Equity theory		Category of leadership theories that states that leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors; includes Hersey-Blanchard situational leadership, Fiedler’s contingency theory, and path-goal theory.
Coaching leadership approach		Motivation theory that states that individuals are motivated by a desire to satisfy certain needs and that understanding these needs allows leaders to offer the right incentives and create the most motivational external environments; includes self-determination and theories of Maslow, Herzberg, and McClelland.
Motivation		Leadership approach in which the leader creates strong relationships with and inside the team; team members are motivated by loyalty.
Theory X/Theory Y		Leadership theory that emphasizes a leader’s preference for order and structure; focuses on control and short-term planning.
Expert power		Motivation theory that states that the way a person interprets the causes for past success or failure is related to the present level of motivation; includes theories of Heider and Weiner.
Attribution theory		Motivation theories dealing with the amount of control in the workplace; motivation is seen as either absolutely irrelevant or absolutely critical.
Transactional leadership		Leadership theory that focuses on a two-way relationship between leaders and chosen employees; the leader mentors selected team members and gives them access to more information and resources in order to strengthen levels of trust and support.
Referent power		Leadership approach in which the leader proposes a bold vision or solution and invites the team to join this challenge.
Pacesetting leadership approach		Leadership theory that states that leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire), such as physical characteristics and personality traits.
Transformational leadership		Power that is created by the force of the leader’s personality.
Affiliative leadership approach		Leadership approach in which the leader sets a model for high performance standards and challenges followers to meet these expectations.
Reward power		Theory that states that motivation can be increased by providing employees with goals against which they can assess their achievement.
Expectancy theory		Motivation theory that states that effort increases in relation to one’s confidence that the behavior will result in a positive outcome and reward; includes Vroom’s theory.
Authoritative leadership approach		Category of leadership theories that states that leaders influence group members through certain behaviors; includes Blake-Mouton theory.
Emergent theory		Power that is created when the leader can offer followers something they value in exchange for their commitment.
Coercive power		Leadership approach in which the leader focuses on developing team members’ skills, believing that success comes from aligning the organization’s goals with employees’ personal and professional goals.
Goal-setting theory		Legitimate power
Leader-member exchange theory		Leadership theory that states that leaders are not appointed but emerge from the group, which chooses the leader based on interactions.
Needs theory		Factors that initiate, direct, and sustain human behavior over time.
Trait theory		Leadership theory that emphasizes a leader’s ability to inspire employees to embrace change; leaders encourage and motivate employees to innovate and seek out changes that can add value and growth to the organization.
Democratic leadership approach		Leadership approach in which the leader imposes a vision or solution on the team and demands that the team follow this directive.
Behavioral theories		Power that is created when a leader is recognized as possessing great intelligence, insight, or experience.
Coercive leadership approach		Leadership theory in which the leaders’ goal is to serve the needs of their employees; emphasizes the sharing of power.
Legitimate power		Power that is created when the leader can punish those who do not follow.
Situational theories		Leadership approach in which the leader invites followers to collaborate and commits to acting by consensus.
Servant leadership		Theory that states that motivation is based on an employee’s sense of fairness; the individual compares their perceived value with that of others in similar roles and makes a calculation based on their inputs and outputs.