Power created when a leader possesses great intelligence, insight, or experience

Building trust quality where you find commonalities to help overcome the sense of "otherness"

Being aware and accepting of the importance and legitimacy of others’ emotions

The theory indicating individuals are motivated by a desire to satisfy certain needs

The theory where leaders believe that employees dislike rigid controls and inherently want to accomplish something

Power created when the leader has the power to punish non-followers

The trust building trust quality where you "walk the talk"

Becoming aware of your emotions and needs and their effect on work relationships

The theory that states the level of effort depends on expectancy, instrumentality, and valence

The theory suggesting Satisfying hygiene factors can remove some discontent that interferes with motivation, but satisfactory conditions are not enough in themselves to create motivation

Power created when followers receive something they value in exchange for commitment

The trust building quality used when you reveal things about yourself and are open to hearing how others see you

Possessing a passion for the job or current objective

The theory where leaders believe people must be strictly controlled and forced to work

The theory suggesting individuals are motivated by achievement, affiliation, power

Power created formally through a title or position

The trust building quality that delivers on commitments

Being able to create connections or rapport with others

The theory indicating individuals are motivated by innate needs (competence/relatedness) along with autonomy and purpose

The theory that how a person interprets causes for past success or failure impacts motivation

Power created by the force of the leader’s personality

Building trust through having genuine concern about another's well-being, above or at least equal to your own interests

Learning to control and accommodate one’s emotions

The theory indicating motivation can be increased by providing employees with goals against which they can assess their achievement.

The theory that indicates a leader can help employees accurately attribute causes and opportunities for success