Leadership：
1、Leader：领导者
Someone who can influence others and who has managerial authority.
领导者是那些能够影响他人并拥有管理职权的人。
2、Leadership：领导
The process of influencing a group toward the achievement of goals.
领导是一个影响群体成功地实现目标的过程。
3、Behavioral theories：行为理论
Leadership theories that identified behaviors that differentiated effective leaders from Ineffective leaders.
识别使有效领导者区别于无效领导者的行为特征的领导理论。
4、Autocratic style：独裁型风格
A leader who tended to centralize authority， dictate work methods， make unilateral decisions， and limit employee participation.
领导倾向于集权管理，采用命令方式告之下属使用什么样的工作方法，作出单边决策，限制员工参与。
5、Democratic style：民主型风格
A leader who tended to involve employees in decision making， delegate authority， encourage participation in deciding work methods and goals， and use feedback as an opportunity for coaching employees.
领导倾向于在决策时考虑员工的利益，实施授权管理，鼓励员工参与有关工作方法与工作目标的决策，把反馈当作指导员工工作的机会。
6、Laissez-faire style：放任型领导
A leader who generally gave the group complete freedom to make decisions and complete the work in whatever way it saw fit.
领导总体来说给群体充分的自由，让他们自己作出决策，并按照他们认为合适的做法完成工作。
7、Initiating structure：定规维度
The extent to which a leader was likely to define and structure his or her role and the roles of group members in the search for goal attainment.
指的是为了实现目标，领导者界定和构造自己与下属角色的程度。
8、Consideration：关怀维度
The extent to which a leader had job relationships characterized by mutual trust and respect for group members ideas and feeling.
指的是管理者在工作中尊重下属的看法与情感并与下属建立相互信任的程度。
9、High-high leader：高-高型领导
A leader high in both initiating structure and consideration behaviors.
指在定规维度和关怀维度均高的领导者。
10、Managerial grid：A two-dimensional grid of two leadership behaviors-concern for people and concern for production-which resulted in five different leadership styles.
一种由关注人和关注工作两种领导行为维度构成的二维方格，形成五种不同的领导风格。
11、Country Club Management：乡村俱乐部型
Thoughtful attention to needs of people for satisfying relationship leads to a comfortable friendly organization atmosphere and work tempo.
对员工的需求关怀备至，创造了一个舒适、友好的组织氛围和工作基调。
12、Impoverished Management：贫乏型管理
Exertion of minimum effort to get required work done is appropriate to sustain organization membership.
以最低限度的努力完成必需的工作，从而维持组织成员的身份。
13、Team Management：团队型（战斗集体式）
Work accomplished is form committed people； interdependence through a “common stake” in organization purpose leads to relationships of trust and respect.
工作由具有奉献精神的员工完成，由于组织目标的“共同利益关系”而形成了相互信赖，带来了信任与尊重的关系。
14、Middle-of-the-Road Management：中庸之道式
Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.
在必须完成的工作与维持令人满意的士气水平之间保持平衡，使组织绩效得以充分实现成为可能。
15、Task Management：任务型管理
Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.
由于工作条件的安排从而使工作实现高效运做，使人的因素的干预降至最低程度。
16、Fiedler contingency model：菲德勒的模型
A leadership theory that proposed that effective group performance depended on the proper match between a leader‘s style of interacting with hid or her followers and the degree to which the situation allowed the leader to control and influence.
有效的群体绩效取决于两个方面的恰当匹配：其一是与下属发生相互作用的领导风格，其二是领导者能够控制和影响情境的程度。
17、Readiness：成熟度
The extent to which people have the ability and willingness to accomplish a specific task. Readiness.
人们完成特定任务的能力与意愿。
18、Leader participation model：领导参与模型
A leadership contingency model that related leadership behavior and participation in decision making.
指出了领导行为和决策参与之间的关系权变领导模型。
19、Path-goal theory：途径目标理论
A leadership theory that says it‘s the leader’s job to assist his or her followers in attaining their goals and to provide the direction or support needed to ensure that their goals are compatible with the overall objectives of the group or organization.
领导者的工作是帮助下属达到他们的目标。领导者要提供必要的指导和支持，确保下属各自的目标和组织的总目标保持一致。
20、Transactional leaders：事务型领导
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.
领导者通过澄清工作角色和工作任务要求，指导并激励下属向着既定目标方向前进。
21、Transformational leaders：变革型领导
Leaders who provide individualized consideration， intellectual stimulation， and possess charisma.
他们鼓励下属为了组织利益而超越自身利益，并能对下属产生超乎寻常的深远影响。
22、Charismatic leader：魅力型领导
An enthusiastic， self-confident leader whose personality and actions influence people to behave in certain ways.
热情、自信的领导者，他的人格魅力和活动能力影响着人们以某种特定方式活动。
23、Visionary leadership：愿景规划型领导
The ability to create and articulate a realistic， credible， and attractive vision of the future that improves upon the present situation.
有能力设计一个现实的、可信的、诱人的前景目标，并向人们清晰明确地指出，这种目标建立在当前的条件基础上，人们只要经过努力就会实现。
24、Legitimate power：法定权力
The power a leader has as a result of his or her position in the organization.
即职权，领导者在组织中身处某个职位而获得的权。
25、Coercive power：强制权力
The power a leader has because of his or her ability to punish or control.
这种权力依赖于领导者是否拥有惩罚或控制的能力。
26、Reward power：奖赏权力
The power a leader has because of his or her ability to give positive benefits or rewards.
是一种基于领导可以给予积极效益或奖赏的能力。
27、Expert power：专家权力
Influence that‘s based on expertise， special skills， or knowledge.
是基于专业技术、特殊技能或知识的影响力。
28、Referent power：参照权力（感召权力）
Power that arises because of a person‘s desirable resources or personal traits.
源自个人所具备的令人羡慕的资源或人格特征的权力。
29、Credibility：The degree to which followers perceive someone as honest， competent， and able to inspire.
30、Trust：The belief in the integrity， character， and ability of a leader.
31、Empowerment：Increasing the decision-making discretion of workers.
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