| A | B |
|---|
| Formal Influence | The leadership role is part of the organization's structure. |
| Core Values | The important principles that will guide decisions and actions in the company. |
| Implementing | The effort to direct and lead people to accomplish the planned work of the organization. |
| Staffing | All of the activities involved in obtaining, preparing, and compensating the employees of a business. |
| Influence | Enables a person to affect the actions of others. |
| Ethical Business Practices | Ensure that the highest standards of conduct are observed in a company's relationships with everyone who is a part of the business or affected by the business' activities. |
| Management | The process of accomplishing the goals of an organization through the effective use of people and other resources. |
| Human Relations | The way people get along with each other. |
| Leadership | The effort to inspire and motivate individuals and groups to accomplish important goals. |
| Controlling | Determines to what extent the business is accomplishing the goals it set out to reach in the planning stage. |
| Planning | Analyzing information, setting goals, and making decisions about what needs to be done. |
| Management Style | The way a manager treats and involves employees. |
| Organizing | Identifying and arranging the work and resources needed to achieve the goals that have been set. |
| Informal Influence | The leadership role is not part of a formal structure. |
| Executives | Top-Level Managers with responsibilities for the direction and success of the entire business |
| Mid-Managers | Specialists with responsibilities for specific parts of a company's operations |
| Supervisors | The 1st level of management |
| Tactical Management | Style in which the manager is more directive and controlling |
| Strategic Management | Style in which managers are less directive and involve employees in decision-making |
| Mixed Management | Combo of Tactical/Strategic |
| Understanding | Respecting the feelings and needs of the people they work with |
| Initiative | Having the ambition and motivation to get work done without being asked |
| Dependability | Following through on commitments |
| Judgment | Making decisions carefully |
| Objectivity | Looking at all sides of an issue before making a decision |
| Confidence | Being willing to make decisions and take responsibility for the results |
| Stability | Not being too emotional or unpredictable |
| Cooperation | Working well with others, recognizing others' strengths, and helping to develop effective group relationships |
| Honesty | Being ethical in decision-making and treatment of others |
| Courage | Willing to take reasonable risks and make unpopular decisions |
| Communication | Able to listen, speak, and write effectively |
| Intelligence | Having the knowledge and understanding needed to perform well |
| Self Understanding | To be able to meet the expectations of others, leaders must first understand their own strengths and weaknesses |
| Understanding Others | Leaders recognize that people in a business often are more alike than different |
| Formal Communications | Methods have been established and approved by the organization |
| Informal Communications | Common but unofficial ways that information moves in an organization |
| Internal Communications | Occur between managers, employees, and work groups |
| External Communications | Occur between those inside the organization and outsiders such as customers, suppliers, and other businesses |
| Vertical Communications | Move up or down in an organization between management and employees |
| Horizontal Communications | Move across the organization at the same level, employee to employee or manager to manager |
| Oral Communications | Word-of-Mouth |
| Written Communications | Include Notes, letters, reports, and e-mail messages |
| Team Building | Businesses are made up of groups and teams, not individuals |
| Developing Job Satisfaction | Having jobs tha use their skills and interests |
| Position Influence | The ability to get others to accomplish tasks because of the position the leader holds |
| Reward Influence | Results from the leader's ability to give or withhold rewards |
| Expert Influence | Arises when group members recognize that the leader has special expertise in the area |
| Identity Influence | Stems from the personal trust and respect members have for the leader |
| Ethics | Code of Conduct |
