| Leadership | 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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| Leader | An individual who is able to exert influence over other people to help achieve group or organizational goals.
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| Legitimate power | The authority that a manager has by virtue of his or her position in an organization's hierarchy.
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| Reward power | The ability of a manager to give or withhold tangible and intangible rewards.
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| Coercive power | The ability of a manager to punish others.
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| Expert power | Power that is based on the special knowledge, skills, and expertise that a leader possesses.
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| Referent power | Power that comes from subordinates' and co-workers' respect, admiration, and loyalty.
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| Empowerment | The expansion of employees' knowledge, tasks, and responsibilities.
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| Consideration | Behavior indicating that a manager trusts, respects, and cares about subordinates.
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| Initiating structure | 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 | Leaders whose primary concern is to develop good relationships with their subordinates and to be liked by them.
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| Task-oriented leaders | Leaders whose primary concern is to ensure that subordinates perform at a high level.
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| Leader-member relations | 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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| Task structure | The extent to which the work to be performed is clearcut so that a leader's subordinates know what needs to be accomplished and how to go about doing it; a determinant of how favorable a situation is for leading.
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| Position power | 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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| Path-goal theory | 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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| Leadership substitute | 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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| Transformational leadership | 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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| Charismatic leader | An enthusiastic, self-confident leader able to clearly communicate his or her vision of how good things could be.
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| Intellectual stimulation | Behavior 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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| Developmental consideration | Behavior a leader engages in to support and encourage followers and help them develop and grow on the job.
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| Transactional leadership | Leadership that motivates subordinates by rewarding high performance and reprimanding them for low performance.
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