WGU D072 Fundamentals for Success in Business
Study online at https://quizlet.com/_he2p8w
1. Autocratic Leadership: A form of leadership in which the leader makes decisions
on his or her own and then announces those decisions to the group.
2. Authoritative Leadership: -Makes decisions for the group
-Staff output is high
-Uses coercion (gets people to do things via force or threats)
-Communications goes down a chain of command
3. Laissez-faire Leadership: A leadership style that leaves much of the business
decision-making to the workforce - a 'hands off' approach and the reverse of the
autocratic style
4. Participative Leadership: Leaders work with team members to make decisions
together. They support and encourage them and are more participatory. M3 Follow-
ers
5. Selling leadership: Leaders are still the decision-makers, but they communicate
and work to persuade employees rather than simply direct them. M2 Followers
6. Telling Leadership: This is a directive and authoritative approach. The leader
makes decisions and tells employees what to do. M1 Followers
7. Delegating Leadership: The leader assigns decision-making responsibility to
team members but oversees their work. M4 Followers
8. People Oriented Leadership: creating overall success by building lasting rela-
tionships with employees. This type of leader does care about tasks and schedules,
but he/she believes that work culture is more important.
9. Task-oriented Leadership: focuses on overall success through the completion
of tasks. This type of leader doesn't care as much about relationship building as
he/she cares about workers meeting particular goals within a preset time frame.
10. Transactional Leadership: leadership based on an exchange process in which
followers are rewarded for good performance and punished for poor performance
11. Visionary Leadership: leadership that creates a positive image of the future
that motivates organizational members and provides direction for future planning
and goal setting
12. Transformational Leadership: leadership that generates awareness and ac-
ceptance of a group's purpose and mission and gets employees to see beyond their
own needs and self-interests for the good of the group
13. Servant Leadership: focuses on providing increased service to others—meet-
ing the goals of both followers and the organization—rather than to oneself.
14. Passive Aggressive: making indirect accusations, showing resentment, pro-
crastination, and other behaviors aimed at thwarting another's resolution of conflict
15. Passive: a behavior influenced by intimidation that can often lead to feelings of
resentment and victimization
1/5
, WGU D072 Fundamentals for Success in Business
Study online at https://quizlet.com/_he2p8w
16. Aggressive: an aggression-based behavior that employs intimidation and ma-
nipulation
17. Assertive: Acting with confidence and force; sure of one's self
18. Denotation and Connotation: connotation is an implied meaning, denotation
is the exact definition
19. Self Regulation: the exercise of voluntary control over the self to bring the self
into line with preferred standards
20. Moral Identity: the aspect of personality that is present when individuals have
moral notions and commitments that are central to their lives
21. Machiavellianism: the degree to which an individual is pragmatic, maintains
emotional distance, and believes that ends can justify means (Manipulative)
22. Inspirational Appeal: An influence tactic designed to appeal to one's values
and ideals, thereby creating an emotional or attitudinal reaction
23. Rational Persuasion: An influence tactic using logical arguments and hard facts
to show the target that the request is a worthwhile one
24. Legitamate Power: power due to position
25. Reverent power: Power earned by those who are respected
26. Beliefs: specific ideas that people hold to be true
27. Norms: rules and expectations by which a society guides the behavior of its
members
28. Culture: the enduring behaviors, ideas, attitudes, values, and traditions shared
by a group of people and transmitted from one generation to the next
29. Ethics: the principles of right and wrong that guide an individual in making
decisions
30. whistle-blowing: The disclosure of information by a company insider that ex-
poses illegal or unethical behavior by others within the organization
31. Sheltering: protecting
32. Green Washing: Deceptive practices used to promote the perception that an
organizations product, aims or policies are environmentally friendly
33. Cherry Picking: act of pointing at individual cases or data that seem to confirm
a particular position, while ignoring a significant portion of related cases or data that
may contradict that position
34. Adhocracy Culture: (Create) has an external focus and values flexibility
35. Clan Culture: (Collaborate) internal focused, values flexibility rather than stabil-
ity and control, encourages collaboration among employees
36. Hierarchy Culture: (Control) has an internal focus and values stability and
control over flexibility
37. Market Culture: (Compete) has a strong external focus and values stability and
control
2/5
Study online at https://quizlet.com/_he2p8w
1. Autocratic Leadership: A form of leadership in which the leader makes decisions
on his or her own and then announces those decisions to the group.
2. Authoritative Leadership: -Makes decisions for the group
-Staff output is high
-Uses coercion (gets people to do things via force or threats)
-Communications goes down a chain of command
3. Laissez-faire Leadership: A leadership style that leaves much of the business
decision-making to the workforce - a 'hands off' approach and the reverse of the
autocratic style
4. Participative Leadership: Leaders work with team members to make decisions
together. They support and encourage them and are more participatory. M3 Follow-
ers
5. Selling leadership: Leaders are still the decision-makers, but they communicate
and work to persuade employees rather than simply direct them. M2 Followers
6. Telling Leadership: This is a directive and authoritative approach. The leader
makes decisions and tells employees what to do. M1 Followers
7. Delegating Leadership: The leader assigns decision-making responsibility to
team members but oversees their work. M4 Followers
8. People Oriented Leadership: creating overall success by building lasting rela-
tionships with employees. This type of leader does care about tasks and schedules,
but he/she believes that work culture is more important.
9. Task-oriented Leadership: focuses on overall success through the completion
of tasks. This type of leader doesn't care as much about relationship building as
he/she cares about workers meeting particular goals within a preset time frame.
10. Transactional Leadership: leadership based on an exchange process in which
followers are rewarded for good performance and punished for poor performance
11. Visionary Leadership: leadership that creates a positive image of the future
that motivates organizational members and provides direction for future planning
and goal setting
12. Transformational Leadership: leadership that generates awareness and ac-
ceptance of a group's purpose and mission and gets employees to see beyond their
own needs and self-interests for the good of the group
13. Servant Leadership: focuses on providing increased service to others—meet-
ing the goals of both followers and the organization—rather than to oneself.
14. Passive Aggressive: making indirect accusations, showing resentment, pro-
crastination, and other behaviors aimed at thwarting another's resolution of conflict
15. Passive: a behavior influenced by intimidation that can often lead to feelings of
resentment and victimization
1/5
, WGU D072 Fundamentals for Success in Business
Study online at https://quizlet.com/_he2p8w
16. Aggressive: an aggression-based behavior that employs intimidation and ma-
nipulation
17. Assertive: Acting with confidence and force; sure of one's self
18. Denotation and Connotation: connotation is an implied meaning, denotation
is the exact definition
19. Self Regulation: the exercise of voluntary control over the self to bring the self
into line with preferred standards
20. Moral Identity: the aspect of personality that is present when individuals have
moral notions and commitments that are central to their lives
21. Machiavellianism: the degree to which an individual is pragmatic, maintains
emotional distance, and believes that ends can justify means (Manipulative)
22. Inspirational Appeal: An influence tactic designed to appeal to one's values
and ideals, thereby creating an emotional or attitudinal reaction
23. Rational Persuasion: An influence tactic using logical arguments and hard facts
to show the target that the request is a worthwhile one
24. Legitamate Power: power due to position
25. Reverent power: Power earned by those who are respected
26. Beliefs: specific ideas that people hold to be true
27. Norms: rules and expectations by which a society guides the behavior of its
members
28. Culture: the enduring behaviors, ideas, attitudes, values, and traditions shared
by a group of people and transmitted from one generation to the next
29. Ethics: the principles of right and wrong that guide an individual in making
decisions
30. whistle-blowing: The disclosure of information by a company insider that ex-
poses illegal or unethical behavior by others within the organization
31. Sheltering: protecting
32. Green Washing: Deceptive practices used to promote the perception that an
organizations product, aims or policies are environmentally friendly
33. Cherry Picking: act of pointing at individual cases or data that seem to confirm
a particular position, while ignoring a significant portion of related cases or data that
may contradict that position
34. Adhocracy Culture: (Create) has an external focus and values flexibility
35. Clan Culture: (Collaborate) internal focused, values flexibility rather than stabil-
ity and control, encourages collaboration among employees
36. Hierarchy Culture: (Control) has an internal focus and values stability and
control over flexibility
37. Market Culture: (Compete) has a strong external focus and values stability and
control
2/5
