| authority | The right to perform or command; also, the rights inherent in a managerial position to make decisions, give orders, and utilize resources.
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| behavioral leadership approach | Attempts to determine the distinctive styles used by effective leaders.
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| charisma | Form of personal attraction that inspires acceptance and support.
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| contingency approach to leadership | The belief that the effectiveness of leadership behavior depends on the situation at hand.
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| contingency leadership model | Fiedler's theory (1951) that leader effectiveness is determined by both the personal characteristics of leaders and by the situations in which leaders find themselves; the leader's style is either task-oriented or relationship-oriented, and it must be determined which style fits the situation at hand.
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| coercive power | One of five sources of power; the power held by all managers, which results from their authority to punish their subordinates.
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| e-leadership | Leadership that involves one-to-one, one-to-many, and within-and between-group and collective interactions via information technology..
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| emotional intelligence | The ability to cope, to empathize with others, and to be self-motivated.
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| expert power | One of five sources of power; the power resulting from one's specialized information or expertise.
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| full-range leadership | Approach that suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibilty (laissez-faire) "leadership" at one extreme through transactional leadership, to transformational leadership at the other extreme.
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| leadership | The ability to influence employees to voluntarily pursue organizational goals.
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| leadership grid model | Blake and Mouton's leadership training model; the ideal leadership style has a high concern for (1) production, the job aspects of subordinates' behavior, and (2) people, the human aspects of their behavior.
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| legitimate power | One of five sources of power; all managers have this power, which results from their formal positions with the organization.
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| Level 5 leadership | Leadership situation in which an organization is led by a Level 5 executive who possesses the paradoxical characteristics of humility and a fearless will to succeed, as well as the capabilities associated with levels 1-4: highly capable, contributing, competent, effective.
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| meta-analysis | Statistical pooling technique that permits behavioral scientists to draw general conclusions about certain variables from many different studies.
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| path-goal leadership model | Contingency approach that holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support.
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| personalized power | Power directed at helping oneself.
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| power | The measure of the extent to which a person is able to influence others so that they respond to orders.
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| readiness | The extent to which a follower possesses the ability and willingness to complete a task.
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| referent power | One of five sources of power; power deriving from one's personal attraction.
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| reward power | One of five sources of power; all managers have this power, which results from their authority to reward their subordinates.
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| servant leaders | Leaders who focus on providing increased service to others—meeting the goals of both followers and the organization—rather than on themselves.
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| shared leadership | Simultaneous, ongoing, mutual influence process in which people share responsibility for leading.
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| situational leadership theory | Leadership model that holds that leaders should adjust their leadership style according to the readiness of the followers.
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| socialized power | Power directed at helping others.
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| trait approaches to leadership | Attempts to identify distinctive characteristics that account for the effectiveness of leaders.
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| transactional leadership | Leadership style that focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.
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| transformational leadership | Leadership style that transforms employees to pursue organizational goals over selfinterests.
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