leadership As a process, the use of noncoercive influence to shape the group's or organization's goals, motivate behavior toward the achievement of those goals, and help define group or organization culture; as a property, the set of characteristics attributed to individuals who are perceived to be leaders

leaders People who can influence the behaviors of others without having to rely on force; those accepted by others as leaders

power The ability to affect the behavior of others

legitimate power Power granted through the organizational hierarchy; it is the power defined by the organization that is to be accorded people occupying particular positions

reward power The power to give or withhold rewards, such as salary increases, bonuses, promotions, praise, recognition, and interesting job assignments

coercive power The power to force compliance by means of psychological, emotional, or physical threat

referent power The personal power that accrues to someone based on identification, imitation, loyalty, or charisma

expert power The personal power that accrues to someone based on the information or expertise that they possess

job-centered leader behavior The behavior of leaders who pay close attention to the job and work procedures involved with that job

employee-centered leader behavior The behavior of leaders who develop cohesive work groups and ensure employee satisfaction

initiating-structure behavior The behavior of leaders who define the leader-subordinate role so that everyone knows what is expected, establishing formal lines of communication, and determine how tasks will be performed

consideration behavior The behavior of leaders who concern for subordinates and attempt to establish a warm, friendly, and supportive climate

concern for people That part of the Managerial Grid that deals with the human aspects of leader behavior

concern for production That part of the Managerial Grid that deals with the job and task aspects of leader behavior

LPC theory A theory of leadership that suggests that the appropriate style of leadership varies with situational favorableness

least preferred co-worker (LPC) The measuring scale that asks leaders to describe the person with whom he or she is able to work least well

path-goal theory A theory of leadership suggesting that the primary functions of a leader are to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to those rewards

Vroom's decision tree approach Predicts what kinds of situations call for what degrees of group participation

leader-member exchange (lmx) approach Stresses that leaders have different kinds of relationships with different subordinates

substitutes for leadership A concept that identifies situations in which leader behaviors are neutralized or replaced by characteristics of subordinates, the task, and the organization

charismatic leadership Assumes that charisma is an individual characteristic of the leader

charisma A form of interpersonal attraction that inspires support and acceptance

transformational leadership Leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking

political behavior The activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes

impression management A direct and intentional effort by someone to enhance his or her image in the eyes of others