Democratic leadership approach

Leadership approach in which the leader invites followers to collaborate and commits to acting by consensus.

Leadership theory that states that leaders are not appointed but emerge from the group, which chooses the leader based on interactions.

Leadership approach in which the leader invites followers to collaborate and commits to acting by consensus.

Theory that states that motivation is based on an employee’s sense of fairness; the individual compares their perceived value with that of others in similar roles and makes a calculation based on their inputs and outputs.

Motivation theory that states that effort increases in relation to one’s confidence that the behavior will result in a positive outcome and reward; includes Vroom’s theory.

Leadership theory in which the leaders’ goal is to serve the needs of their employees; emphasizes the sharing of power.

Motivation theory that states that effort increases in relation to one’s confidence that the behavior will result in a positive outcome and reward; includes Vroom’s theory.

Theory that states that motivation is based on an employee’s sense of fairness; the individual compares their perceived value with that of others in similar roles and makes a calculation based on their inputs and outputs.

Leadership theory in which the leaders’ goal is to serve the needs of their employees; emphasizes the sharing of power.

Theory that states that motivation can be increased by providing employees with goals against which they can assess their achievement.

Theory that states that motivation is based on an employee’s sense of fairness; the individual compares their perceived value with that of others in similar roles and makes a calculation based on their inputs and outputs.

Motivation theory that states that effort increases in relation to one’s confidence that the behavior will result in a positive outcome and reward; includes Vroom’s theory.

Theory that states that motivation is based on an employee’s sense of fairness; the individual compares their perceived value with that of others in similar roles and makes a calculation based on their inputs and outputs.

Motivation theory that states that effort increases in relation to one’s confidence that the behavior will result in a positive outcome and reward; includes Vroom’s theory.

Theory that states that motivation can be increased by providing employees with goals against which they can assess their achievement.

Power that is created formally, through a title or position in the hierarchy that is associated with the rights of leadership.

Leadership theory in which the leaders’ goal is to serve the needs of their employees; emphasizes the sharing of power.

Factors that initiate, direct, and sustain human behavior over time.

Power that is created formally, through a title or position in the hierarchy that is associated with the rights of leadership.

Factors that initiate, direct, and sustain human behavior over time.

Power that is created by the force of the leader’s personality.

Power that is created formally, through a title or position in the hierarchy that is associated with the rights of leadership.

Power that is created when the leader can offer followers something they value in exchange for their commitment.

Power that is created formally, through a title or position in the hierarchy that is associated with the rights of leadership.

Power that is created by the force of the leader’s personality.

Leader-member exchange theory

Leadership theory that focuses on a two-way relationship between leaders and chosen employees; the leader mentors selected team members and gives them access to more information and resources in order to strengthen levels of trust and support.

Leadership theory in which the leaders’ goal is to serve the needs of their employees; emphasizes the sharing of power.

Leadership approach in which the leader sets a model for high performance standards and challenges followers to meet these expectations.

Factors that initiate, direct, and sustain human behavior over time

Motivation theories dealing with the amount of control in the workplace; motivation is seen as either absolutely irrelevant or absolutely critical.

Exchange of anything of value to gain greater influence or preference.

Pacesetting leadership approach

Leadership approach in which the leader sets a model for high performance standards and challenges followers to meet these expectations.

Motivation theories dealing with the amount of control in the workplace; motivation is seen as either absolutely irrelevant or absolutely critical.

Factors that initiate, direct, and sustain human behavior over time

Leadership theory in which the leaders’ goal is to serve the needs of their employees; emphasizes the sharing of power.

Category of leadership theories that states that leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors; includes Hersey-Blanchard situational leadership, Fiedler’s contingency theory, and path-goal theory.

Leadership approach in which the leader sets a model for high performance standards and challenges followers to meet these expectations.

Category of leadership theories that states that leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors; includes Hersey-Blanchard situational leadership, Fiedler’s contingency theory, and path-goal theory.

Leadership theory in which the leaders’ goal is to serve the needs of their employees; emphasizes the sharing of power.

Leadership approach in which the leader sets a model for high performance standards and challenges followers to meet these expectations.

Motivation theories dealing with the amount of control in the workplace; motivation is seen as either absolutely irrelevant or absolutely critical.

Category of leadership theories that states that leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors; includes Hersey-Blanchard situational leadership, Fiedler’s contingency theory, and path-goal theory.

Leadership approach in which the leader sets a model for high performance standards and challenges followers to meet these expectations.

Leadership theory that states that leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire), such as physical characteristics and personality traits.

Category of leadership theories that states that leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors; includes Hersey-Blanchard situational leadership, Fiedler’s contingency theory, and path-goal theory.

Motivation theories dealing with the amount of control in the workplace; motivation is seen as either absolutely irrelevant or absolutely critical.

Leadership theory that emphasizes a leader’s ability to inspire employees to embrace change; leaders encourage and motivate employees to innovate and seek out changes that can add value and growth to the organization.

Transactional leadership

Leadership theory that emphasizes a leader’s preference for order and structure; focuses on control and short-term planning.

Category of leadership theories that states that leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors; includes Hersey-Blanchard situational leadership, Fiedler’s contingency theory, and path-goal theory.

Leadership theory that states that leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire), such as physical characteristics and personality traits.

Leadership theory that emphasizes a leader’s ability to inspire employees to embrace change; leaders encourage and motivate employees to innovate and seek out changes that can add value and growth to the organization.

Transformational leadership

Leadership theory that emphasizes a leader’s ability to inspire employees to embrace change; leaders encourage and motivate employees to innovate and seek out changes that can add value and growth to the organization.leadership, Fiedler’s contingency theory, and path-goal theory.

Category of leadership theories that states that leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors; includes Hersey-Blanchard situational leadership, Fiedler’s contingency theory, and path-goal theory.

Leadership theory that emphasizes a leader’s preference for order and structure; focuses on control and short-term planning.

Leadership theory that states that leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire), such as physical characteristics and personality traits.

Ability to stay true to values and maintain integrity in both personal and professional lives and, from an organizational perspective, approach to forming and maintaining relationships with colleagues and others in the organization.leadership, Fiedler’s contingency theory, and path-goal theory.

Leadership theory that emphasizes a leader’s preference for order and structure; focuses on control and short-term planning.

Leadership theory that states that leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire), such as physical characteristics and personality traits.

Leadership theory that emphasizes a leader’s ability to inspire employees to embrace change; leaders encourage and motivate employees to innovate and seek out changes that can add value and growth to the organization.leadership, Fiedler’s contingency theory, and path-goal theory.

Exchange of anything of value to gain greater influence or preference.

Ability to stay true to values and maintain integrity in both personal and professional lives and, from an organizational perspective, approach to forming and maintaining relationships with colleagues and others in the organization.leadership, Fiedler’s contingency theory, and path-goal theory.

Leadership theory that emphasizes a leader’s preference for order and structure; focuses on control and short-term planning.

Leadership theory that emphasizes a leader’s ability to inspire employees to embrace change; leaders encourage and motivate employees to innovate and seek out changes that can add value and growth to the organization.leadership, Fiedler’s contingency theory, and path-goal theory.

Principles that guide decision making and behavior in an organization.

Ability to stay true to values and maintain integrity in both personal and professional lives and, from an organizational perspective, approach to forming and maintaining relationships with colleagues and others in the organization.leadership, Fiedler’s contingency theory, and path-goal theory.

Leadership theory that emphasizes a leader’s preference for order and structure; focuses on control and short-term planning.

Exchange of anything of value to gain greater influence or preference.

Treatment of personal information that has been disclosed to another person or organization.

Ability to stay true to values and maintain integrity in both personal and professional lives and, from an organizational perspective, approach to forming and maintaining relationships with colleagues and others in the organization.leadership, Fiedler’s contingency theory, and path-goal theory.

Leadership theory that emphasizes a leader’s preference for order and structure; focuses on control and short-term planning.

Principles that guide decision making and behavior in an organization.

Situation in which a person or organization may benefit from undue influence due to involvement in outside activities, relationships, or investments that conflict with or have an impact on the employment relationship or its outcomes.Fiedler’s contingency theory, and path-goal theory.

Leadership theory that emphasizes a leader’s preference for order and structure; focuses on control and short-term planning.

Treatment of personal information that has been disclosed to another person or organization.

Principles that guide decision making and behavior in an organization.