Leaders who centralize power and decision making in
themselves.
Autocratic leader who chooses to give rewards to
employees.
Framework of management styles based on the
dimensions of concern for people and concern for production.
Ability to think in terms of models, frameworks,
and broad relationship.
Leader's employee orientation.
The task specific combination of employees
competence and motivation to perform that helps determine which leadership
style to use.
Elements that amplify a leader's impact on the
employee.
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.
Leaders who avoid power and responsibility.
Or followership skills; behaviors that help a
person to be an effective subordinate to a leader.
Establishment of targets and objectives fffor
successful performance, both long&-run and short&-run.
Ability to work effectively with people and to
build teamwork.
Process of encouraging and helping others to work
enthusiastically toward achieving objectives.
Organizational power that goes with the position the leader occupies (a variable
in Fielder's contingency model of leadership).
Total pattern of a leader's actions, as perceived
by the leader's employees.
Beliefs about whether an employee's achievment's
are the product of the employee's efforts (internal) or outside forces
(external).
Leaders who emphasize penalties to motivate people.
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.
Leaders who emphasize rewards to motivate people.
Condition in which leaders stimulate people to want
to do a particular job.
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.
Characteristics of the task, employees, or
organization that may reduce the need for leadership behaviors.
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.
Degree to which one specific method is required to
do the job.
Condition in which leaders provide the resources,
budgets, power, and other elements that are essential in getting the job done.
Person's knowledge and ability in any type of
process or technique.
A useful decision making model for selecting among
various degrees of leadership style (autocratic to participative).
