Leaders may either be appointed or emerge from within a group.

Attempts to identify traits consistently associated with leadership have been very unsuccessful.

The autocratic style of leadership describes a leader who centralizes authority, dictates work methods, and limits employee participation.

Lewin concluded that the laissez-faire style was ineffective on every performance criterion when compared with both the democratic and autocratic styles.

The Ohio State studies classified leadership behavior as autocratic or democratic.

The University of Michigan studies found that employee-oriented leaders were associated with higher group productivity and higher job satisfaction.

Blake and Mouton's managerial grid explains what makes an effective leader.

Fiedler's contingency leadership model is an outgrowth of trait theory, because the LPC questionnaire is a simple psychological test.

Fiedler's LPC model assumes that the leader will change his or her leadership style to fit the situation.

House's path-goal theory is a contingency model that extracts the key elements from the Ohio State leadership research and the expectancy theory of motivation.

People working for charismatic leaders are motivated to exert extra work effort and, because they like their leader, express greater satisfaction.

Transactional leaders are also charismatic.

National culture affects leadership style because leaders are constrained by the expectations of followers.

Trust is a positive expectation that another will not act opportunistically.

The highest level of trust is identification-based trust, which is based on an emotional connection between the parties.