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Definition
| the process b which individual exerts influence over other people and inspires, motivates, and directs their actiities to help achieve group or organizational goals |
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Term
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| an individual who is able to exert influence over other people to help achieve group or organizational goals |
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Term
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| a leader who has a strong desire to serve and work for the benefit of others |
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| the authority that a manager has by virtue of his or her position in an organization's hierchy |
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| the ability of a manager to give or withold tangible and intangible rewards |
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| the ability o a manager to punish others |
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| power that is based on the special knowledge, skills, and expertise that a leader possesses |
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| power that comes from subordinates' and coworkers' respect, admiration, and loyalty |
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| the expansion of employees' knowledge, tasks, and decision-making responsibilites |
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| behavior indicating that a manager trusts, respects, and cares about subordinates |
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| behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective |
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| relationship-oriented leaders |
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| leaders whose primary concern is to develop good relationships with their subordinates and to be liked by hem |
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Term
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Definition
| leaders whose primary concen is to ensure taht subordinates perform at a high level |
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| the extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading |
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| the extent to which the work to be performed is clear-cut so that a leader's sbordinates know what needs to be accomplished and how to go about doing it; a determinant of how favorable a situation s for leading |
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Term
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| the amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization; a determinant of how favorable a situation is for leading |
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Term
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Definition
| a contingency model of leadership proposing that leaders can motivate subordinates by identifying their desired outcomes, rewarding them for high performance and the attainmentof work goals with these desired outcomes, and clarigyin for them the paths leading to the attainment of work goals |
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| a chracteristic of a subordinate or of a situation or context that acs in place fo the influence o a leader and makes leadership unnecessary |
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Term
| transformational leadership |
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Definition
| leadership that makers subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs for personal growth and that motivates subordinates to work for the good of the organization |
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Term
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| an enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be |
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| behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader's vision |
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Term
| developmental consideration |
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Definition
| behavior a leader engages in to support and encourage followers and help them develop and grow on the job |
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Term
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Definition
| leadership that motivates subordinates by rewarding them for high performace and reprimanding them for low performance |
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