Because LMX theory divides the work unit into two groups and one group receives special attention, it gives the appearance of discrimination against the out-group.

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adaptive leadership is based on ideas and assumptions, but not on established research.

Out-group members act quite differently than in-group members. Rather than trying to do extra work, out-group members operate strictly within their prescribed organizational roles. They do what is required of them but nothing more. Leaders treat out-group members fairly and according to the formal contract, but they do not give them special

The stated goal of this theory is to enhance follower performance and follower satisfaction by focusing on follower motivation and the nature of the work tasks.

Because of such factors as growing global influences and generational differences, leadership will continue to have different meanings for different people.

When the U.S. government allocates a large part of the federal budget for preventive health care rather than for catastrophic illnesses, it is acting from a utilitarian perspective, putting money where it will have the best result for the largest number of citizens.

Central to the process of adaptive leadership are adaptive challenges, or problems that are not clear-cut or easy to identify.

[Servant leadership] begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. . . . The difference manifests itself in the care taken by the servant—first to make sure that other people’s highest priority needs are being served. The best test . . . is: do those served grow as