| Doctoral Vocabulary | Original | This should be sorted alphabetically. |
| Item | Definition |
| Achievement-oriented perspective | Leadership actions that focus on achieving stated goals |
| Adaptive leadership | Leadership style that focuses on guiding followers to adapt to change. |
| Alienated followers | Capable employees who, usually as a result of past perceived injustice, choose not to take an active role in the organization |
| Annotated Bibliography | A list of reference works that includes individual commentary on the significance of the resource in addition to the citation information. All works reviewed are included in the bibliography whether or not they are cited in the document. Compare to Reference List. |
| Authoritative leadership | Leadership style in which the leader makes a majority of the decisions with little input from others |
| Benevolent leadership | Leadership style in which a leader demonstrates genuine concern for employee as he or she would for a close friend or family member |
| Burns's perspective | Burns believed that recognizing perspective was necessary for effective leadership. |
| Chapter 1 (of a dissertation) | The introduction to the dissertation |
| Chapter 2 (of a dissertation) | The literature review |
| Chapter 3 (of a dissertation) | The description of the methodology |
| Chapter 4 (of a dissertation) | The results or findings |
| Chapter 5 (of a dissertation) | The conclusions and suggestions for further research |
| Conformist follower | Participates in the activity of the organization, but is an uncritical thinker. A perceived "yes man." |
| Consultative leadership | Leadership style that encourages group input, but following receiving the input, the leader generally makes final decision |
| Contingency theory | Leadership style in which leader's behaviors and decisions are contingent upon external factors |
| Critical Thinking | The process of challenging ideas in order to increase understanding and make informed decisions based on that knowledge |
| DC Network | The Doctoral Community Web site is a unique collaboration and communication virtual learning community for GCU doctoral learners. |
| Democratic leadership | Leadership style in which group members participate in the decision-making process through a voting process |
| Dissertation | The culminating original research study produced by doctoral learners. It includes an abstract, and introduction (Chapter 1), a literature review (Chapter 2), a description of the methodology used (Chapter 3), a report of the results or findings (Chapter 4), a statement of the conclusions made along with their implications and suggestions for future research (Chapter 5), and a list of references. |
| Empirical Article | An article written by the person or group that conducted the original study |
| Empirical Study | See Empirical Article. |
| Ethical leadership | Behavior that is consistent with personal, societal, and organization values |
| Exemplary followers | Critical thinkers that are exceeding expectations and contributing positively to the organization |
| Exploitative leadership | Leadership style that demonstrates little concern for employee and uses negative strategies to achieve compliance |
| Fiedler’s Theory | See Contingency theory. |
| Firo-B | Fundamental Interpersonal Relations Orientation-Behavior assesses how personal needs affect how people relate to each other |
| Followership | Looking at all aspects of people who follow a leader, including the relationship between leaders and followers |
| Full range leadership | A combination of the transactional and transformational leadership. It proposes that a blending of leadership theories is needed |
| Great man theory | Theory that believes that leaders are born and not made |
| Greenleaf’s perspective | See Servant leadership. |
| Heifetz’s perspective | Compared leadership vs authority, concluding that leadership is an activity instead of a position |
| Hypothesis | A prediction of the results of a research study |
| Iterative Process | A process that cyclically repeats one or more steps It is often a create-reflect-evaluate-revise cycle |
| Laissez-faire leadership | Leadership in which leaders abdicate responsibility for leadership to the followers |
| Leader-Member Exchange Theory (LMX) | Leaders and followers maintain their positions through a series of unspoken agreements. Involved leaders developing an "in" group and an "out" group. |
| Least preferred coworker (LPC) | Scale to determine if a leader is primarily task oriented or relationship oriented |
| Level 5 leadership | Leadership that is exemplified by personal humility coupled with strong will |
| Lewin Field theory | Behaviors are a result of the influence of fields/forces that can either enable or prevent these behaviors |
| Likert scale | Asks respondents to provide level of agreement/disagreement to a statement |
| Limitations (of a study) | Indicators of the extent to which the study can not be generalized. Limitations may include the sample size, the scope of the study, obstacles encountered during the study, or other such ideas. |
| Literature Review | An exhaustive study, annotation, evaluation, comparison, and synthesis of the existing research materials on a given topic |
| Metacognition | The process of thinking about thinking |
| Methodology | The plan to gather data in order to answer the research question. Methodology includes qualitative, quantitative, and mixed research types. |
| Mixed Methods Research | Uses both qualitatitive and quantitative methods to help answer research questions |
| Moral leadership | Leadership in which decisions are more focused on issues of right and wrong rather than being legal or beneficial to the organization |
| Myers-Briggs Type Indicator | Assessment tool to determine personality type (of which there are 16) |
| Negative Study Results | Study results that disprove the original research hypothesis |
| Neuro-linguistic Programming (NLP) | NLP is built upon the idea that an understanding of a person’s experiences can be used to predict and/or change their future behavior. NLP links cognition with language to understand and predict follower behaviors, create leadership strategies, empower followers, and overcome resistance to organizational change. |
| Paraphrasing | Reproducing the content of the author's message but in one's own words. A citation and reference must be provided in order to give appropriate credit to the original author. |
| Participative leadership | Leadership style that seeks the input of others and incorporates that input in decisions |
| Participative-oriented perspective | Leadership actions that focus on involving group members |
| Passive followers | Do only what is told to do without enthusiasm or initiative |
| Path-Goal Theory | States that the primary job of a leader is to define a path to achieve assigned goals |
| Peer-Reviewed Journal | A scholarly journal in which the submissions are reviewed by experts in the given field prior to the article's publication. This assures scholarly and accurate content. |
| Plagiarism | The unathorized use of another's work. Plagiarism is unethical and has severe consequences both academically and professionally. |
| Practitioner-scholar | Individuals who blend academic research and professional practice An elite cadre of individuals given to research, reflection, and application of ideas |
| Primary Source | See Empirical Article. |
| Psychodynamic theory | Field that studies psychological motivations, emotions, and personalities to determine effective leadership strategies |
| Qualitative Research | Uses data gathered through words, interviews, and personal interactions to help answer research questions |
| Quantitative Research | Uses numbers (quantity) to help answer research questions Quantitative research relies heavily on statistics |
| Reddin’s 3D | Leadship style that focuses on Team Management, Output Management, and Situation Management |
| Refereed Journal | See Peer Reviewed Journal. |
| Reference List | A list of reference works cited in a paper or study. The reference list contains only the citation information. Only works cited in the document are included in the reference list. Compare to Annotated Bibliography. |
| Reflective Practice | The ongoing act of reflecting on ideas, attitudes, assumptions for the purpose of gaining deeper understanding and adapting actions as necessary |
| Reflective Thinking | Taking time to examine one's own thoughts and ideas in light of new information |
| Research Findings | See Study Results. |
| Research Question | The guiding question of a research study. The research study should ultimately answer the research question. |
| Residency | A physical convocation of doctoral learners held on campus for the purpose of honing skills, collaborating with peers, and promoting scholarship |
| Sample Population | The people or things that are the objects of a research study. A sample is used when the total population is too large to be effectively monitored. |
| Secondary Source | This source includes study information reported by someone other than the person or group that conducted the study. |
| Servant leadership | In the framework of servant leadership, the leader is motivated to serve the followers first and lead second. |
| Shared leadership | Participative or collaborative leadership |
| Situational leadership (Blanchard and Hersey) | Leadership style in which leaders encourage followers to work towards a common goal |
| Situational leadership II (Blanchard) | Leadership style that incorporates directing, coaching, supporting, and delegating |
| Skill | A learned behavior |
| Study Results | The outcomes of a research study. The results section details the factual information that was generated by completing the study. |
| Style | In leadership, a pattern of behavior. How a leader consistently acts. |
| Summarizing | The method of conveying the main idea or argument a writer makes in one's own words. A citation and reference must be provided in order to give appropriate credit to the original author. |
| T-group | "Training Group" in which group members are encouraged to share emotional experiences as they relate to other group members' actions and statements. Once known as "sensitivity training." |
| Theory X | Assumes followers are lazy, unmotivated, and need to be told what to do |
| Theory Y | Assumes followers are hard working, motivated, and the leader seeks their input and participation in the decision-making process |
| Trait | A notable feature or quality, often based upon a genetic or inherited quality |
| Transactional leadership | Leadership style that focuses on a system of rewards and punishments for followers |
| Transformational leadership | Leadership style that in which leaders encourage positive transformation in both leaders and followers, and that change that occurs is sustainable even after the leader leaves |
| Vroom’s expectancy | States that an employee's motivation for completing a task is based upon their expectancy of outcome(s) and anticipated rewards of completing the task |
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LDR-802-RS-DoctoralVocabulary_Student9.xlsx
