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| Aggressive and domineering persons who ruthlessly use their characteristics, skill, or positions to intimidate others |
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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 approache one or more employees and ask for inputs prior to making a decision |
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| contingency model of leadership |
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| Model which states that the most appropriate leadership style depends on the favourableness of the situation, especially in relation to leader-member relations, task structure, task structure, and position power |
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| contingency model of leadership |
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Definition
| Model which states that the most appropriate leadership style depends on the favourableness of the situation, especially in relation to leader-member relations, task structure, task structure, and position power |
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| contingency model of leadership |
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Definition
| Model which states that the most appropriate leadership style depends on the favourableness of the situation, especially in relation to leader-member relations, task structure, task structure, and position power |
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| Decision- making model of leadership |
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Definition
| Structured approach to selecting a leadership style, developed by Vroom and others, that encourages assessment of a variety of problems attributes, and matches 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 be an effective subordinate to a leader |
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| invisible barrier that prevents females from reaching top levels in organizations |
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| Ability to work effectively with people and to build teamwork |
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| Degree to which the leader is accepted by the group (a variable in Fiedler's contingency model of leadership) |
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| Organizational power that goes with the position the leader occupies (a variable in Fiedler's contingency model of leadership) |
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| Process of encouraging and helping others to work enthusiastically towards achieving objectives |
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| Total patteren 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 dimentions 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 attempts 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 goals |
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| Condition in which leaders stimulate people to want to do a particular job |
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