authority: legitimate power
bad faith: Jean-Paul Sartre’s term for decision-making that denies responsibility
bricoleur: a do-it-yourself pragmatic experimenter
calculative compliance: Etzioni’s term for compliance rooted in rational behaviour
charisma (strong): Weber’s original term for the supernaturally gifted individuals destined to save us in crises
charisma (weak): the subsequent watering down of Weber’s original sense to imply strong character
clumsy solutions: an approach to problem-solving rooted in transgressing elegant cultural boundaries
coercive compliance: Etzioni’s term for compliance rooted in force
command: a decision-style associated with crisis
community of fate: a community bound together by a shared fate
community of practice: Wenger’s original model of learning rooted in collective practice not individual cognition
competence: a discrete skill or trait
concertive action: distributive leadership whereby the whole is greater than the sum of the parts
constructive dissent: a form of follower dissent intended to protect the collective and prevent leaders from taking erroneous decisions
contingency theory: a model of leadership that relates an understanding of the situation to a form of leadership behaviour
cosmology episode: a critical point in a situation that threatens the sense-making of the individuals involved
critical problems: a problem defined by the commander as a crisis
destructive consent: a form of follower assent that threatens the collective by acquiescing to an erroneous decision by its leaders
devil effect: the assumption that a bad first impression (dis)colours all subsequent impressions
distancing: a mechanism by which leaders and followers keep each other apart physically and/or symbolically
distributed leadership: a form of collective leadership
egalitarianism: a political and cultural model rooted in equality and shared decision-making
elegant solutions: solutions that appear consistent with the cultural environment from which they appear
empathy: the ability to see the world through somebody else’s eyes
essentially contested concept: Gallie’s original term for a concept that would remain without consensus
fatalism: a cultural approach whereby resignation and acquiescence prevail
fatalist community: a community that has collectively given up its ability to resist or change
golden bridge: Sun Tzu’s term for the device that enables the other’ to save face and avoid further conflict
Great Man theory: Carlyle’s original model for explaining the development of history through the actions of a tiny number of extraordinary men
grid/group: Douglas’s terms for constructing her cultural heuristic
halo effect: the assumption that a first positive impression colours all aspects of the other’
hard wiring: the assumption that behaviours are genetically coded into humans and therefore beyond change
heterarchy: a mobile hierarchy in which decision-making changes with the situation
hierarchy: a model of organizational coordination and decisionmaking in which inequalities of power and knowledge increase with ascendant position
hierarchy of needs: Maslow’s original model that suggests that lower (physiological) needs take priority over higher (cognitive) needs
ideal types: Weber’s original methodological device for comparing organizational forms by reference to a theoretically perfect (but nonexistent) model
individualism: the cultural model that explains the world by reference to individual economically rational action and logical patterns of behaviour
institutional sclerosis: Olsen’s claim that over time organizations became more rigid and inefficient
inverse learning: the assumption that learning to lead derives from responding to cues from followers
irresponsible followership: a model of followership that attributes all responsibility for all decisions to the leadership
leaderful organizations: the claim that organizations can have multiple leaders rather than either being led by a leader or being leaderless
leadership: the art of engaging a group or community into facing its wicked problems
LMX: leader–member exchange theory
Machiavellian: a model of behaviour that implies leaders should do whatever is necessary to achieve the public good
management: the science of directing the appropriate process to solve tame problems
mundane activities: the assumption that leadership is actually rooted in the rather humdrum activities of everyday discussions and social exchanges rather than the extraordinary aspects of charismatic leadership
negative capability: Keats’s claim that the ability to remain comfortable with uncertainty was extraordinarily important in decision-making
nemo sine vitio est: ‘no-one is without fault’
New Public Management: the Thatcher/Reagan/Blair model of public governance rooted in a combination of markets, targets, and customers
normative compliance: Etzioni’s term for compliance rooted in followers wanting to follow a leader of their own volition
path-goal theory: House’s contingency model of leadership rooted in the relationship between various variables
permission-giving: a model of leadership that suggests that in the absence of formal or informal permission from leaders, followers tend not to take risks
political nous: the ability to read organizational situations
positive deviance: the group of individuals in organizations whose deviation from the rules and norms enables them to achieve what others who comply cannot
power: the ability to get someone to do something they wouldn’t otherwise have done
prototypes: a model of leadership that suggests the most likely candidates for leadership are those who embody the most extreme forms of the cultural norms
responsible followers: followers who accept responsibility for the fate of their organization rather than attribute it to the formal leaders
reverse dominance hierarchies: the organizational collection of individuals formed to resist the dominance of an unpopular individual leader
romance of collaborative leadership: the assumption that distributive leadership can solve all organizational problems
romance of leadership: the assumption that organizational success or failure is the direct result of the leader’s actions
scapegoating: a form of collective response in times of crisis that allows the collective to remain innocent’
scientific management (Taylorism): Taylor’s model for increasing the productivity of industry through the application of scientific methods
social capital: the accumulation of social networks that build up effective organizations
social identity theory: a model of leadership rooted in collective identity as the primary source of collective mobilization
tame problems: problems that are commonly solved by the application of standard operating procedures
Theory X: McGregor’s original model (close to Hobbes) whereby ‘human nature’ suggests people are fundamentally lazy and selfish and need to be coerced into productive work
Theory Y: McGregor’s original term (close to Rousseau) whereby human nature’ suggests people are fundamentally responsible and selfless and need to be freed from coercion if they are to engage in productive work
THWαMPs: tall handsome white alpha-males of privilege
traits: patterns of behaviour or personal characteristics
transactional leadership: a model of leadership that takes the exchange process as critical
transformational leadership: a model of leadership that attempts to lift followers beyond their self-interests
wheelwright leadership: a model of leadership whereby success does not relate to the expertise of the individual leader but to the ability of that leader to engage a team of experts
white elephant: a model of leadership whereby only god-like individuals can succeed
wicked problems: problems that are either new or recalcitrant for which there are no apparent answers, and which require collaborative effort to address
Zeitgeist: the ‘spirit of the times’