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Glossary Terms
| Term (EN) | Definition | Exam Relevance |
|---|---|---|
| Leadership | Process of influencing groups toward goal achievement (Stogdill, 1950) | Core definition |
| Trait Theory | Leaders born with innate qualities; intelligence, dominance, drive | Early leadership theory |
| Initiating Structure | Ohio State dimension: organising work, assigning tasks, setting standards | Behavioural theory |
| Consideration | Ohio State dimension: concern for followers' feelings and trust | Behavioural theory |
| LPC Scale | Least Preferred Co-worker scale; measures relationship vs. task motivation (Fiedler) | Contingency model |
| Situational Favourableness | Fiedler's three factors: leader-member relations, task structure, position power | Contingency theory |
| Follower Readiness | Hersey-Blanchard concept: competence + commitment combination | Situational theory |
| Telling (S1) | High task, low relationship; for R1 (low competence, low commitment) followers | Situational leadership |
| Delegating (S4) | Low task, low relationship; for R4 (high competence, high commitment) followers | Situational leadership |
| Transformational Leadership | Vision-driven; raises followers to higher motivational levels (Burns, 1978) | Key theory |
| 4 Is | Bass's components: Idealised Influence, Inspirational Motivation, Intellectual Stimulation, Individual Consideration | Bass (1985) |
| Transactional Leadership | Exchange-based; rewards compliance; operates within existing rules | Burns contrast |
| Contingent Reward | Transactional component: clarifying expectations and rewarding achievement | Transactional theory |
| Servant Leadership | Followers' needs first; Greenleaf (1970); 10 characteristics | Public admin relevance |
| Stewardship | Greenleaf's principle: holding role in trust for others and for society | Servant leadership |
| Charismatic Authority | Weber's (1922) concept: authority based on extraordinary personal qualities | Weber's three types |
| Routinisation of Charisma | Weber: charismatic movement stabilising through rules and succession | Charismatic leadership |
| Managerial Grid | Blake & Mouton (1964): 9×9 axes of concern for people and production | 5-mark theory |
| Team Management (9,9) | Blake & Mouton's ideal leadership style: high concern for both people and production | Grid ideal |
| Distributed Leadership | Spillane (2006): leadership shared across multiple individuals and levels | Flat organisations |
| Laissez-faire | Bass: least effective style; leader avoids responsibility and decisions | Full Range Leadership |
| Full Range Leadership | Bass & Avolio (1994): spectrum from laissez-faire to transformational | Best practice model |
| Intellectual Stimulation | Bass's 3rd I: challenging followers to question assumptions; encouraging innovation | Transformational 4 Is |
| Individual Consideration | Bass's 4th I: treating each follower as unique; mentoring and coaching | Transformational 4 Is |
| Trusteeship | Gandhi's principle: powerful individuals hold authority in trust for society | Indian servant leadership |
Sources: Burns (1978) Leadership; Bass (1985) Leadership and Performance Beyond Expectations; Hersey & Blanchard (1969) Management of Organizational Behavior; Fiedler (1967) A Theory of Leadership Effectiveness; Blake & Mouton (1964) The Managerial Grid; Greenleaf (1970) The Servant as Leader; Weber (1922) Economy and Society; Goleman (2000) Leadership That Gets Results, HBR; Yukl (2013) Leadership in Organizations; Kautilya Arthashastra; RPSC 2026 Official Syllabus.