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feeling or showing a lot of interest and excitement about something. Say mê, hăng hái
enthusiastic about (doing) sth
Ex: All the staff are enthusiastic about the project
distinguishing right from wrong and doing right; seeking the just, honest, and good in the practice of leadership
follows rules to avoid punishment. Acts in own interest. Blind obedience to authority for its own sake.
lives up to expectations of others. Fulfills duties and obligations of social system. Upholds laws.
follows internalized universal principles of justice and right. Balances concern for self with concern for others and the common good. Acts in an independent and ethical manner regardless of expectations of others.
a belief that leaders are deeply accountable to others as well as to the organization, wto trying to control others, define meaning and purpose for others or take care of others
leadership in which the leader transcends self-interest to serve the needs of others, help others grow, and provide opportunities for others to gain materially and emotionally.
the tendency of people to resist voicing their true thoughts or feelings in order to please others and avoid conflict
a process by which information and understanding are transferred btw a sender and receiver
a person who is philosophically grounded in the belief that communication is essential to building trust and gaining commitment to a vision
communication that takes place across boundaries and hierarchical levels about the group or organization's vision, critical strategic themes, and values that can help achieve desired outcomes
leaders sharing all types of information throughout the company and across all levels
listening in which a leader detects unarticulated messages hidden below the surface of spoken interaction. Sự sáng suốt
active sharing and listening in which people explore common ground and grow to understand each other and share a world view
a framework for enhancing communication effectiveness based on interpersonal understanding by oneself and others
a unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose
a team member who attains benefits from team membership but does not actively participate in and contribute to the team's work
stage of team development in which the major emphasis is on accomplishing the team's goals
stage of team dev that occurs in committees and teams have a limited task to perform; the emphasis is on wrapping up, gearing down, and signifying closure
team made up of members from different functional departments within an organization
teams made up of members who work with minimum supervision and rotate jobs to produce a complete product or service
the extent to which team members depend on each other for information, resources, or ideas to accomplish their tasks
the extent to which members stick together and remain united in the pursuit of a common goal
a belief about appropriate conduct that is shared by team members and guides their behavior
a team made up of geographically or organizationally dispersed members who share a common purpose and are linked primarily through advanced information technologies
teams made up of culturally diverse members who live and work in different countries and coordinate some part of their activities on a global basis
antagonistic interaction in which one party attempts to thwart the intentions or goals of another
a coorperative approach to negotiation in which conflicting parties attempt to reach a win-win solution
adversarial negotiation in which conflicting parties compete to win the most resources and give up as little as possible
thinking independently and being mindful of the effects of one's own and other people's behavior on achieving the organization's vision
failing to consider possibilities beyond what one is told; accepting the leader's ideas without thinking
a person in the organization who is a passive, yet independent, critical thinker
a follower who participates actively in the organization but does not utilize critical thinking skills in his or her task behavior
a follower who has qualities of all four extremes (alienated, effective, passive, conformist), depending on which style fits with the prevalent situation
a person in an organization who exhibits neither critical, independent thinking nor active participation
using evaluation and communication to help individuals and the organization learn and improve
a method of directing or facilitating a follower with the aim of improving specific skills or achieving a specific development goal
helping a follower develop by showing or telling the follower what needs to be done and how to do it
facilitating follower learning by asking questions, allowing the individual to learn through trial and error, and serving as a resource for the follower's journey of discovery and development
the forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action
internal satisfactions a person receives in the process of performing a particular action
rewards given by another person, typically a supervisor, such as pay increases and promotions
rewards that apply the same to all people within an organization or within a specific category or department
rewards that differ among individuals within the same organization or department
Hierarchy of needs theory
Maslow's theory proposes that humans are motivated by multiple needs and those needs exist in a hierarchical order
the first dimension of Herzberg's two-factor theory; involves working conditions, pay, company policies, and interpersonal relationships
the second dimension of Herzberg's two-factor theory; involves job satisfaction and meeting higher-level needs such as achievement, recognition, and opportunity for growth
Acquired needs theory
McClelland's theory that proposes that certain types of needs (achievement, affiliation, power) are acquired during an individual's lifetime
a motivational theory that looks at the relationship btw behavior and its consequences by changing or modifying followers' on-the-job behavior through the appropriate use of immediate rewards or punishments
the set of techniques by which reinforcement theory is used to modify behavior
Law of effect
states that positively reinforced behavior tends to be repeated and behavior that is not reinforced tends not to be repeated
the administration of a pleasant and rewarding consequence following a behavior
the withdrawal of a positive reward, meaning that behavior is no longer reinforced and hence is less likely to occur in the future
a theory that suggests that motivation depends on individuals' mental expectations about their ability to perform tasks and receive desired rewards
a theory that proposes that people are motivated to seek social equity in the rewards they receive for performance
power sharing; the delegation of power or authority to subordinates in the organization
when people enjoy their jobs and are satisfied with their work conditions, contribute enthusiastically to meeting team and organizational goals, and feel a sense of belonging and commitment to the organization
giving employees real and psychological ownership in the organization as owners, people are motivated to give their best performance
motivational approach that encourages people to work together rather than focus on individual achievements and rewards; ties additional pay to improvements in overall employee performance
Pay for knowledge
programs that base an employee's pay on the number of skills he or she possesses
Pay for performance
a program that links at least a portion of employees' monetary rewards to results or accomplishments
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