OB Business 9/29/2026

Referent Power (personal power)

Based on identification with a person who has a desirable resource or personal trait.

Expert Power (personal power)

Based on expertise, special skills, or knowledge

Personal Power

Comes from an individual’s unique characteristics, expertise and respect

Reward Power (formal power)

Based on the ability to provide valued rewards

Coercive Power (formal power)

Based on target’s fear of negative results from failing to comply

Legitimate Power (formal power)

Based on one’s formal position in the organizational hierarchy

Rational Persuasion (soft)

Present logical arguments, factual evidence

Inspirational Appeals (soft)

Appeals to target’s values, needs, hopes

Ingratiation (soft)

Praise or friendly behavior before making request

Consultation (soft)

Involve target in deciding how to accomplish plan

Personal Appeals (soft)

Ask for compliance based on friendship or loyalty

Exchange (hard)

Reward target with benefits/favors in exchange for agreeing to a request

Coalitions (hard)

Enlist other people’s help or support to persuade the target to agree

Legitimacy (hard)

Rely on your authority position or say a request fits organizational policies/rules

Pressure (hard)

Use warnings, repeated demands, threats

Conscientiousness

Reliability.

• Job Performance

• Longevity

• Enhanced Leadership

Emotional Stability

Ability to withstand stress

• Life and job satisfaction

• Adaptability

• Lower stress levels

Extraversion

Comfort with Relationships

• Life and job satisfaction

• Job performance (small effect)

• Leader emergence

Openness to Experience

Having a range of interests, fascination with novelty

• Creativity

• Leader effectiveness

• Adaptability

• Enhanced training performance

Agreeableness

Tendency to defer to others

• Higher job performance

• Lower levels of deviant behavior

Machiavellianism

Involves pragmatism, emotional distance, and the belief that the ends justify the means

• Persuade more

• Counterproductive work behaviors

• Job performance (more in short term, lose in long term)

Narcissism

Grandiose self-importance, entitlement, arrogance; person requires excessive admiration

• Charisma

• Counterproductive work behaviors (in individualistic cultures)

• Negative overall job performance

Positive core self-evaluation

Liking oneself; seeing oneself as effective, capable, in control of one’s environment

• Job performance, including customer service

• Job satisfaction, coworker popularity

• Career trajectories start better, climb faster

Self-monitoring

Ability to adjust behavior to external, situational factors

• Adaptability

• Performance ratings, promotions

• Leader emergence

Proactive Personality

Identifying opportunities, taking initiative/action, persevering until meaningful change occurs

• Job performance

• Career success

• Team innovation

Charismatic Leadership

Behaviors that increase likelihood of followers making attributions of heroic or extraordinary leadership abilities

Vision and Articulation (CL)

Communicates importance of vision of better future

Sensitivity to Followers Needs (CL)

Responsive to others’ need, abilities

Unconventional Behavior (CL)

Novel, counter normative

Personal Risk (CL)

Take on personal risks, costs for vision

Transactional Leadership

Guiding followers toward establish goals by clarifying role/task requirements, intervening and/or allocating rewards and punishments when needed

Contingent Reward (TL)

Rewards, recognition for effort or performance

Management by exception, active (TL)

Looks for, corrects deviations from standards

Management by exception, passive (TL)

Intervenes only if standards unmet

Transformational Leadership

Behaviors that increase likelihood of followers transcending their self-interests for the good of the organization

Idealized influence (TransL)

Instills sense of mission, pride; gains respect and trust

Inspirational motivation (TransL)

Communicates high expectations, important purpose in simple ways

Intellectual Stimulation (TransL)

Promotes rational problem solving

Individualized Consideration (TransL)

Gives personal attention, treats employees individually

Imitating structure

Defining and structuring roles

Consideration

Relationship with mutual trust, regard for employee ideas and feelings

Laiseez-faire

Avoids responsibilities, decision-making

Emotional labor

An employee’s expression of organizationally desired emotions during interpersonal transactions at work

Felt emotions

An individual’s actual emotions

Displayed emotions

Emotions that are organizationally required and considered appropriate in a given job

Surface acting

Hiding your inner feelings and forgoing emotional expressions in response to display rules

Deep acting

Trying to modify your true inner feelings based on display rules

Approaches to stress

Time management techniques, Noncompetitive physical exercise, Relaxation techniques, Social support networks

Challenge Stressors

Stressors associated with workload, pressure to complete task, and time urgency

Hinderance Stressors

Stressors that keep you from reaching your goals, such as red tape, office politics, and confusion over job responsibility