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The potential ability to influence other's behavior.


The ability to influence people toward the attainment of organizational goals.

Leader Qualities

Soul, Visionary, Passionate, Creative, Flexible, Inspiring, Innovative, Courageous, Imaginative, Experimental, Initiates change, Personal Power

Manager Qualities

Mind, Rational, Consulting, Persistent, Problem solving, Tough-minded, Analytical, Structured, Deliberate, Authoritative, Stabilizing, Position power

Legitimate Power

Power that stems from a formal management position in an organization and the authority granted to it.

Reward Power

Power that results from the authority to bestow (give) rewards on other people

Coercive Power

Power that stems from the authority to punish or recommend punishment

Expert Power

Power that stems from special knowledge of or skill in the tasks performed by subordinates

Referent Power

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

Autocratic Leader

A leader who tends to centralize authority and rely on legitimate, reward, and coercive power to manage subordinates

Democratic Leader

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

Initiating Structure

A type of leader behaviou that describes the extent to which the leader is task oriented and directs subordinate work activities toward goal attainment

Leadership grid

A two dimensional leadership theory that measures leader's concern for people and concern for production

Contingency approach

A model of leadership that describes the relationship between leadership styles and specific organizational situations

LPC scale

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"

Leader-member relations

The group atmosphere and members' attitude toward accepting the leader

Task structure

the extent to which tasks performed by the group are defined, involve specific procedures, and have clear explicit goals, etc.

Path-goal theory

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

Transactional Leader

A leader who clarifies subordinates' role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates

Charismatic Leader

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

Transformational leader

A leader distinguished by a special ability to bring about innovation and change

Interactive Leadership

A leadership style characterized by values such as inclusion, collaboration, relationship building, and caring

Servant Leader

A leader who works to fulfill subordinates' needs and goals as well as to achieve the organization's larger mission

Organizational control

The systematic process through which managers regulate organizational activities to make them consistent with expectations established in plans, targets, and standards of performance

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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

Telling style

reflects high concern for tasks and a low concern for people and relationships

Selling style

based on a high concern for both people and tasks

Participating style

is based on combo of high concern for people and relationships and low concern for production tasks

Delegating style

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.

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