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| charismatic leadership | Use of interpersonal attraction, or "charisma," to motivate employees to pursue organizational goals over self-interest. (See page(s) 235) |
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| consideration | Creating mutual respect and trust with followers. (See page(s) 229) |
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| contingency factors | Variables that influence the appropriateness of a leadership style. (See page(s) 234) |
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| in-group exchange | A partnership characterized by mutual trust, respect, and liking. (See page(s) 238) |
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| initiating structure | Organizing and defining what group members should be doing. (See page(s) 229) |
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| leadership | Influencing employees to voluntarily pursue organizational goals. (See page(s) 228) |
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| out-group exchange | A partnership characterized by a lack of mutual trust, respect, and liking. (See page(s) 238) |
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| servant-leadership | Focuses on increased service to others rather than to oneself. (See page(s) 240) |
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| situational theories | Propose that leader styles should match the situation at hand. (See page(s) 231) |
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| superleader | Someone who leads others to lead themselves. (See page(s) 240) |
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| transactional leadership | Focuses on interpersonal interactions between managers and employees. (See page(s) 235) |
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| transformational leadership | A leadership style involving the creation, communication, and modelling of a vision, and behaviours aimed at building commitment to the vision on the part of their followers. (See page(s) 235) |