Contingency theory Assumption that different styles and leaders are appropriate for various situations.
Democratic leadership Leader includes subordinates in decision making.
Fiedler’s theory of leadership Proposal that success of task– or person– centered leader depends on relationships between the leader and subordinates, the degree that subordinates’ tasks are easily and clearly defined, and the officially granted organizational power of the leader.
Fundamental attribution error Assumption by managers that people behave in certain ways because of internal motivations rather than outside factors.
Global leader One who has the skills and abilities to interact with and manage people from diverse cultural backgrounds.
Great person theory Leaders are born with unique characteristics that make them quite different from ordinary people.
Influence tactics Tactical behaviors leaders use to influence subordinates. leadership Ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members.
National–context contingency model of leadership Shows how culture and related social institutions affect leadership practices.
Path–goal theory Four types of leadership styles that a manager might choose depending on the situation.
Person–centered leader One who focuses on meeting employees’ social and emotional needs.
Subordinates’expectations Expectations regarding what leaders should do and what they may or may not do.
Task–centered leader One who gives subordinates specific standards, schedules, and tasks.
Transformational leadership Managers go beyond transactional leadership by articulating a vision, breaking from the status quo, providing goals and a plan, giving meaning or a purpose to goals, taking risks, being motivated to lead, building a power base,