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| People who centralize power and decision-making authority in themselves. |
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| Leadership role, in which a leader prepares, guides, facilitates, cheers, and directs the team but does not play the game. |
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| Ability to think in terms of models, frameworks, and broad relationships. |
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| Leader’s employee orientation, which reflects concern about employees’ human needs. |
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| Managers who approach one or more employees and ask for inputs prior to making a decision. |
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| Model which states that the most appropriate leadership style depends on the favorableness of the situation, especially in relation to leader-member relations, task structure, and position power. |
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| Structured approach to selecting leadership style, developed by Vroom and others, that encourages assessment of a variety of problem attributes and matched the results of that analysis with one of five leadership options. |
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| Task-specific combination of employee competence and motivation to perform that helps determine which leadership style to use. |
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| Elements that amplify a leader’s impact on the employees. |
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| Behaviors that help a person to be an effective subordinate to a leader. |
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| Ability to work effectively with people and to build teamwork. |
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| Organizational power that goes with the position the leader occupies (a variable in Fielder’s contingency model of leadership). |
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| Degree to which the leader is accepted by the group (a variable in Fielder’s contingency model of leadership). |
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| Process of encouraging and helping others to work enthusiastically toward achieving objectives. |
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| Total pattern of a leader’s philosophy, skills, traits, and attitudes that is exhibited in the leader’s behavior. |
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| Beliefs about whether an employee’s achievements are the product of the employee’s efforts(internal) or of outside forces(external) |
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| Framework of management styles based on the dimensions of concern for people and concern for production |
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| A personality trait, often negative, that causes leaders to focus on their own needs and self-importance, personal gains and favors to the detriment of their employees. |
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| Attributes of subordinates, tasks, and organizations that interfere with or diminish a leader’s attempt to influence employees |
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| Leaders who decentralize authority by consulting with followers. |
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| Model that states that the leader’s job is to create a work environment through structure, support, and rewards that helps employees reach the organization’s goal. |
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| Condition in which leaders stimulate people to want to do a particular job. |
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| Act of leading oneself to perform naturally motivating tasks and managing oneself to do work that is required but not naturally rewarding. |
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| Self-perceived task ability |
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Definition
| Degree of employee confidence in his or her potential to perform a task successfully. |
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Term
| Situational leadership model |
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Definition
| Theory of leadership that suggests that a leader’s style should be determined by matching it with the task-related development (maturity) level of each subordinate. |
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| Leader’s task orientation that, at the extreme, ignores personal issues and emotions of employees. |
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| Substitutes for leadership |
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| Characteristics of the task, employees, or organization that may reduce the need for leadership behaviors. |
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| Actively working to unleash the abilities of subordinates and encouraging then to become capable of self-leadership. |
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| Degree to which one specific method is required to do the job (a variable in Fielder’s contingency model of leadership). |
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| Condition in which leaders provide the resources, budgets, power, and other elements that are essential in getting the job done. |
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| Knowledge of and ability in any type of process or technique. |
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| Physical, intellectual, or personality characteristics that differentiate between leaders and non-leaders or between successful and unsuccessful leaders. |
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| Willingness to accept the influences of others |
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Definition
| Contingency factor in the path-goal model of leadership that suggests a leader’s choice of style is partially dependent on an employee’s readiness to accept direction from others. |
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