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The process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals.
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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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The ways a manager chooses to influence others and how they approach planning, organizing, and controlling.
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The authority that a manager has by virtue of his or her position in an organization’s hierarchy.
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The ability of a manager to give or withhold tangible and intangible rewards.
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The ability to persuade someone to do something that he or she otherwise would not.
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Power that is based in 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 responsibilities.
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Behaviour indicating that a manager trusts, respects, and cares about subordinates.
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Behaviours 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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Models of leadership that take into account the variables in the situation or context in which leadership occurs.
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The extent to which followers like, trust, and are loyal to their leader; can be good or poor.
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The extent to which the work to be performed is clear-cut so that a leader’s subordinates know what needs to be accomplished and how to go about doing it; can be high or low.
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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; can be strong or weak.
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A contingency model of leadership that focuses on the followers’ readiness.
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A contingency model of leadership proposing that leaders can motivate subordinates by identifying their desired outcomes, rewarding them for high performance and the attainment of work goals with these desired outcomes, and clarifying for them the paths leading to the attainment of work goals.
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Characteristics of subordinates or characteristics of a situation or context that act in place of the influence of a leader and make leadership unnecessary.
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Leaders who guide their subordinates toward expected goals by rewarding them for high performance and reprimanding them for low performance, with no expectation of exceeding expected behaviour.
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Leadership that makes 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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Enthusiastic, self-confident leaders who are able to communicate clearly their vision of how good things could be.
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Behaviour a leader engages in to make followers aware of problems and view these problems in new ways, consistent with the leader’s vision.
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Behaviour a leader engages in to support and encourage followers and help them develop and grow in the job.
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The ability to understand and manage one’s moods and emotions and the moods and emotions of other people.
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