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Index

P

Participation, 68–69, 224, 247
Patience, 262
Performance expectations, 117, 164
Personal character, 208
Personal characteristics, 208
Persuasion, 183–89
Peters and Waterman, 172
Planning, 276
Plas, 1, 7, 8, 123, 174
association, 208;
centrality, 208;
conformance to group norms, 208;
defining, 205–206;
discretion, 208;
exchange, 208;
interdependence, 287;
legitimacy, 208;
methods of using, 39, 209;
nature and character, 205–206, 208;
personal characteristics, 208;
status vis--vis superiors, 208;
use techniques, 207–214
Power permeates our lives, 205
Power sources inner leaders may draw on, 209–210;
centrality, 208, 210;
coercive, 210;
control over rewards, 210;
criticality, 210;
expert, 210;
expertise, 59, 204, 210;
identification with powerful others, 210;
legitimate power, 211;
perception of legitimacy, 208, 211;
personal difference, 210;
reward power, 210;
referent power, 210;
use of power, 210
Power tactics toward leaders, 211;
building a favorable image, 211;
displaying charisma, 211;
proactivity, 211;
rationalization, 211;
using ambiguity, 211;
using outside experts, 211
Power tactics used with peers, 211–212;
allocating resources, 212;
brink-manship, 213;
building a favorable image, 213;
controlling the agenda, 212;
coopting opposition members, 212;
forming coalitions, 212;
incurring obligation, 212;
quid pro quo, 212;
using surrogates, 212
Power use model, 207–208;
requires a decision situation, 207;
setting a higher moral standard, 139;
situational factors implicit in, 207;
stewardship, 248, 283–289
Practicing higher moral standards;
ethically centered, 145, 259–260;
integrated, 146, 262;
love, 48, 144–145;
moral judgment, 146, 263;
serve, 176
Practicing self-control, 244–245
Practicing stewardship, 248, 285–289
Practicing trust leadership, 253–263
Predictability, 59, 258
Process of change, 77, 100, 154, 171, 178, 276
Process of forming vitalizing visions, 115–117
Productivity, 60
Providing service, 125, 176, 233

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