrates its values [-]Cultural network is the communication system through which cultural values are instituted and reinforced.

Theory X & Theory Y (according to McGregor et al., 1960)

[-]X Manager: strong, forceful essential for harnessing efforts of unmotivated workers [-]Y Manager: assumes workers are motivated toward achievement and self-actualization; managers job to bring out natural tendencies

Change typologies (according to Bartunek & Moch, 1987)

first -order change-addresses specific problem

Bounded rationality (according to Simon et al., 1957)

idea that when individuals make decisions, their _rationality_ is limited by the tractability of the decision problem, the cognitive limitations of their minds, and the time available to make the decision. Decision-makers in this view act as satisficers_, seeking a satisfactory solution rather than an optimal one

Ohio State Studies (general)

initiating structure behavior and consideration behavior

Bureaucratic cultures (hierarchy) (according to Armenakis, & Shook, 2009; Cameron & Quinn, 1999, 2005)

internal control

Three dimensions of Self-Efficacy (according to Bandura, 1977, 1996, 2000)

magnitude (level of task difficulty) strength generality

Theory of organizational identity dynamics (according to Hatch & Schultz, 1997)

meeting between the us and the we; us being the stakeholders of the organization and the we being the organizational members

Actor Network Theory (according to Latour et al., 2005)

network theory is a theoretical and methodological approach to social theory where everything in the social and natural worlds exists in constantly shifting networks of relationship. it posits that nothing exists outside those relationships

Change typologies (according to Golembiewski, Billingsely, & Yeager, 1979)

second -order change-change that goes to the root of how people think and define their organizations

Organization Politics (according to Pfeffer et al., 1978)

those activities taken within organizations to acquire, develop, and use power and other resources I to obtain one's preferred outcomes in a situation in which there is uncertainty or dissensus [disagreement] about choices

Social Exchange Theory (according to Multiple

ÔEconomicÕ exchange in relationships.

Empowerment (according to Conger & Kanungo

ÔEnhancing feelings of self-efficacy among organizational members by identifying and then removing conditions tha foster powerlessnessÕ - Stages: Identify conditions leading to powerlessness; Implement empowerment strategies/techniques; Remove conditions that caused powerlessness: provide self-efficacy information to subordinates; Receiving such information results in feelings of empowerment; Empowerment feelings from stage 4 are translated into behaviors

Sensemaking (according to Weick et al., 1995)

ÔResolving of equivocality in an enacted environment by means of interlocked behaviors embedded in conditionally related processesÕ -not about discovering truth, but creating it by organizing experiences in a way that makes sense [-]Enactment: individuals will have different meanings [-]Equivocality: unpredictability inherent in the information environment of an organization [-]Reification: to make something real

7 Attributes of Servant Leadership (according to Patterson, 2003)

● Agapao Love ● Humility ● Altruism ● Vision ● Trust ● Empowerment ● Service

6 Components of Servant Leadership (according to Laub, 1999)

● Developing people ● Sharing leadership ● Displaying authenticity ● Valuing people ● Providing leadership ● Building community

Adaptive Leader Behaviors (according to Heifertz et al., 2009)

● Get on the balcony ● Identify adaptive challenge ● Regulate distress ● Maintain disciplined attention ● Give work back to people ● Protect leadership voices from below

10 Attributes of Servant Leadership (according to Spears, 2002)

● Listening ● Empathy ● Healing ● Awareness ● Persuasion ● Conceptualization ● Foresight ● Stewardship ● Commitment to Growth of People ● Building Community

Adaptive Leadership (according to Heifertz et al., 2009)

● Practice of mobilizing people to tackle challenges and tasks ● mobilize , motivate, organize, orient, and focus attention of others

Situational Challenges of Adaptive Leadership (according to Heifertz et al., 2009)

● Technical (clear-cut, easy to define) ● Technical/Adaptive ● Adaptive (not clear-cut/ambiguous)