F1-管理學(xué)術(shù)語英漢對(duì)照解釋（17）

　　Leadership：

　　1、Leader：領(lǐng)導(dǎo)者

　　Someone who can influence others and who has managerial authority.

　　領(lǐng)導(dǎo)者是那些能夠影響他人并擁有管理職權(quán)的人。

　　2、Leadership：領(lǐng)導(dǎo)

　　The process of influencing a group toward the achievement of goals.

　　領(lǐng)導(dǎo)是一個(gè)影響群體成功地實(shí)現(xiàn)目標(biāo)的過程。

　　3、Behavioral theories：行為理論

　　Leadership theories that identified behaviors that differentiated effective leaders from Ineffective leaders.

　　識(shí)別使有效領(lǐng)導(dǎo)者區(qū)別于無效領(lǐng)導(dǎo)者的行為特征的領(lǐng)導(dǎo)理論。

　　4、Autocratic style：獨(dú)裁型風(fēng)格

　　A leader who tended to centralize authority， dictate work methods， make unilateral decisions， and limit employee participation.

　　領(lǐng)導(dǎo)傾向于集權(quán)管理，采用命令方式告之下屬使用什么樣的工作方法，作出單邊決策，限制員工參與。

　　5、Democratic style：民主型風(fēng)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.

　　領(lǐng)導(dǎo)傾向于在決策時(shí)考慮員工的利益，實(shí)施授權(quán)管理，鼓勵(lì)員工參與有關(guān)工作方法與工作目標(biāo)的決策，把反饋當(dāng)作指導(dǎo)員工工作的機(jī)會(huì)。

　　6、Laissez-faire style：放任型領(lǐng)導(dǎo)

　　A leader who generally gave the group complete freedom to make decisions and complete the work in whatever way it saw fit.

　　領(lǐng)導(dǎo)總體來說給群體充分的自由，讓他們自己作出決策，并按照他們認(rèn)為合適的做法完成工作。

　　7、Initiating structure：定規(guī)維度

　　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.

　　指的是為了實(shí)現(xiàn)目標(biāo)，領(lǐng)導(dǎo)者界定和構(gòu)造自己與下屬角色的程度。

　　8、Consideration：關(guān)懷維度

　　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屬的看法與情感并與下屬建立相互信任的程度。

　　9、High-high leader：高-高型領(lǐng)導(dǎo)

　　A leader high in both initiating structure and consideration behaviors.

　　指在定規(guī)維度和關(guān)懷維度均高的領(lǐng)導(dǎo)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.

　　一種由關(guān)注人和關(guān)注工作兩種領(lǐng)導(dǎo)行為維度構(gòu)成的二維方格，形成五種不同的領(lǐng)導(dǎo)風(fēng)格。

　　11、Country Club Management：鄉(xiāng)村俱樂部型

　　Thoughtful attention to needs of people for satisfying relationship leads to a comfortable friendly organization atmosphere and work tempo.

　　對(duì)員工的需求關(guān)懷備至，創(chuàng)造了一個(gè)舒適、友好的組織氛圍和工作基調(diào)。

　　12、Impoverished Management：貧乏型管理

　　Exertion of minimum effort to get required work done is appropriate to sustain organization membership.

　　以至低限度的努力完成必需的工作，從而維持組織成員的身份。

　　13、Team Management：團(tuán)隊(duì)型（戰(zhàn)斗集體式）

　　Work accomplished is form committed people； interdependence through a “common stake” in organization purpose leads to relationships of trust and respect.

　　工作由具有奉獻(xiàn)精神的員工完成，由于組織目標(biāo)的“共同利益關(guān)系”而形成了相互信賴，帶來了信任與尊重的關(guān)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.

　　在必須完成的工作與維持令人滿意的士氣水平之間保持平衡，使組織績效得以充分實(shí)現(xiàn)成為可能。

　　15、Task Management：任務(wù)型管理

　　Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.

　　由于工作條件的安排從而使工作實(shí)現(xiàn)高效運(yùn)做，使人的因素的干預(yù)降至至低程度。

　　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.

　　有效的群體績效取決于兩個(gè)方面的恰當(dāng)匹配：其一是與下屬發(fā)生相互作用的領(lǐng)導(dǎo)風(fēng)格，其二是領(lǐng)導(dǎo)者能夠控制和影響情境的程度。

　　17、Readiness：成熟度

　　The extent to which people have the ability and willingness to accomplish a specific task. Readiness.

　　人們完成特定任務(wù)的能力與意愿。

　　18、Leader participation model：領(lǐng)導(dǎo)參與模型

　　A leadership contingency model that related leadership behavior and participation in decision making.

　　指出了領(lǐng)導(dǎo)行為和決策參與之間的關(guān)系權(quán)變領(lǐng)導(dǎo)模型。

　　19、Path-goal theory：途徑目標(biāo)理論

　　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.

　　領(lǐng)導(dǎo)者的工作是幫助下屬達(dá)到他們的目標(biāo)。領(lǐng)導(dǎo)者要提供必要的指導(dǎo)和支持，確保下屬各自的目標(biāo)和組織的總目標(biāo)保持一致。

　　20、Transactional leaders：事務(wù)型領(lǐng)導(dǎo)

　　Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

　　領(lǐng)導(dǎo)者通過澄清工作角色和工作任務(wù)要求，指導(dǎo)并激勵(lì)下屬向著既定目標(biāo)方向前進(jìn)。

　　21、Transformational leaders：變革型領(lǐng)導(dǎo)

　　Leaders who provide individualized consideration， intellectual stimulation， and possess charisma.

　　他們鼓勵(lì)下屬為了組織利益而超越自身利益，并能對(duì)下屬產(chǎn)生超乎尋常的深遠(yuǎn)影響。

　　22、Charismatic leader：魅力型領(lǐng)導(dǎo)

　　An enthusiastic， self-confident leader whose personality and actions influence people to behave in certain ways.

　　熱情、自信的領(lǐng)導(dǎo)者，他的人格魅力和活動(dòng)能力影響著人們以某種特定方式活動(dòng)。

　　23、Visionary leadership：愿景規(guī)劃型領(lǐng)導(dǎo)

　　The ability to create and articulate a realistic， credible， and attractive vision of the future that improves upon the present situation.

　　有能力設(shè)計(jì)一個(gè)現(xiàn)實(shí)的、可信的、誘人的前景目標(biāo)，并向人們清晰明確地指出，這種目標(biāo)建立在當(dāng)前的條件基礎(chǔ)上，人們只要經(jīng)過努力就會(huì)實(shí)現(xiàn)。

　　24、Legitimate power：法定權(quán)力

　　The power a leader has as a result of his or her position in the organization.

　　即職權(quán)，領(lǐng)導(dǎo)者在組織中身處某個(gè)職位而獲得的權(quán)。

　　25、Coercive power：強(qiáng)制權(quán)力

　　The power a leader has because of his or her ability to punish or control.

　　這種權(quán)力依賴于領(lǐng)導(dǎo)者是否擁有懲罰或控制的能力。

　　26、Reward power：獎(jiǎng)賞權(quán)力

　　The power a leader has because of his or her ability to give positive benefits or rewards.

　　是一種基于領(lǐng)導(dǎo)可以給予積極效益或獎(jiǎng)賞的能力。

　　27、Expert power：專家權(quán)力

　　Influence that‘s based on expertise， special skills， or knowledge.

　　是基于專業(yè)技術(shù)、特殊技能或知識(shí)的影響力。

　　28、Referent power：參照權(quán)力（感召權(quán)力）

　　Power that arises because of a person‘s desirable resources or personal traits.

　　源自個(gè)人所具備的令人羨慕的資源或人格特征的權(quán)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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