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The capability of a worker, system, or organization to produce output per time period. It can be classified as budgeted, dedicated, demonstrated, productive, protective, rated, safety, or theoretical.;
The sum total of an individual's personality traits and the link between a person's values and her behavior.;
Charismatic leader;
An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.;
The short-term phenomenon created by the current junior or senior leaders. Organizational climate is a system of the perception of people about the organization and its leaders, directly attributed to the leadership and management style of the leaders, based on the skills, knowledge and attitude and priorities of the leaders. The personality and behavior of the leaders creates a climate that influences everyone in the organization.;
Coercive power;
The power a leader has because of his or her ability to punish or control.;
Commander's Intent;
A concise expression of the purpose of the operation which must be understood two echelons below the issuing commander. It is the single unifying focus for all subordinate elements. It is not a summary of the concept of the operation. Its purpose is to focus subordinates on the desired end state. Its utility is to focus subordinates on what has to be accomplished in order to achieve success, even when the plan and concept of operations no longer apply, and to discipline their efforts toward that end.;
Comprises the ability to express oneself effectively in individual and group situations, either orally or in writing. It involves a sender transmitting an idea to a receiver.;
Company / Corporation;
A legally defined business entity separate from its owners. It lives on independently of the original owners or employees. It can own assets. it can sue and be sued in the courts. The legal requirements and limitations regarding the setting up of a Company or Corporation are determined by Company law. This also provides the entity with Limited Liabiilty.;
Complex Adaptive Systems;
A Complex Adaptive System is a group of interdependent rule-following single Agents (people, animals, markets, natural events etc.) with complex interactions which result in system-wide patterns across the group. Agents make decisions in accordance with these rules, and are ready to modify their actions on the basis of new information that comes their way. Agents in complex systems make their decisions based on what they know, i.e. local, rather than global information. Computer simulation models called "cellular automata" (e.g., Game of Life) demonstrate how such separate agents can independently follow a simple set of rules of behavior and then collectively generate complex and unpredictable (but "emergent") patterns at a group level.;
Conflict of Interest;
Any business activity, personal or company related, that interferes with the company's goals or that entails unethical or illegal actions.;
The extent to which a leader had job relationships characterised by mutual trust and respect for group members' ideas and feelings.;
Any element or factor that prevents a person from reaching a higher lever of performance with respect to her goal.;
Constraint Management;
The practice of managing resources and organizations in accordance with the Theory Of Constraints (TOC) principles.;
Corporate Culture;
The set of important assumptions that members of the company share. It is a system of shared values about what is important and beliefs about how the company works. These common assumptions influence the ways the company operates.;
Corrective Action;
The implementation of solutions resulting in the reduction or elimination of an identified problem.;
Talking with a person in a way that helps that person solve a problem or helps to create conditions that will cause the person to improve his behavior, character, or values. The providing of basic, technical, and sometimes professional assistance to employees to help them with personal and work related problems.;
The virtue that enables us to conquer fear, danger, or adversity, no matter what the context happens to be (physical or moral). Courage includes the notion of taking responsibility for decisions and actions. Additionally, the idea involves the ability to perform critical self-assessment, to confront new ideas, and to change.;
The degree to which followers perceive someone as honest, competent, and able to inspire.;
The long-term complex phenomenon that can be affected by strategic leaders. Culture represents the shared expectations and self-image of the organization. The mature values that create "tradition", the play out of "climate" or "the feel of the organization" over time, and the deep, unwritten code that frames "how we do things around here" contribute to the culture. Organizational culture is a system of shared values, assumptions, beliefs, and norms that unite the members of the organization. Individual leaders cannot easily create or change culture.;