Exercices Leaders

1. Kamal AL MASRI

2. By Kamal ALMASRI 2
 () A leader is someonewho can influence othersand who
hasmanagerialauthority.
 () Research of Trait Theories focused on identifying
personal characteristics thatdifferentiated leaders from non-
leaders wassuccessful.
 ( ) BehavioralTheories focusedon identifying personal
characteristicsof leaders.
 () KurtLewinidentified threeleadership styles:autocratic,
democratic, and“Laissez faire” style.
 () Research findingsof theUniversity of Iowa Studies
indicate that nospecific stylewasconsistentlybetter for
producing better performance.

3. By Kamal ALMASRI 3
 () University of Michigan Studies Identified two dimensions of leader
behavior: Employeeoriented and production oriented.
 ( ) One ofthe leadershipdimensionsidentifiedby the Ohio State
Studies was the leader’s mutual trust and respectfor group
members’ideasand feelings.
 () The Fiedler Modelis one ofthe Contingency Theories of Leadership.
 () The Fiedler Modelbelongs to theTrait Theories of Leadership.
 () The Path-Goal Model Statesthat the leader’s job is to assist his
followers in attaining their goals and to provide direction or support to
ensure that their goals are compatible with those of the organization.

4. By Kamal ALMASRI 4
 () Accordingto the FiedlerModel,we needtomatchleaders to
thesituationbut nottochange theirstyle.
 () Transactional leaders guideor motivate their followersin the
direction of established goals by clarifyingrole and task
requirements.
 () Transformational leaders inspire followersto transcend their
own self-interestsfor the good of the organization by clarifyingrole
and task requirements.
 () Transformational and transactional theories represent
ContemporaryViews of leadership.

5. By Kamal ALMASRI 5
 () Leadershipmaynot alwaysbe important.
 () Experience,training, professional orientation, or the need
for independenceare factors thatcan reduce importanceof
leadership.
 () Training is morelikelyto besuccessfulwith individuals
who are high self-monitors than thosewho are low self-
monitors.
 ()Individuals with lowerlevelsof motivationto lead are
morereceptiveto leadership developmentopportunities.

6. By Kamal ALMASRI 6
 () Accordingto Universityof Michigan Studies, Leaders who are
employeeorientedare strongly associated with high group
productivity and high job satisfaction.
 () Individuals with higherlevelsof motivation to lead are more
receptiveto leadershipdevelopmentopportunities.
 () Experience,training, professionalorientation, or the need for
independencecan replace the employee’sneedfora leader’s
support orability to create structure and reducetask ambiguity.
 () Accordingto researchwomen tend to use transformational
leadershipwhilemen tend to use transactional leadership.

7. By Kamal ALMASRI 7
Directive leader
Supportive leader
Participative leader
Achievement oriented leader
All of the above.

8. By Kamal ALMASRI 8
Have a vision
Are able to articulate the vision
Don’t want to take risks to achieve
the vision
Are sensitive to the environment and
follower needs
Have extraordinary behaviors

9. By Kamal ALMASRI 9
High concern for production
Low concern for people
High concern for people and
low concern forproduction
None of the above.

10. By Kamal ALMASRI 10
High concern for production
Low concern for people
High concern for bothpeople
and production
All of the above.

11. By Kamal ALMASRI 11
Transactional Leadership
TransformationalLeadership
Hersey and Blanchard’s
SituationalLeadershipTheory (SLT)
All of the above

12. By Kamal ALMASRI 12
 Discusswhat is a “leader”.
 Are all managers leaders?Discussthis idea.
 Discussthe importance of leaders and
leadershiptheories.
 Listthree of the issuesaffectingleadership
in the twenty-firstcentury.
 Explain what do we mean by “empowering
employees”.