Business Management

5.

5.1.

Leadership Fundamentals

5.1.1.

Leadership vs. Management

5.1.1.1.

Leadership Characteristics

5.1.1.2.

Management Characteristics

5.1.1.3.

Complementary Roles

5.1.1.4.

Situational Requirements

5.1.2.

Sources of Leader Power

5.1.2.1.

5.1.2.1.1.

Legitimate Power

5.1.2.1.2.

5.1.2.1.3.

5.1.2.2.

5.1.2.2.1.

5.1.2.2.2.

5.1.2.2.3.

Information Power

5.1.3.

Leadership Effectiveness

5.1.3.1.

5.1.3.2.

Leader Behaviors

5.1.3.3.

Situational Factors

5.2.

Leadership Theories

5.2.1.

Early Leadership Theories

5.2.1.1.

5.2.1.1.1.

Physical Traits

5.2.1.1.2.

Personality Traits

5.2.1.1.3.

5.2.1.1.4.

Limitations of Trait Approach

5.2.1.2.

Behavioral Theories

5.2.1.2.1.

Ohio State Studies

5.2.1.2.1.1.

Initiating Structure

5.2.1.2.1.2.

5.2.1.2.2.

University of Michigan Studies

5.2.1.2.2.1.

Employee-Oriented Leaders

5.2.1.2.2.2.

Production-Oriented Leaders

5.2.1.2.3.

Managerial Grid

5.2.1.2.3.1.

Concern for People

5.2.1.2.3.2.

Concern for Production

5.2.1.2.3.3.

Leadership Styles

5.2.2.

Contingency Leadership Theories

5.2.2.1.

Fiedler's Contingency Model

5.2.2.1.1.

Least Preferred Coworker (LPC)

5.2.2.1.2.

Situational Variables

5.2.2.1.2.1.

Leader-Member Relations

5.2.2.1.2.2.

5.2.2.1.2.3.

5.2.2.1.3.

Leadership Effectiveness

5.2.2.2.

Hersey-Blanchard Situational Leadership

5.2.2.2.1.

Follower Readiness

5.2.2.2.2.

Leadership Styles

5.2.2.2.2.1.

5.2.2.2.2.2.

5.2.2.2.2.3.

5.2.2.2.2.4.

5.2.2.3.

Path-Goal Theory

5.2.2.3.1.

Leader Behaviors

5.2.2.3.1.1.

Directive Leadership

5.2.2.3.1.2.

Supportive Leadership

5.2.2.3.1.3.

Participative Leadership

5.2.2.3.1.4.

Achievement-Oriented Leadership

5.2.2.3.2.

Situational Factors

5.2.2.3.3.

Motivation Process

5.2.2.4.

Leader-Member Exchange Theory

5.2.2.4.1.

In-Group Members

5.2.2.4.2.

Out-Group Members

5.2.2.4.3.

Relationship Development

5.2.3.

Contemporary Leadership Theories

5.2.3.1.

Transformational Leadership

5.2.3.1.1.

Idealized Influence

5.2.3.1.2.

Inspirational Motivation

5.2.3.1.3.

Intellectual Stimulation

5.2.3.1.4.

Individualized Consideration

5.2.3.2.

Transactional Leadership

5.2.3.2.1.

Contingent Reward

5.2.3.2.2.

Management by Exception

5.2.3.2.3.

Laissez-Faire Leadership

5.2.3.3.

Charismatic Leadership

5.2.3.3.1.

Vision Articulation

5.2.3.3.2.

Personal Risk Taking

5.2.3.3.3.

Environmental Sensitivity

5.2.3.3.4.

5.2.3.4.

Authentic Leadership

5.2.3.4.1.

5.2.3.4.2.

Relational Transparency

5.2.3.4.3.

Balanced Processing

5.2.3.4.4.

Moral Perspective

5.2.3.5.

Servant Leadership

5.2.3.5.1.

Service Orientation

5.2.3.5.2.

Follower Development

5.2.3.5.3.

5.2.3.5.4.

Community Building

5.3.

5.3.1.

Understanding Motivation

5.3.1.1.

Motivation Process

5.3.1.2.

Intrinsic vs. Extrinsic Motivation

5.3.1.3.

Motivation Theories Classification

5.3.2.

Content Theories of Motivation

5.3.2.1.

Maslow's Hierarchy of Needs

5.3.2.1.1.

Physiological Needs

5.3.2.1.2.

5.3.2.1.3.

5.3.2.1.4.

5.3.2.1.5.

Self-Actualization Needs

5.3.2.1.6.

Theory Applications

5.3.2.1.7.

Theory Limitations

5.3.2.2.

Herzberg's Two-Factor Theory

5.3.2.2.1.

Hygiene Factors

5.3.2.2.1.1.

5.3.2.2.1.2.

5.3.2.2.1.3.

Working Conditions

5.3.2.2.1.4.

5.3.2.2.2.

Motivator Factors

5.3.2.2.2.1.

5.3.2.2.2.2.

5.3.2.2.2.3.

5.3.2.2.2.4.

5.3.2.2.2.5.

5.3.2.2.3.

Theory Applications

5.3.2.3.

McClelland's Three-Needs Theory

5.3.2.3.1.

Need for Achievement

5.3.2.3.2.

5.3.2.3.3.

Need for Affiliation

5.3.2.3.4.

Managerial Implications

5.3.3.

Process Theories of Motivation

5.3.3.1.

Expectancy Theory

5.3.3.1.1.

5.3.3.1.2.

Instrumentality

5.3.3.1.3.

5.3.3.1.4.

Motivation Force

5.3.3.1.5.

Managerial Applications

5.3.3.2.

5.3.3.2.1.

Input-Output Ratios

5.3.3.2.2.

Comparison Process

5.3.3.2.3.

Equity Restoration

5.3.3.2.4.

Managerial Implications

5.3.3.3.

Goal-Setting Theory

5.3.3.3.1.

Goal Characteristics

5.3.3.3.1.1.

5.3.3.3.1.2.

5.3.3.3.1.3.

5.3.3.3.1.4.

5.3.3.3.2.

Goal-Setting Process

5.3.3.3.3.

Management by Objectives (MBO)

5.3.4.

Contemporary Motivation Approaches

5.3.4.1.

Job Design Theory

5.3.4.1.1.

Job Characteristics Model

5.3.4.1.1.1.

5.3.4.1.1.2.

5.3.4.1.1.3.

Task Significance

5.3.4.1.1.4.

5.3.4.1.1.5.

5.3.4.1.2.

5.3.4.1.3.

5.3.4.1.4.

Job Enlargement

5.3.4.2.

Self-Determination Theory

5.3.4.2.1.

5.3.4.2.2.

5.3.4.2.3.

5.3.4.3.

Employee Recognition Programs

5.3.4.4.

Flexible Work Arrangements

5.4.

5.4.1.

Communication Process

5.4.1.1.

Communication Elements

5.4.1.1.1.

5.4.1.1.2.

5.4.1.1.3.

5.4.1.1.4.

5.4.1.1.5.

5.4.1.1.6.

5.4.1.1.7.

5.4.1.1.8.

5.4.2.

Types of Communication

5.4.2.1.

Verbal Communication

5.4.2.1.1.

Oral Communication

5.4.2.1.2.

Written Communication

5.4.2.1.3.

Advantages and Disadvantages

5.4.2.2.

Nonverbal Communication

5.4.2.2.1.

5.4.2.2.2.

Facial Expressions

5.4.2.2.3.

5.4.2.2.4.

5.4.3.

Communication Channels

5.4.3.1.

Formal Communication

5.4.3.1.1.

Downward Communication

5.4.3.1.2.

Upward Communication

5.4.3.1.3.

Lateral Communication

5.4.3.1.4.

Diagonal Communication

5.4.3.2.

Informal Communication

5.4.3.2.1.

Grapevine Communication

5.4.3.2.2.

Characteristics

5.4.3.2.3.

Management Implications

5.4.4.

Communication Networks

5.4.4.1.

Centralized Networks

5.4.4.1.1.

5.4.4.1.2.

5.4.4.2.

Decentralized Networks

5.4.4.2.1.

All-Channel Network

5.4.4.2.2.

5.4.5.

Barriers to Effective Communication

5.4.5.1.

Personal Barriers

5.4.5.1.1.

Perceptual Differences

5.4.5.1.2.

Emotional States

5.4.5.1.3.

Communication Skills

5.4.5.2.

Physical Barriers

5.4.5.2.1.

5.4.5.2.2.

5.4.5.2.3.

Technology Limitations

5.4.5.3.

Semantic Barriers

5.4.5.3.1.

Language Differences

5.4.5.3.2.

Jargon and Technical Terms

5.4.5.3.3.

Cultural Differences

5.4.5.4.

Organizational Barriers

5.4.5.4.1.

Hierarchical Levels

5.4.5.4.2.

Information Overload

5.4.5.4.3.

Time Constraints

5.4.6.

Improving Communication Effectiveness

5.4.6.1.

Active Listening

5.4.6.1.1.

Listening Skills

5.4.6.1.2.

Feedback Techniques

5.4.6.2.

Clear Message Construction

5.4.6.3.

Appropriate Channel Selection

5.4.6.4.

Cultural Sensitivity

5.4.6.5.

Technology Utilization

5.5.

Team Management

5.5.1.

Understanding Teams

5.5.1.1.

Groups vs. Teams

5.5.1.2.

5.5.1.2.1.

Functional Teams

5.5.1.2.2.

Cross-Functional Teams

5.5.1.2.3.

Self-Managed Teams

5.5.1.2.4.

5.5.1.2.5.

Problem-Solving Teams

5.5.2.

Team Development

5.5.2.1.

Stages of Team Development

5.5.2.1.1.

5.5.2.1.1.1.

5.5.2.1.1.2.

Member Introduction

5.5.2.1.1.3.

Initial Uncertainty

5.5.2.1.2.

5.5.2.1.2.1.

Conflict Emergence

5.5.2.1.2.2.

Role Clarification

5.5.2.1.2.3.

Power Struggles

5.5.2.1.3.

5.5.2.1.3.1.

Norm Development

5.5.2.1.3.2.

Cohesion Building

5.5.2.1.3.3.

Role Acceptance

5.5.2.1.4.

5.5.2.1.4.1.

High Performance

5.5.2.1.4.2.

Effective Collaboration

5.5.2.1.4.3.

Goal Achievement

5.5.2.1.5.

5.5.2.1.5.1.

Task Completion

5.5.2.1.5.2.

Team Dissolution

5.5.2.1.5.3.

Relationship Maintenance

5.5.3.

Team Effectiveness

5.5.3.1.

Team Composition

5.5.3.1.1.

Member Selection

5.5.3.1.2.

Skill Diversity

5.5.3.1.3.

5.5.3.2.

5.5.3.2.1.

Communication Patterns

5.5.3.2.2.

Decision-Making Processes

5.5.3.2.3.

Conflict Resolution

5.5.3.3.

5.5.3.3.1.

Organizational Support

5.5.3.3.2.

Resource Availability

5.5.3.3.3.

Performance Evaluation

5.5.4.

Managing Team Conflict

5.5.4.1.

Sources of Conflict

5.5.4.1.1.

5.5.4.1.2.

Process Conflicts

5.5.4.1.3.

Relationship Conflicts

5.5.4.2.

Conflict Resolution Strategies

5.5.4.2.1.

5.5.4.2.2.

5.5.4.2.3.

5.5.4.2.4.

5.5.4.2.5.

5.5.4.3.

Conflict Management Techniques

5.5.4.3.1.

5.5.4.3.2.

5.5.4.3.3.

Problem-Solving

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