Subject Index
A
Ability
stereotypes, 58
Accommodation (smoothing), 223
Accountability, in feedback orientation, 253
Achievement, as workplace value, 44
Achievement-oriented leadership, 306, 307
Acquired needs theory, 102–104
Active listening
advising and, 251
defined, 250
deflecting and, 251
reflecting and, 250
tips for, 250
Activity measures, 125
ADA (Americans with Disabilities Act), 33–34
Adaptive leadership, 317
Adjourning stage, teams, 152
Administrative leadership, 316–317
Advising, 251
Affect, 76
Affective events theory (AET), 82
Age
in job layoffs, 333
stereotypes, 58
Agreeableness, 35
Alliances
for complex environments, 369–370
interfirm, 370
Altering scripts and myths, 222
Alternative dispute resolution, 230
Ambition, The Social Network and, 36
Americans with Disabilities Act (ADA), 33–34
Amoral managers, 19
Analogies and metaphors, 207
Analytic approaches, 199
Anchoring and adjustment heuristic, 201
Appeals to common goals, 221
Applications, 8
Approach-approach conflict, 215
Approach-avoidance conflict, 215
Arbitration, 230
Associative play, 206
At-home affect, 91
Attitudes
affective component, 84
as behavior influence, 83
behavioral component, 84
cognitive component, 83
cognitive consistency and, 84
defined, 83
as inferred, 83
Attractiveness, 28
Attribution
defined, 61
errors, 62
importance of, 61
theory, 61
Authoritarian (autocratic) leadership, 320
Authoritarianism, 39
Authoritative command, 223
Authority decisions, 203
Authority rule, decision by, 179–180
Autonomy, 131
Availability heuristic, 201
Avoidance
in interpersonal communication, 240
lose-lose strategy, 223
Avoidance-avoidance conflict, 215
Awareness. See also Self-awareness
cross-cultural, 9
enriched, 19
of others, 29
social, 77
B
Bargaining zone, 227
BARS (behaviorally anchored rating scale), 126, 127
Bass's transactional leadership, 313
Bass's transformational leadership, 312–313
BATNA (best alternative to a negotiated agreement), 228
Behavioral approach
defined, 304
relations-oriented behavior, 304–305
task-oriented behavior, 305
Behavioral decision model, 97
Behaviorally anchored rating scale (BARS), 126, 127
Best alternative to a negotiated agreement (BATNA), 228
Bias
against black leaders, 62
no risk, 346
performance assessment, 31
racial, 128
self-serving, 62
Blogging, 217
Bonuses, 123
Boot camps, 166
Brainstorming
defined, 182
in design thinking, 239
A Brief History of Time (Hawking), 33
Brokers, 276
Bureaucracies
assumptions, 315
defined, 370
mechanistic (machine) type, 372
organic (professional) type, 372
C
Career networks, 18
Careers, changing views of, 6
Cartels, 370
Central tendency error, 128
Centralization, 358
Centralized communication network, 177
CEO values, 339
Certain environments, 194
Channel richness, 243
Charisma
consequences of, 310
defined, 309
as relational process, 309
through polished rhetoric, 287
Charismatic leadership. See also Leadership
characteristics of, 310
power distance and, 311
The Checklist Manifesto (Gawande), 191
Claiming
defined, 285
Forrest Gump and, 286
Classical conditioning, 64
Classical decision model, 97
Coercive power, 264
Cognitive consistency, 84
Cognitive empathy, 81
Cohesiveness. See Team cohesiveness
Co-leadership, 295
Collaboration
economy, 5
student's sharing of assignments and, 86
Collaboration and problem solving, 223
The Collaborative Organization (Morgan), 5
Collective intelligence, 157–158, 165
Collective leadership
co-leadership, 295
defined, 294
distributed leadership, 294–295
shared leadership, 296
Command-and-control, demise of, 6
Commitment, 268
Communication
biased, 244
cross-cultural, 241
developmental feedback, 251–254
downward, 243
importance of, 236
lateral, 243
noise and, 238
in organizational contexts, 242–246
owning, 249
receiver, 237
in relational contexts, 246–251
relational development, 246–247
relational maintenance, 247
sender, 237
supportive principles, 248–249
upward, 243
Communication barriers
physical, 240
types of, 239
Communication channels
formal, 242
richness, 243
types of, 237
Commutative justice, 109
Competition (win-lose strategy), 223
Complex adaptive systems, 12
Complexity leadership approaches
adaptive leadership, 317
administrative leadership, 316–317
complex adaptive systems, 315
entrepreneurial leadership, 317
Compliance
defined, 267
diversity and, 34
Compressed workweeks, 134
Compromise, 223
Conceptual skills, 18
Confirmation error, 201
Conflict management
altering scripts and myths, 222
appeal to common goals, 221
lose-lose strategies, 223
managed interdependence, 220–221
upward referral, 222
win-lose strategies, 223
win-win strategies, 223
Conflict resolution, 218
Conflicts
antecedents, 218
common causes in organizations, 219
contextual causes of, 219
defined, 214
The Devil Wears Prada and, 221
emotional, 214
felt, 218
hierarchical causes of, 218–219
intergroup, 215
interorganizational, 215
interpersonal, 214
intrapersonal, 215
life-staff, 219
lose-lose, 223
manifest, 218
perceived, 218
role, 170
role ambiguity, 219
stages of, 218
substantive, 214
suppression, 218
types of, 214
vertical, 218
win-lose, 223
win-win, 223
Conformity to norms, 174
Conglomerates, 373
Connection power
defined, 266
reciprocal alliances, 267
sources of, 274
Connections
importance of, 5
Conscientiousness, 35
Consensus, 180
Consensus, decision by, 180
Consistency, in attribution theory, 61
Constituency negotiation, 224
Constructive conflict, 216
Constructive follower orientation, 290
Constructive resistance, 268
Consultative decisions
defined, 203
use recommendation, 205
Context satisfaction moderator, 133
Contingency approaches, 306
Contingency theories
central argument of, 306
findings from, 307
leader-match, 307
leadership behaviors, 307
leadership effectiveness prediction, 306–307
Contingency thinking, 8
Continuous improvement approach, 167
Continuous reinforcement, 67
Continuous-process technology, 366
Contrast effects, 59
Contrived rewards, 65
Control, 260
Controlling, 15
Controls
as basic feature, 356
defined, 356
output, 356
Coordination
defined, 359
impersonal methods of, 364
in temporary organizations, 363
Coping, 42
Corporate culture. See Organizational culture
Corruption, leadership and, 320
Counterproductive behaviors
defined, 90
spotting, 91
CQ. See Cultural quotient
Creative membership, 206
Creativity
skills, 206
Crisis decisions, 196
Critical incident diaries, 126–127
Critical questions, ethics, 192–193
Cross pollination, 206
Cross-cultural awareness, 9
Cross-cultural communication, The Amazing Race and, 241
Cross-functional teams, 144
Crowdsourcing
grades, 15
peer evaluations, 358
Cultural quotient (CQ), 45
Cultural symbols, 335
Cultural values
defined, 44
differences in, 45
dimensions, 45
Culture managers, 338
Cultures
defined, 44
high-context, 242
low-context, 242
D
Decentralization
defined, 358
participation and, 359
Decentralized communication network, 177
Decision making
ethical reasoning and, 191–193
ideal, steps in, 190
judgmental heuristics, 201
perspectives, 197
rational decision model, 190
Decision techniques, 206
Decision to belong, 91
Decision to perform, 91
Decision tree, 205
Decisional roles, manager, 16
Decision-making models
behavioral, 197
classical, 197
systematic/intuitive thinking and, 198–199
Decisions. See also Decision making combinations of environments and types of decisions, 193–195
consultative, 203
crisis, 196
individual, 203
optimizing, 197
satisficing, 197
Decoupling, 220
Deep acting, 81
Deep-level diversity, 28
Deflecting, 251
Delegation, upward, 22
Denial of trade-offs, 346
Departments
divisional, 360
types of, 359
Dependence
defined, 260
increasing/reducing, 261
management, 261
in organizations, 261
Design thinking, 239
Destructive conflict, 216
Developmental feedback
defined, 251
feedback seeking, 252
techniques for giving, 251–252
Direct conflict management strategies, 222–223
Direction, in motivation, 100
Directive leadership, 306, 307
Disclosure, 246
Disconfirmation, 249
Discrimination, 30
Display rules, 81
Dispute resolution, 230
Distinctiveness, in attribution theory, 61
Distress, 42
Distributed leadership, 168, 294–295
Distributive justice, 109
Distributive negotiation
bargaining zone, 227
defined, 226
hard, 226
soft, 226
Diversity
compliance and, 34
deep-level, 28
discrimination and, 30
race and ethnicity, 30
sexual orientation, 32
social identity and, 34
surface-level, 28
valuing, 30
Diversity-consensus dilemma, 157
Divisional departments, 360
Divisional firms, 373
Do Nothing: How to Stop Overmanaging and Become a Great Leader (Murnighan), 308
Dogmatism, 39
Downward communication, 243
Drive to acquire, 106
Drive to bond, 106
Drive to defend, 106
Drivers
of employee engagement, 87
Dynamics
inter-team, 175
team, 167
Dysfunctional conflicts, 215, 216
Dysfunctional resistance, 268
E
Early trait approaches, 302
Ecological fallacy, 46
Effectance motive. See Self-efficacy
Effective followers, 22
Effective leaders. See also Leaders; Leadership
defined, 20
following, 21
framing, 21
relationship building, 21
Effective managers. See also Managers
defined, 14
ten roles of, 16
Effective negotiation, 224
Effective teams. See also Teams
criteria, 148
defined, 148
synergy, 148
Effort, 121
EI. See Emotional intelligence
Elephant in the room, 173
Emergence, 316
Emotion and mood contagion, 79–80
Emotional adjustment traits, 40–41
Emotional commitment, 85
Emotional conflicts, 214
Emotional dissonance, 81
Emotional drives or needs model, 105–106
Emotional empathy, 81
Emotional intelligence (EI)
building blocks of, 17
competencies, 77
relationship management in, 77
self-awareness in, 77
self-management in, 77
social awareness in, 77
Emotional stability, 35
Emotion-focused coping, 42
Emotions
as affective events, 82
cultural aspects of, 81
display rules, 81
in influencing behavior, 79–82
in leadership, 88
moods and, 79
nature of, 76
self-conscious, 77
Empathy
cognitive, 81
defined, 17
emotional, 81
Employability, 261
Employee engagement
defined, 86
drivers of, 87
Employee involvement teams, 145
Employee stock ownership plans (ESOPs), 124
Employee value proposition, 120
Employees, engaged, 330
Empowering leadership, 320–321
Encoding, 237
Engaged employees, 330
Enriched awareness, 19
Entrepreneurial leadership, 317
Environmental complexity, 368
Environmental interdependence, 369
Environmental richness, 369
Environmental uncertainty, 369
Environments
certain, 194
complex, networks and alliances for, 369–370
complexity leadership approaches, 315–316
general, 368
internal, 13
organizational design and, 368–370
specific, 368
uncertain, 194
Equity. See also Inequity
perceived, 107
social comparisons and, 106–107
Equity theory
Ally Bank and, 108
defined, 106
organizational justice and, 108–109
predictions and findings, 107
Equivalence, in social exchange, 293
ERG theory, 102
Escalating commitments, 203, 228
ESOPs (employee stock ownership plans), 124
Ethical behavior, commitment to, 5
Ethical climates, 321
Ethical leadership theory, 321
Ethical standards, modifying, 340
Ethical workplace conduct, 60
Ethics
defined, 191
spotlight questions, 193
Ethics center of gravity, 19
Ethics mindfulness, 19
Ethics team norms, 172
Ethnocentrism, 241
Eustress, 42
Evidence-based management, 9
Existence needs, 102
Expectancy
defined, 110
low, 111
terms and concepts, 110
Expectancy theory
defined, 110
in effort-performance-rewards linkage, 121
implications and research, 111–112
Expectations, raising, 54
Expert power, 265
Exploitation, 345
Exploration, 345
External environment, organizations and, 11–12
External support, 207
Externals, 38
Extinction, 69
Extraversion, 35
F
Fairness, as workplace value, 44
Feedback
defined, 237
self-efficacy, 253
techniques for giving, 251–252
Feedback seeking, 252
Feeling-sensation individuals, 37
Feeling-type individuals, 36
Felt conflict, 218
Felt negative inequity, 107
Figure-ground separation, 53
Filtering, 240
FIRO-B theory, 156
Fixed-interval schedules, 68
Fixed-ratio schedules, 68
Flexible work hours, 134
Flirting, 267
Followers
effective, 22
passive beliefs, 288
readiness, 307
role orientation, 290
roles, leaders view of, 290–292
Followership
defined, 288
Force, 260
Forced distribution, 126
Formal channels, 242
Formal leadership, 282
Formal retreat approach, 167
Formal systems, 270
Formal teams, 143
Formalization, 357
Forming stage, teams, 151
Framing
defined, 21
Friendship groups, 143
Frustration-regression, 102
Functional conflicts, 215, 216
Functional departmentation, 359–360
Functional silos (chimneys) problem, 144
Fundamental attribution error, 62
Furlough versus fire, 271
G
Gain sharing, 123
Gender. See also Women
performance assessment and, 31
General environments, 368
Generation F (Facebook Generation), 13
Generation X (Millennials), 33
Glass ceiling effect, 30
Goal setting
defined, 112
management process and, 114
using, 112
Goals
appeals to common, 221
challenging, 112
conscious, 113
motivational properties of, 112
negotiation, 224
output, 339
priorities, clarifying, 112
relationship, 224
societal, 339
subconscious, 113
substance, 224
system, 340
Granting
defined, 285
Forrest Gump and, 286
Graphic rating scales, 126
Group negotiation, 224
Groupthink
defined, 181
Madagascar and, 183
remedies, 182
Growth needs, 102
Growth-need strength, 132
H
Halo effects, 58
Halo error, 127
Headphones, 155
Hearing problem, negotiation, 229
Helping others, as workplace value, 44
Heroic leadership views, 314–315
Heuristics, 201
Hierarchical thinking, 264
Hierarchy, Ratatouille and, 371
Hierarchy of needs
higher order needs, 102
illustrated, 101
lower order needs, 102
High-context cultures, 242
Higher order needs, 102
High-performance teams. See also Team performance; Teams
collective intelligence, 165
team-building alternatives, 166–167
team-building process, 165–166
Hindsight trap, 201
Honesty, as workplace value, 44
Horizontal loading, 130
Horizontal specialization, 359
How Do the Mighty Fall (Collins), 337
Human capital
defined, 275
emphasis on, 6
Human skills
defined, 16
emotional intelligence (EI), 17–18
qualities of people with, 16–17
social capital and, 18
Hygiene factors, 104
I
Idealized influence, 312
Identification
defined, 268
organizational, 86
Idiosyncrasy credits, 294
Illusion of control, 359
Immediacy, in social exchange, 293
Immoral managers, 19
Implicit followership theories, 290–292
Implicit leadership theories
defined, 285
leaders/nonleaders classification, 285
prototypes, 287
Impression management
building brands through, 56
defined, 56
Improvement and change team norms, 172
Inclusion, 14
Indirect conflict management strategies, 220–222
Individual attributes, 121
Individual decisions
defined, 203
use recommendation, 205
Individual differences, 28
Individualism-collectivism, 45
Individualized consideration, 312
Inequity
dilemma, 109
felt negative, 107
perceived, 107
Influence. See also Power
gaining through persuasion, 262
idealized, 312
Informal channels, 242
Informal combines, 370
Informal groups, 143
Informal leadership, 282
Informal systems, 270
Information technology (IT), 6, 367–368
Informational roles, manager, 16
In-group membership, 34
Innovation
adhocracy and, 367
cultural stability and, 345–347
defined, 342
exploration/exploitation balance, 345
organizational culture lag, 345–346
process, 344
purposeful unintended consequences, 346–347
raising ownership takes to boost, 344
steps, 342
success, 343
Inspiration, 105
Inspirational leadership, 312
Instrumental motivation, 267
Instrumentality
defined, 110
low, 111
Integrated model of motivation, 120–121
Integrative negotiation
attitudinal foundations, 228
behavioral foundations, 228
defined, 226
information foundations, 228
Intellectual stimulation, 312
Intensive technology, 365
Interactional justice, 109
Interest, in social exchange, 293
Interest groups, 143
Interfirm alliances, 370
Intergroup conflicts, 215
Intergroup negotiation, 224
Intermittent reinforcement, 67–68
Internal environment, organizations, 13
Internalization, 268
Internals, 38
Interorganizational conflicts, 215
Interpersonal barriers, 239–240
Interpersonal conflicts, 214
Interpersonal roles, manager, 16
Interpretation, in preception process, 56
Inter-role conflict, 170
Intersender role conflict, 170
Inter-team dynamics, 175
Intrapersonal conflicts, 215
Intrasender role conflict, 170
Intrinsic rewards, 121
Intuition
defined, 198
U.S. Air Flight 1549 and, 200
Intuitive approaches, 199
Intuitive thinking, 198
Intuitive-feeling individuals, 37
Intuitive-thinking individuals, 37
Intuitive-type individuals, 36
Involuntary part-timers, 136
Iron Law of Responsibility, 263
IT (information technology), 6, 367–368
J
Job burnout, 42
Job characteristics model
core characteristics, 131
defined, 131
research concerns/questions, 133
Job Descriptive Index (JDI), 87
Job design
defined, 129
job characteristics model and, 131–133
scientific management and, 129–130
strategy continuum, 129
Job enlargement, 130
Job feedback, 131
Job involvement, 85
Job offers, decision to accept, 202
Job performance, job satisfaction link, 91–92
Job rotation, 130
Job satisfaction
as attitude, 84
components of, 87
counterproductive behaviors and, 90
influence in work behavior, 89–91
organizational citizenship and, 89–90
phycological withdrawal and, 89
physical withdrawal and, 89
self-employment and, 130
Job simplification, 130
Joint problem solving, 249
Judgmental heuristics, 201
K
Keiretsu, 370
Knowledge and skill moderator, 132
L
Lack of response, decision by, 179
Lack-of-participation error, 190
Later trait approaches, 302–303
Lateral communication, 243
Law of contingent reinforcement, 65
Law of effect, 65
Law of immediate reinforcement, 65
Law of reciprocity, 21
Layoffs, age and, 333
Leader position power, 307
Leader-follower relationship
idiosyncrasy credits and, 294
leader-member exchange (LMX) theory and, 292–293
reciprocity and social exchange in, 293
social exchange theory and, 293–294
Leader-match, 307
Leader-member exchange (LMX) theory, 292–293
Leaders
born versus made question, 305
collaborative, 239
emergence, 302
servant, 320
success of, 21
Leadership
achievement-oriented, 306, 307
adaptive, 317
authoritarian (autocratic), 320
Bass's transactional, 313
Bass's transformational, 312–313
behavioral approaches, 303–305
broad view of, 6
co-leadership, 295
corruption and, 320
defined, 282
do-nothing, 308
employee voice and, 245
entrepreneurial, 317
formal, 282
as identity construction, 284–285
informal, 282
inspirational, 312
Lincoln and, 314
participatory, 283
physical appearance and, 303
romance of, 288
shared, 296
as social construction, 284
as talent, 305
transactional, 312
transformational, 312
unethical, 318
upward, 282
women and, 9
Leadership ethics
defined, 319
empowering leadership and, 320–321
ethical climates and, 321
normative theory, 321
servant leadership and, 319–320
shared value view, 319
Leadership identity construction process, 284–285
Leading, 15
Leaking pipeline, 31
Learning
about organizational behavior, 9–10
defined, 9
experiential, in OB courses, 10
lifelong, 9
Leniency error, 128
Lifelong learning, 9
Life-staff conflict, 219
Line units, 356
Linking-pin roles, 221
Listening
selective, 240
LMX (leader-member exchange) theory, 292–293
Long-linked technology, 366
Long-term/short-term orientation, 45
Lose-lose strategies, 223
Low-context cultures, 242
Lower order needs, 102
M
Machiavellianism, 39
Maintenance activities, 168
Majority rule, decision by, 180
Managed interdependence, 223–224
Management
evidence-based, 9
functions of, 14
moral, 11
open-book, 253
as profession, 18
Management by objective (MBO), 114
Management philosophy, 338
Management process, 15
Managerial skills
defined, 16
technical, 16
Managers
amoral, 19
decisional roles, 16
defined, 14
immoral, 19
informational roles, 16
interpersonal roles, 16
replacement terms for, 14
Masculinity-femininity, 45
Mass production, 366
Matrix departmentation, 361
MBA Oath, 18
MBO. See Management by objective
MBTI (Myers-Briggs Type Indicator), 35
Mechanistic (machine) type of bureaucracy, 372
Mediation, 230
Meditation, 59
Men, attractiveness in job hunting, 28
Minnesota Satisfaction Questionnaire (MSQ), 87
Minority rule, decision by, 180
Mission statements, 339
“Mommy drain,” 134
Moods
as affective events, 82
Crash and, 80
cultural aspects of, 81
defined, 78
emotions and, 79
in influencing behavior, 79–82
Moral dilemmas, 192
Moral management, 11
Moral problems, 191
Motivation
acquired needs theory, 102–104
direction and, 100
emotional drives or needs model, 105–106
ERG theory, 102
hierarchy of needs theory, 101–102
instrumental, 267
intrinsic, 101
to lead, 285
performance management and, 125–129
persistence and, 100
process theories, 101
Motivator factors, 104
Multiculturalism, 14
Multifactor Leadership Questionnaire (MLQ), 312
Multiskilling, 145
Mum effect, 245
Myers-Briggs Type Indicator (MBTI), 35
Myth of the fixed pie, 228
Myths, organizational, 337
N
National culture
corporate culture and, 332–333
diversity, building on, 332–333
Natural rewards, 65
Nature/nurture controversy, 29
Need for achievement (nAch), 102
Need for affiliation (nAff), 102–103
Need for power (nPower), 103
Negative reinforcement, 68
Negotiation
constituency, 224
defined, 224
effective, 224
escalating commitments, 228
goals and outcomes, 224
group, 224
hearing problem, 229
intergroup, 224
labor-management, 226
myth of the fixed pie, 228
online dispute resolution, 229
organizational settings for, 224
overconfidence in, 229
raise, 226
telling problem, 229
third-party roles in, 230
two-party, 224
Networking, 275
Networks
for complex environments, 369–370
high performers and, 267
importance of, 5
sample scenarios for, 275
“No,” learning to say, 43
No risk bias, 346
Noise, 238
Nominal group technique, 182–183
Nominal questions, 183
Nonprogrammed decisions
crisis decision, 196
defined, 194
uncertain environments and, 194
Non-substitutable, 273
Nonverbal communication
defined, 238
furniture placement and, 238
presence, 239
Norm of reciprocity, 293
Normative theory, 321
Norming stage, teams, 152
O
OB. See Organizational behavior
OB Skills Workbook, 10
Objective thinkers, 168
Observable culture, 334
OCBs. See Organizational citizenship behaviors (OCBs)
Officeless companies, 157
Online dispute resolution, 229
Open systems, 12
Open-book management, 253
Openness to experience, 35
Operant conditioning
defined, 64
occurrence of, 65
Operational risks, 196
Operations technology, 365–366
Optimists, 79
Optimizing decisions, 197
Organic (professional) type of bureaucracy, 372
Organizational and personal pride team norms, 172
Organizational behavior modification, 65
Organizational behavior (OB)
common scientific research methods in, 8
contingency thinking, 8
cross-cultural awareness, 9
defined, 4
focus on applications, 8
insights, 3
as interdisciplinary body of knowledge, 6–7
scientific foundations of, 6–9
Organizational charts, 354–355
Organizational citizenship behaviors (OCBs)
defined, 89
personal, 89
Organizational climate, 13
Organizational commitment, 85
Organizational cultural lag, 345–346
Organizational culture CEO values and, 339
The Firm and, 331
fit, 13
functioning of, 13
importing societal subgroups, 332
layers of analysis, 334
mission statements and, 339
organizational myths, 337
shared meanings, 337
stories, rites, rituals, and symbols, 334–335
subcultures, 330
visible aspects, modifying, 340–341
Organizational design
defined, 364
information technology and, 367–368
operations technology and, 365–366
simple, 364
simplicity, 365
Organizational identification, 86
Organizational justice
defined, 108
types of, 109
Organizational myths, 337
Organizational politics
defined, 270
perceptions of, 272
reasons for, 270
self-interest role in, 270
Organizational silos, 243
Organizational structure
horizontal specialization, 359
line and staff units, 356
vertical specialization, 354
Organizational support, 121
Organizations
as complex adaptive systems, 12
diversity and multiculturalism in, 14
ethics center of gravity, 19
external environment and, 11–12
inclusion and, 14
internal environment of, 13
multicultural, 332
networks in, 275
as open systems, 12
temporary, coordination in, 363
Organizing, 15
Outdoor experience approach, 166
Out-group membership, 34
Output controls, 356
Output goals, 339
Output measures, 125
Overconfidence, negotiator, 228
P
Paired comparison, 126
Parochialism, 241
Participation, decentralization and, 359
Participative leadership, 306, 307
Participatory leadership, 283
Part-time work, 136
Pay
performance-contingent, 122
secrecy, 289
skill-based, 124
PechaKucha, 329
Peer evaluations, crowdsourcing, 358
Perceived conflict, 218
Perceived inequity, 107
Perceived legitimacy, 261
Perception
attention and selection and, 53–54
contrast example, 52
defined, 52
impression management and, 56–57
information organization and, 54–56
information processing and, 53–56
interactional justice, 55
interpretation and, 56
perceived characteristics and, 53
perceiver characteristics and, 53
retrieval and, 56
selective, 58
setting characteristics and, 53
wealth, 237
Perceptual distortions
contrast effects, 59
halo effects, 58
selective perception, 58
self-fulfilling prophecies, 60–61
Performance
norms, 171
Performance assessment
bias, 31
comparative methods, 126
critical incident diary, 126–127
defined, 126
rating scales, 126
360° review, 127
Performance contingency, 92
Performance management
developmental purpose, 125
evaluation purpose, 125
Performance measurements
basis, 125
reliability test, 127
validity test, 127
Performance Multiplier, 127
Performance-contingent pay, 122
Performing stage, teams, 152
Permanent part-time work, 136
Persistence, in motivation, 100
Personal aggression, 91
Personal bias error, 128
Personal conception traits. See also Personality
authoritarianism/dogmatism, 39
defined, 37
Machiavellianism, 40
proactive personality, 38
self-monitoring, 40
Personal creativity drivers, 205–206
Personal leverage, 261
Personal power
defined, 263
expert, 265
Personal wellness, 43
Personality
defined, 34
personal conception traits, 37–40
in terms of emotional adjustment traits, 40–41
traits, 35
Personality testing, 39
Personalized charismatics, 310
Person-job fit, 120
Person-organization fit, 120
Person-role conflict, 170
Person-to-situation schemas, 56
Persuading, 262
Pessimists, 79
Physical barriers, 240
Physical distractions, 240
Planning, 15
Political behavior, 273
Political deviance, 91
Political skills
defined, 274
Politics
role of self-interest in, 270
self-interested, 270
word connotation, 270
Porter-Lawler model, 92
Position power
coercive, 264
defined, 263
reward, 264
Positive reinforcement
The Big Bang Theory, 67
defined, 65
leading with, 66
using, 69
Power
of celebrity, corruptive, 269
coercive, 264
defined, 260
expert, 265
force and, 260
importance of, 260
leader position, 307
in organizations, 274
reward, 264
social, 260
whistleblowing and, 261
Power bases
defined, 273
Power distance
defined, 45
orientation, 290
reducing, 311
Power or value asymmetries, 219
Prejudice, 29
Presence, 239
Presenteeism, 135
Presumption of administrative competence, 346
The Prince (Machiavelli), 40
Privacy, social networking and, 244
Proactive personality, 38
Problem-focused coping, 42
Problem-solving style
defined, 35
Problem-solving teams, 145
Procedural justice, 109
Process controls. See also Controls
defined, 356
formalization, 357
rules and procedures, 357
standardization, 357
Process innovations, 344
Process theories, 101
Production deviance, 91
Profit motive, 319
Profit sharing, 123
Programmed decision
certain environments and, 194
defined, 194
risk environments and, 194–195
Property deviance, 91
Proxemics, 178
Psychological empowerment, 131
Psychological reactance theory, 263
Q
Quality circles, 145
Quit, knowing when to, 202–203
R
Race and ethnicity, 30
Racial and ethnic stereotypes, 57
Racial bias, 128
Ranking, 126
Rating scales, 126
Rational commitment, 85
Rational decision model, 190
Receivers, 237
Recency error, 128
Reciprocal alliances, 267
Reflecting, 250
Reinforcement
continuous, 67
defined, 64
extinction and, 69
negative, 68
operant conditioning and, 64–65
pros and cons, 69
Relatedness needs, 102
Relational maintenance, 247–248
Relational repair, 247
Relational testing
defined, 246
disclosure and, 246
process, 247
Relational violations, 247
Relationship goals, 224
Relationship management, 77
Relations-oriented behavior, 304, 305
Reliability, performance measurements, 127
Representativeness heuristic, 201
Reputation risks, 196
Resistance, 268
Resource scarcity, 219
Restricted communication network, 177–178
Retrieval, in preception process, 56
Reward power, 264
Rewards
as cause of both satisfaction and performance, 92
contrived, 65
intrinsic, 121
motivational value of, 107
natural, 65
in performance causes satisfaction model, 92
Ringlemann effect. See Social loafing
Risk management
defined, 195
Rites, 335
Rituals, 335
Role ambiguity conflicts, 219
Roles. See also Team members; Teams
ambiguity, 170
conflict, 170
negotiation, 170
overload, 170
underload, 170
Romance of leadership, 288
Rule of conformity, 174
S
Sagas, 335
Satisficing decisions, 197
Scheduling positive reinforcement, 67–68
Schemas
defined, 54
person-to-situation, 56
script, 54
Scientific management, 129–130
Script schemas, 54
Secrecy, 253
Secretaries, 274
Selective listening, 240
Selective perception, 58
Selective screening, 53
Self management, in emotional intelligence (EI), 77
Self-awareness
in emotional intelligence (EI), 77
Self-concept, 28
Self-conscious emotions, 77
Self-directed work teams, 145
Self-efficacy
feedback, 253
ways to build or enhance, 63
Self-esteem, 29
Self-fulfilling prophecies
defined, 60
negative outcomes, 60
positive outcomes, 61
Self-interested politics, 270
Self-management
in emotional intelligence (EI), 77
Slumdog Millionaire and, 132
Self-managing teams, 145
Self-monitoring, 40
Self-regulation
as core building block of EI, 17
defined, 17
self-management as form of, 77
Self-serving bias, 62
Senders, 237
Sensation-thinking individuals, 37
Sensation-type individuals, 36
Servant leadership. See also Leadership
characteristics of, 319
defined, 319
spiritual values, 320
Sexual orientation, 32
Shared leadership, 296
Shared meanings, 337
Shared value view, 319
Sickness, work and, 135
Silence, 245
Simple design, 364
Skills
creativity, 206
defined, 16
social, 17
technical, 16
variety of, 131
Sleep for Success (Maas), 103
Small-batch production, 366
Smart workforces, 4
Social awareness
in emotional intelligence (EI), 77
in feedback orientation, 253
Social capital
benefits of, 275
Social construction
context dependency, 289
leadership as, 289
Social demands, team task, 155
Social exchange
defined, 21
Social identity, 34
Social learning
model of, 63
Social loafing
handling, 150
influences on, 150
Survivor and, 149
as tendency within groups, 172
Social media, impression management in, 56, 57
Social network analysis, 143–144
Social networks
human skills and, 18
in organizations, 274
privacy and, 244
Social power, 260
Social skills
defined, 17
in emotional intelligence (EI), 17
Social traits, 35. See also Personality
Socialized charismatic power orientation, 310
Socially constructed followership, 288–289
Socially constructed leadership, 284
Societal goals, 339
Specific environments, 368
Spillover effect, 41
Spotlight questions, ethics, 193
Staff units, 356
Stakeholders, 12
Standardization, 357
Star network, 177
Status congruence, 156
Status differences, 244
Stereotypes
ability, 58
age, 58
racial and ethnic, 57
Stigmas, 34
Stock options, 124
Storming stage, teams, 151
Strategic risks, 196
Stress
coping mechanisms, 42
defined, 40
outcomes of, 42
personal wellness and, 43
prevention, 42
vacation habits and, 41
work stressors, 41
Strikes, 216
Structural differentiation, 219
Structural holes, 276
“Student Leadership Practices Inventory)” 10
Subcultures, 330
Substance goals, 224
Substantive conflicts, 214
Success
flirting and chatting up for, 267
innovation, 343
source of, 129
Support and helpfulness team norms, 172
Supportive communication principles. See also Communication
defined, 248
disconfirmation and, 249
joint problem solving, 249
list of, 249
owning communication and, 249
problem focus, 249
specificity and objectivity, 249
Supportive leadership, 306, 307
Surface-level diversity, 28
Surfacing acting, 81
Sustainability, 6
Synergy, 148
System goals, 340
Systematic thinking, 198
T
Task activities, 168
Task motivation, 205
Task performance, 14
Task structure, 307
Task-oriented behavior, 305
Tasks
identity, 131
significance, 131
TAT (Thematic Apperception Test), 102
Team building
boot camps, 166
continuous improvement approach, 167
defined, 165
formal retreat approach, 167
outdoor experience approach, 166
Team cohesiveness
conformity to norms and, 174
defined, 174
increasing/decreasing, 175
Team communications
centralized network, 177
decentralized network, 177
interaction patterns, 177
proxemics and use of space, 178
Team composition, 156
Team creativity drivers, 206–207
Team decisions
assets and liabilities of, 180–181
brainstorming and, 182
by consensus, 180
defined, 203
Delphi technique, 183
by majority rule, 180
by minority rule, 180
nominal group technique, 182–183
by unanimity, 180
use recommendation, 205
Team members
high-performance teams, 164
must-have contributions by, 142
objective thinker, 168
role ambiguity, 170
role conflict, 170
role negotiation, 170
role overload/underload, 170
standing up, 178
success at complex tasks, 154
tough battler, 167
Team norms
conformity to, 174
defined, 170
discussing, 173
ethics, 172
improvement and change, 172
influencing, 173
organizational and personal pride, 172
performance, 171
support and helpfulness, 172
Team or group dynamics, 167
Team performance
meetings to discuss, 173
membership diversity and, 156–158
Teams
adjourning stage, 152
challenges, 165
collective intelligence, 157–158
composition of, 156
criteria for being effective, 148
cross-functional, 144
defined, 142
demographic faultlines and, 169
distributed leadership, 168
diversity-consensus dilemma, 157
employee involvement, 145
formal, 143
forming stage, 151
headphones and, 155
heterogeneous, 157
inter-team dynamics, 175
maintenance activities, 168
maturity criteria, 152
norming stage, 152
performing stage, 152
problem-solving, 145
resources and setting, 153–154
self-managing, 145
storming stage, 151
synergy, 148
task activities, 168
that make or do things, 143
that recommend things, 143
that run things, 143
Teamwork
defined, 142
emphasis on, 6
NASCAR, 144
worker-owner, 146
Technical demands, team task, 155
Technical skills
defined, 16
Technology
airline flight crews and, 367
intensive, 365
long-linked, 366
organizational design and, 365–368
Telecommuting
defined, 135
work-life balance and, 136
Telling problem, negotiation, 229
Temporary part-time work, 136
Thematic Apperception Test (TAT), 102
There is an I in Team: What Elite Athletes and Coaches Really Know About High Performance (de Rond), 248
Thinking-type individuals, 36
360° review, 127
Title VII of the Civil Rights Act of 1964, 30, 31
Top-down management subculture, 338
Total quality management, 357–358
Tough battlers, 167
Tough talk, 250
Trait approaches to leadership
defined, 302
early, 302
Transactional leadership, 312
Transformational leadership, 312
Transforming leadership theory, 311–312
Transparency, 253
Trust, in social exchange, 293–294
Two-factor theory
defined, 104
hygiene factors, 104
motivator factors, 104
Two-party negotiation, 224
Type A orientation
defined, 40
stress prevention, 42
Type B orientation, 40
U
Unanimity, decision by, 180
Uncertain environments, 194
Uncertainty avoidance, 45
Universal design, 34
Upward communication, 243
Upward delegation, 22
Upward leadership, 282
Upward referral, 222
Utility, in feedback orientation, 253
V
Vacations
freedom and responsibility
culture, 124
habits of, 41
Valence
defined, 110
low, 111
Validity, performance measurements, 127
Value congruence, 44
Values
asymmetries, 219
CEO, 339
defined, 43
incongruent, 44
national, dimensions of, 44–45
shared view, 319
sources of, 43
spiritual, 320
workplace-important, 44
Variable schedules, 68
Variable-interval schedules, 68
Variable-ratio schedules, 68
Vertical conflict, 218
Vertical keiretsu, 370
Vertical loading, 131
Vertical specialization, 354
Video games, 82
Virtual communication networks, 178–179
Virtual organizations, 367–368
Virtual teams. See also Teams
defined, 146
downsides of, 147
meetings, 147
steps to success, 146
Voice, 245
W
Wheel network, 177
Whistleblowing, 261
Willing followership, 282, 283
Willingness to ask concrete questions, 228
Willingness to share, 228
Willingness to trust, 228
Win-lose strategies, 223
Win-win strategies, 223
Women
attractiveness, in job hunting, 28
as breadwinner, 220
European quotas for, 85
inclusion and, 14
as leaders, 9
leaking pipeline, 31
parity for, 284
venture start-ups led by, 317
Work from home, 17
Work schedules
compressed workweeks, 134
flexible work hours, 134
part-time, 136
Work sharing, 135
Work stressors, 41
Workforce
diversity, 14
expectations, 6
smart, 4
Workgroups, 165
Work-home spillover, 91
Workplace
bullying, 90
Workplace-important values, 44
Y
Yoga, 59
Z
Zero sum game, 263
Zone of indifference, 264