KEY TERMS – CHAPTER 17

leader Someone who can influence others and who has

managerial authority.

leadership The process of influencing a group to achieve goals.

behavioral theories Leadership theories that identified behaviors that

differentiated effective leaders from ineffective
leaders.

autocratic style A leader who tended to centralize authority, dictate

work methods, make unilateral decisions, and limit
employee participation.

democratic style A leader who tended to involve employees in

decision making, delegate authority, encourage
participation in deciding work methods and goals,
and use feedback as an opportunity for coaching
employees.

laissez-faire style A leader who generally gave the group complete

freedom to make decisions and complete the work
in whatever way it saw fit.

initiating structure The extent to which a leader defined and structured

his or her role and the roles of group members.

consideration The extent to which a leader had job relationships

characterized by mutual trust and respect for group
members’ ideas and feelings.

high-high leader A leader high in both initiating structure and

consideration behaviors.

managerial grid A grid of two leadership behaviors—concern for

people and concern for production—which resulted
in five different leadership styles.

Fiedler contingency model A contingency theory that proposed that effective

group performance depended upon the proper match
between a leader’s style of interacting with his or
her followers and the degree to which the situation
allowed the leader to control and influence.

least-preferred co-worker (LPC) A questionnaire that measured whether a leader was

questionnaire
leader-member relations
task structure
position power
situational leadership theory
(SLT)
readiness
leader participation model
path-goal theory
transactional leaders
transformational leaders
charismatic leader
visionary leadership
task or relationship oriented.
One of Fiedler’s situational contingencies that
described the degree of confidence, trust, and
respect employees had for their leader.
One of Fiedler’s situational contingencies that
described the degree to which job assignments were
formalized and procedurized.
One of Fiedler’s situational contingencies that
described the degree of influence a leader had over
power-based activities such as hiring, firing,
discipline, promotions, and salary increases.
A leadership contingency theory that focuses on
followers’ readiness.
The extent to which people have the ability and
willingness to accomplish a specific task.
A leadership contingency model which related
leadership behavior and participation in decision
making.
A leadership theory that says it’s the leader’s job to
assist his or her followers in attaining their goals
and to provide the direction or support needed to
ensure that their goals are compatible with the
overall objectives of the group or organization.
Leaders who lead primarily by using social
exchanges (or transactions).
Leaders who stimulate and inspire (transform)
followers to achieve extraordinary outcomes.
An enthusiastic, self-confident leader whose
personality and actions influence people to behave
in certain ways.
The ability to create and articulate a realistic,
credible, and attractive vision of the future that
improves upon the present situation.
legitimate power The power a leader has as a result of his or her
position in the organization.

coercive power The power a leader has because of his or her ability
to punish or control.

reward power The power a leader has because of his or her ability
to give positive benefits or rewards.

expert power Influence that’s based on expertise, special skills, or

knowledge.

referent power Power that arises because of a person’s desirable

resources or personal traits.

credibility The degree to which followers perceive someone as

honest, competent, and able to inspire.

trust The belief in the integrity, character, and ability of a

leader.

empowerment Increasing the decision-making discretion of

workers.