Hodge Podge
Trait Theories
Motivation
Power and Influence
L-F Relationships
100
This aspect of leadership involves communicating ideas and gaining acceptance of them, as well as motivating followers to support and implement these ideas.
Influence
100
This notion of leadership stems from the belief that good leaders are born, not made.
Great Man/Person Approach
100
Herzberg identified these aspects that when absent or insufficient, can lead to dissatisfaction
Hygiene or Maintenance Factors
100

This form of position power stems from the standing or title one holds in an organization.

Legitimate

100
This theory proposes that leaders develop separate and sometimes unequal relationships with their followers.
Leader-member Exchange or LMX
200
Terry Gou of Foxconn is representative of this rigid belief about leadership that suggested managers should be autocratic, make all decisions, and maintain tight controls over their employees.
Old Management Paradigm
200
The name of Kurt Lewin's contribution to trait theory--B = f (p+e)
Interactionist Perspective
200
This theory points out the importance of ensuring a fair balance of outcomes to inputs between one person and a comparison "other."
Equity Theory
200
This influence tactic involves putting someone in a good mood or getting him or her to like you before making a request.
Ingratiation
200
This term is synonymous with high exchange relationships and consists of employees who are perceived as dependable and competent.
In-group
300

According to Herzberg, praising someone for a job well done or promoting a good performer is related to this factor in his two-factor model.

Motivators or Motivator Factors

300
This personality trait is at one end poised and calm, and at the other extreme, is anxious and nervous
Neuroticism, Adjustment, or Emotional Stability
300
The belief that good performance will be rewarded in Expectancy Theory
Instrumentality
300
This form of power relies on the influence tactic of "pressure."
Coercive Power
300
This term applies to followers who return favors (loyalty to the leader, supporting the leader) in exchange for favored status with the leader.
Reciprocity
400
Fleishman and his colleagues at Ohio State University identified these two leadership behaviors.
Initiating Structure and Consideration
400
McClelland identified these three needs to explain and predict behavior.
Need for Power, Achievement, and Affiliation
400
The formula used in Expectancy Theory to calculate motivation
E x I x V
400
This form of power is based on the personal relationship a leader builds with each follower and is characteristic of the power Martin Luther King, Jr. had on his constituents.
Referent
400
This effect is likely to occur as a function of the leader believing that the in-group is dependable and competent, so the leader gives them challenging assignments, and as a result, the followers are more productive and perform well and are more likely to be promoted than out-group members.
Pygmalion Effect
500

This individual-level outcome is related to goal attainment in Goal-setting Theory and is increased when a person meets a goal.

Self-efficacy
500
The Center for Creative Leadership identified bullying, intimidation, displays of anger, arrogance, diffusion of responsibility as reasons for this.
Manager Derailment
500

This motivation theory is most closely related to Path-Goal Theory.

Expectancy theory

500
This influence tactic involves the use of logical arguments or facts to influence someone.
Rational Persuasion
500
According to Kelley, this type of follower is passive, uncritical, lacks initiative and sense of responsibility.
Sheep
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