Performance expectations,
117,
164
Personal characteristics,
208
conformance to group norms,
208;
methods of using,
39,
209;
personal characteristics,
208;
status vis-à-vis superiors,
208;
Power permeates our lives,
205
Power sources inner leaders may draw on,
209–210;
control over rewards,
210;
identification with powerful others,
210;
perception of legitimacy,
208,
211;
personal difference,
210;
Power tactics toward leaders,
211;
building a favorable image,
211;
displaying charisma,
211;
using outside experts,
211
Power tactics used with peers,
211–212;
allocating resources,
212;
building a favorable image,
213;
controlling the agenda,
212;
coopting opposition members,
212;
incurring obligation,
212;
requires a decision situation,
207;
setting a higher moral standard,
139;
situational factors implicit in,
207;
Practicing higher moral standards;
Practicing trust leadership,
253–263
Process of forming vitalizing visions,
115–117