| 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | Appendix A | Appendix B |

behavioral approach Approach to leadership that tries to identify behaviors that differentiated effec-tive leaders from nonleaders. It uses rules of thumb, suboptimizing, and satisficing in making decisions.
consideration behavior Involves being concerned with subordinates' feelings and respecting subordinates' ideas.
employee-centered leader behavior Involves attempting to build effective work groups with high performance goals.   
Hersey and Blanchard model Identifies different combinations of leadership presumed to work best with different levels of organizational maturity on the part of followers.
initiating-structure behavior Involves clearly defining the leader-subordinate roles so that subordinates know what is expected of them.
job-centered leader behavior Involves paying close attention to the work of subordinates, explaining work procedures, and demonstrating a strong interest in performance.
leader-member exchange (LMX) This model of leadership stresses the fact that leaders develop unique working relationships with each of their subordinates.
leadership Both a process and a property. As a process, leadership involves the use of noncoercive influence. As a property, leadership is the set of characteristics attributed to someone who is perceived to use influence successfully.
Leadership Grid Evaluates leadership behavior along two dimensions, concern for production and concern for people, and suggests that effective leadership styles include high levels of both behaviors.
least-preferred coworker (LPC scale) Presumes to measure a leader's motivation.
LPC theory of leadership Suggests that a leader's effectiveness depends on the situation.
Michigan leadership studies These studies defined job-centered and employee-centered leadership as opposite ends of a single leadership continuum.
Ohio State leadership studies These studies defined leader consideration and initiating-structure behaviors as independent dimensions of leadership.
path-goal theory of leadership Suggests that effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals).
trait approach This approach attempted to identify stable and enduring character traits that differentiated effective leaders from nonleaders.
Vroom's decision tree approach to leadership This model attempts to prescribe how much participation subordinates should be allowed in making decisions.