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Cannons Essays,Reports, Termpapers

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  1. Autocrative Leaders:

  2. Benevolent Autocrat:

  3. Blake and Mouton"s Managerial Grid:

  4. Conceptual Skills:

  5. Consideration:

  6. Development level:

  7. Enhancers for Leadership:

  8. Fiedler's Contingency Model:

  9. Free Rein leaders:

  10. Followship:

  11. Goal Setting:

  12. Human Skills:

  13. Leadership:

  14. Leader Position Power:

  15. Leadership Style:

  16. Locus Of control:

  17. Negative Leadership:

  18. Path&-Goal Leadership:

  19. Positive Leadership:

  20. Psychological Support:

  21. Self leadership:

  22. Struture:

  23. Substitutes Leadership:

  24. Super leadership:

  25. Supervisors:

  26. Task Struture:

  27. Task Support:

  28. Technical Skills:

  29. Vroom's Decision&-Making Model:



Autocrative Leaders:

Leaders who centralize power and decision making in themselves.

Benevolent Autocrat:

Autocratic leader who chooses to give rewards to employees.

Blake and Mouton"s Managerial Grid:

Framework of management styles based on the dimensions of concern for people and concern for production.

Conceptual Skills:

Ability to think in terms of models, frameworks, and broad relationship.


Leader's employee orientation.

Development level:

The task specific combination of employees competence and motivation to perform that helps determine which leadership style to use.

Enhancers for Leadership:

Elements that amplify a leader's impact on the employee.

Fiedler's Contingency Model:

Model which states that the most appropriate leadership style depends on the favorbleness of the situation, especially in relation to leader&-member relations, task struture, and position power.

Free Rein leaders:

Leaders who avoid power and responsibility.


Or followership skills; behaviors that help a person to be an effective subordinate to a leader.

Goal Setting:

Establishment of targets and objectives fffor successful performance, both long&-run and short&-run.

Human Skills:

Ability to work effectively with people and to build teamwork.


Process of encouraging and helping others to work enthusiastically toward achieving objectives.

Leader Position Power:

Organizational power that goes with  the position the leader occupies (a variable in Fielder's contingency model of leadership).

Leadership Style:

Total pattern of a leader's actions, as perceived by the leader's employees.

Locus Of control:

Beliefs about whether an employee's achievment's are the product of the employee's efforts (internal) or outside forces (external).

Negative Leadership:

Leaders who emphasize penalties to motivate people.

Path&-Goal Leadership:

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.

Positive Leadership:

Leaders who emphasize rewards to motivate people.

Psychological Support:

Condition in which leaders stimulate people to want to do a particular job.

Self leadership:

The act of leading oneself to perform naturally motivating taks, and managing oneself to do work that is required but not naturally reqarding.


Leader's task orientation.

Substitutes Leadership: 

Characteristics of the task, employees, or organization that may reduce the need for leadership behaviors.

Super leadership:

People who actively work to unlesh the abilities of their subordinates and encourage them to become capable of self&-leadership.


Are leaders who occupy postions at the lowest management level in organizations.

Task Struture:

Degree to which one specific method is required to do the job.

Task Support:

Condition in which leaders provide the resources, budgets, power, and other elements that are essential in getting the job done.

Technical Skills:

Person's knowledge and ability in any type of process or technique.

Vroom's Decision&-Making Model:

A useful decision making model for selecting among various degrees of leadership style (autocratic to participative).