The potential ability to influence other's behavior.
The ability to influence people toward the attainment of organizational goals.
Soul, Visionary, Passionate, Creative, Flexible, Inspiring, Innovative, Courageous, Imaginative, Experimental, Initiates change, Personal Power
Mind, Rational, Consulting, Persistent, Problem solving, Tough-minded, Analytical, Structured, Deliberate, Authoritative, Stabilizing, Position power
Power that stems from a formal management position in an organization and the authority granted to it.
Power that results from the authority to bestow (give) rewards on other people
Power that stems from the authority to punish or recommend punishment
Power that stems from special knowledge of or skill in the tasks performed by subordinates
Power that results from characteristics that command subordinates' identification with respect and admiration for, and desire to emulate the leader
Distinguishing personal characteristics such as intelligence, values, and appearance
A leader who tends to centralize authority and rely on legitimate, reward, and coercive power to manage subordinates
A leader who delegates aurthority to others, encourages participation, and relies on expert and referent power to manage subordinates.
The type of behavior that describes the extent to which the leader is sensitive to the subordinates, respects their ideas and feelings, establishes mutual trust
A type of leader behaviou that describes the extent to which the leader is task oriented and directs subordinate work activities toward goal attainment
A two dimensional leadership theory that measures leader's concern for people and concern for production
A model of leadership that describes the relationship between leadership styles and specific organizational situations
A questionnaire designed to measure relationship-oriented vs. task oriented leadership styles according to the leader's choice of adjectives for describing the "least preferred coworker"
The group atmosphere and members' attitude toward accepting the leader
the extent to which tasks performed by the group are defined, involve specific procedures, and have clear explicit goals, etc.
A contingency approach to leadership specifying that the leader's responsibility is to increase subordinates' motivation by clarifying the behaviors necessary for task accomplishment and rewards
A situational variable that makes a leadership style unnecessary or redundant
A situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors
A leader who clarifies subordinates' role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates
A leader who has the ability to motivate subordinates to transcend their expected performance
An attractive, ideal-future that is credible and yet not readily attainable
A leader distinguished by a special ability to bring about innovation and change
A leadership style characterized by values such as inclusion, collaboration, relationship building, and caring
A leader who works to fulfill subordinates' needs and goals as well as to achieve the organization's larger mission
The systematic process through which managers regulate organizational activities to make them consistent with expectations established in plans, targets, and standards of performance
Employee centered leader
Leaders who set high performance goals and display supportive behavior toward their Subordinates
Job centered leader
Leaders who aren't very concerned with subordinates, but concentrate on schedules, production efficiency, and keeping costs low
reflects high concern for tasks and a low concern for people and relationships
based on a high concern for both people and tasks
is based on combo of high concern for people and relationships and low concern for production tasks
Provides subordinates with minimal directions and support for the relationship. This style works best when readiness is high.
Low readiness level
Followers have little experience, skills, poor abilities, confidence. Good with a Telling style
Moderate readiness level
selling style is appropriate. Subordinates might lack some education and experience but they demonstrate high confidence, ability, interest, and willingness to learn. Give direction and seek input. Good for a Selling style
High readiness level
Subordinates might have necessary education, experience and skills but might be insecure in their abilities and need some guidance. Leader guides followers' development and acts as a resource for advice and assistance.
Good for Participating style
Very high readiness level
Subs. have very high level of education, experience, and readiness to accept responsibility.Leader can just provide general goal and sufficient authority to do the task as followers see fit. Delegating style is appropriate.