Intersections

	B	C	D	E	H	I	J	K	L	N	P	Q
1	Human	Symbolic	Structural	Political

2	Leadership Duties		Mangerial Duties		1	Needs of System
3	Transformational Leadership		Transactional Leadership			1a	Managerial Duties
4	Natural		Rational	Open		1b	Leadership Duties			Transformational Leadership	Collective Efficacy	Natural Systems
5	Ideographic		Nomothetic							Internal Locus of Control	Symbolic Structrue
6					2	Transational Leadership				Shared Leadership	Shared Vision
7						2a	Contingent Rewards
8						2b	Active Management by Exception
9						2c	Passive Management by Exception
10					3	Laissez-Faire
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12					4	Transformational Leadership
13						4a	Idealized Influence
14						4b	Inspirational Motivation
15						4c	Intellectual Stimulation
16						4d	Individualized Consideration
17
18					5	Organizational Systems
19						5a	Rational
20						5b	Natural
21						5c	Open
22
23					6	Aspects of Organizations
24						6a	Ideographic
25						6b	Nomothetic
26
27					7	Personality Traits
28						7a	Introverted	Extroverted	7b
29						7c	Intuition	Sensing	7d
30						7e	Thinking	Feeling	7f
31						7g	Perceiving	Judging	7h
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33					8	Leadership Behaviors
34						8a	Task-Oriented
35						8b	Relation-Oriented
36						8c	Change-Oriented
37
38					9	Servent Leadership
39						9a	Listening
40						9b	Empathy
41						9c	Healing
42						9d	Awareness
43						9e	Persuation
44						9f	Conceptualization
45						9g	Foresight
46						9h	Stewardship
47						9j	Commitment to Personal Growth of Others
48						9k	Build Community
49
50					10	Human Behavior
51						10a	Maslow's Pyramid
52						10b	Motivation-Hygene Factors
53						10c	McClelland's Achievement-Oriented
54						10d	deCharms' need for autonomy
55
56					11	Six Types of Power
57						11a	Cohersive
58						11b	Legitimate
59						11c	Informational
60						11d	Referrent
61						11e	Expert
62						11f	Reward
63
64					12	Organizational Structure
65						12a	Weberian
66						12b	Professional
67						12c	Autoritarian
68						12d	Chaotic
69
70					13	Organizational Theories
71						13a	March/Olsen - Garbage Can Model
72						13b	Weimer - Attribution Theory
73						13c	Dweck - Ability Theory
74						13d	Greenberg - Equity
75						13e	Vroom - Expectancy Theory
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77					14	Shared/Democratic/Distributed Leadership style
78
79					15	Organizational....Stuff
80						15a	Burke
81						15b	Deming
82						15c	Dufour and Eaker
83						15d	Glasser
84						15e	Senge
85
86					16	Locus of Control
87						16a	Internal
88						16b	External
89
90					17	Efficacy
91						17a	Self-Efficacy
92						17b	Collective Efficacy
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