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Key Leadership Theories & Motivation Strategies – Comprehensive Study Guide 2026 | Path-Goal, LMX, and Transformational Leadership|A+ Graded

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Key Leadership Theories & Motivation Strategies – Comprehensive Study Guide 2026 | Path-Goal, LMX, and Transformational Leadership|A+ Graded Path-goal theory Leader's style, characteristics of subordinates, task/work setting. Roles of a leader in path-goal leadership Motivate followers, define goals, clarify paths, remove obstacles, provide support. Motivation for simple tasks Higher pay, better performance. Motivation for complex tasks Autonomy, mastery, purpose. Challenge of path-goal theory Understanding each follower's goals and rewards is difficult. KITA It only creates movement, not motivation to do the work. Motivating employees according to One More Time Provide interesting, challenging work. Leadership according to LMX A process centered on interactions between leaders and followers. Precursors of LMX Member attributes (extroversion, abilities, ingratiation behaviors), leader support, affective responses (trust, similarity, attraction). Subordinates in LMX In-group and out-group. Differences between in-group and out-group followers In-group: More influence, support, and trust. Out-group: Do the job but have limited leader interaction. Outcomes of high-quality LMX Less turnover, better evaluations, more promotions, higher commitment, better job attitudes, faster career progress. What leaders and followers look for in a relationship Leaders: Enthusiasm, participation, extraversion. Followers: Trust, agreeableness, cooperativeness. Development of LMX over time Through interactions and trust-building. Impact of gender on LMX Mixed-gender relationships often have lower performance ratings and more role ambiguity. Importance of perspective-taking for leaders It strengthens relationships between leaders and employees. Productive use of in-groups Base membership on performance, keep it dynamic, and set clear guidelines. Transactional leadership Leadership based on exchanges between leaders and followers. Transformational leadership Engaging with others to raise motivation and morality. Difference between transformational and pseudotransformational leadership Pseudotransformational is self-consumed, power-oriented, and morally corrupt. Transformational vs. charismatic leadership Transformational leaders are charismatic, but not all charismatic leaders are transformational. Laissez-faire leadership A lack of leadership. Authenticity Genuineness and trustworthiness. Dev

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SOP3004 – Exam 2 – Florida State University –
2026 | Self-Concept, Motivation & Mindset
Study Guide A+ Graded
Self-Concept

The overall set of beliefs that people have about their personal attributes

Independent View of the Self

A way of defining oneself in terms of one's own internal thoughts, feelings, and actions and not
in terms of the thoughts, feelings, and actions of other people

Interdependent View of the Self

A way of defining oneself in terms of one's relationships to other people, recognizing that one's
behavior is often determined by the thoughts, feelings, and actions of others

Introspection

The process whereby people look inward and examine their own thoughts, feelings, and
motives

Self-Awareness Theory

The idea that when people focus their attention on themselves, they evaluate and compare
their behavior to their internal standards and values

Causal Theories

Theories about the causes of one's own feelings and behaviors; often we learn such theories
from our culture (e.g., 'absence makes the heart grow fonder')

Self-Perception Theory

The theory that when our attitudes and feelings are uncertain or ambiguous, we infer these
states by observing our behavior and the situation in which it occurs

Two-Factor Theory of Emotion

The idea that emotional experience is the result of a two-step self-perception process in which
people first experience physiological arousal and then seek an appropriate explanation for it

Misattribution of Arousal

, The process whereby people make mistaken inferences about what is causing them to feel the
way they do

Intrinsic Motivation

The desire to engage in an activity because we enjoy it or find it interesting, not because of
external rewards or pressures

Extrinsic Motivation

The desire to engage in an activity because of external rewards or pressures, not because we
enjoy the task or find it interesting

Overjustification Effect

The tendency for people to view their behavior as caused by compelling extrinsic reasons,
making them underestimate the extent to which it was caused by intrinsic reasons

Task-Contingent Rewards

Rewards that are given for performing a task, regardless of how well the task is done

Performance-Contingent Rewards

Rewards that are based on how well we perform a task

Fixed Mindset

The idea that we have a set amount of an ability that cannot change

Growth Mindset

The idea that achievement is the result of working hard, trying new strategies, and seeking
input from others

Social Comparison Theory

The idea that we learn about our own abilities and attitudes by comparing ourselves to other
people

Upward Social Comparison

Comparing ourselves to people who are better than we are with regard to a particular trait or
ability

Downward Social Comparison

Comparing ourselves to people who are worse than we are with regard to a particular trait or
ability

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