Glossary Chapter 15 charismatic leadership the behavioural tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers consideration the extent to which a leader is friendly, approachable, supportive, and shows concern for employees contingency theory leadership theory that states that in order to maximize work group performance, leaders must be matched to the situation that best fits their leadership style distributive justice the perceived degree to which outcomes and rewards are fairly distributed or allocated equity theory theory that states that people will be motivated when they perceive that they are being treated fairly ethical charismatics charismatic leaders that provide developmental opportunities for followers, are open to positive and negative feedback, recognize others’ contributions, share information, and have moral standards that emphasize the larger interests of the group, organization, or society expectancy the perceived relationship between effort and performance expectancy theory theory that states that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards extrinsic reward a reward that is tangible, visible to others, and given to employees contingent on the performance of specific tasks or behaviours initiating structure the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks inputs in equity theory, the contributions employees make to the organization instrumentality the perceived relationship between performance and rewards intrinsic reward a natural reward associated with performing a task or activity for its own sake leader-member relations the degree to which followers respect, trust, and like their leaders leadership the process of influencing others to achieve group or organizational goals leadership neutralizers subordinate, task, or organizational characteristics that can interfere with a leader’s actions or make it impossible for a leader to influence followers’ performance leadership substitutes subordinate, task, or organizational characteristics that make leaders redundant or unnecessary motivation the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal needs the physical or psychological requirements that must be met to ensure survival and well-being outcome/input (O/I) ratio in equity theory, an employee’s perception of the comparison between the rewards received from an organization and the employee’s contributions to that organization outcomes in equity theory, the rewards employees receive for their contributions to the organization overreward when you are getting more outcomes relative to your inputs than the referent to whom you compare yourself procedural justice the perceived fairness of the process used to make reward allocation decisions referent in equity theory, others with whom people compare themselves to determine if they have been treated fairly situational favourableness the degree to which a particular situation either permits or denies a leader the chance to influence the behaviour of group members situational theory leadership theory that states that leaders need to adjust their leadership styles to match followers’ maturity strategic leadership the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization task structure the degree to which the requirements of a subordinate’s tasks are clearly specified trait theory leadership theory that holds that effective leaders possess a similar set of traits or characteristics traits relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behaviour transactional leadership leadership based on an exchange process, in which followers are rewarded for good performance and punished for poor performance transformational leadership leadership that generates awareness and acceptance of a group’s purpose and mission and gets employees to see beyond their own needs and self-interest for the good of the group underreward when the referent you compare yourself to is getting more outcomes relative to their inputs than you are valence the attractiveness or desirability of a reward or outcome visionary leadership leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting worker maturity the ability and willingness to take responsibility for directing one’s behaviour at work