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Test Bank Essentials of Nursing Leadership & Management 7th Edition Sally A. Weiss||ISBN NO-10,0803669534||ISBN NO-13,978-0803669536||All Chapters||Complete Guide
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Test Bank Essentials of Nursing Leadership & Management 7th Edition Sally A. Weiss||ISBN NO-10,0803669534||ISBN NO-13,978-0803669536||All Chapters||Complete Guide

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  • November 22, 2024
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Test Bank Essentials of Nursing Leadership & ff ff ff ff ff ff




Management 7th Edition Sally A. Weiss
ff ff ff ff ff ff




Chapter 1: Nursing Leadership and Management
ff ff ff ff ff




ff MULTIPLE CHOICE ff




1. According to Henri Fayol, the functions of planning, organizing, coordinating, and
ff ff ff ff ff ff ff ff ff ff


controlling are considered which aspect of management?
ff ff ff ff ff ff ff




a. Roles
b. Process
c. Functions
d. Taxonomy

ANS: ffB, ffThe ffmanagement ffprocess ffincludes ffplanning, fforganizing, ffcoordinating, ffand ffcontrolling. ffManagement ffroles ffinclude
ffinformation ffprocessing, ffinterpersonal ffrelationships, ffand ffdecision ffmaking. ffManagement fffunctions ffinclude ffplanning,

fforganizing, ffstaffing, ffdirecting, ffcoordinating, ffreporting, ffand ffbudgeting. ffA fftaxonomy ffis ffa ffsystem ffthat fforders ffprinciples ffinto

ffa ffgrouping ffor ffclassification.




2. Which of the following is considered a decisional managerial role?
ff ff ff ff ff ff ff ff ff




a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur

ANS: ffD, ffThe ffdecisional ffmanagerial ffroles ffinclude ffentrepreneur, ffdisturbance ffhandler, ffallocator ffof ffresources, ffand ffnegotiator.
ffThe ffinformation ffprocessing ffmanagerial ffroles ffinclude ffmonitor, ffdisseminator, ffand ffspokesperson. ffThe ffinterpersonal

ffmanagerial ffroles ffinclude fffigurehead, ffleader, ffand ffliaison.




3. A nurse manager meets regularly with other nurse managers, participates on the
ff ff ff ff ff ff ff ff ff ff ff


organizations committees, and attends meetings sponsored by professional organizations in
ff ff ff ff ff ff ff ff ff ff


order to manage relationships. These activities are considered which function of a manager?
ff ff ff ff ff ff ff ff ff ff ff ff ff




a. Informing
b. Problem solving ff


c. Monitoring
d. Networking

ANS: ffD, ffThe ffrole fffunctions ffto ffmanage ffrelationships ffare ffnetworking, ffsupporting, ffdeveloping ffand ffmentoring, ffmanaging
ffconflict ffand ffteam ffbuilding, ffmotivating ffand ffinspiring, ffrecognizing, ffand ffrewarding. ffThe ffrole fffunctions ffto ffmanage ffthe

ffwork ffare ffplanning ffand fforganizing, ffproblem ffsolving, ffclarifying ff roles ffand ffobjectives, ffinforming, ffmonitoring, ffconsulting,

ffand ffdelegating.




4. A nurse was recently promoted to a middle-level manager position. The nurses title
ff ff ff ff ff ff ff ff ff ff ff ff


would most likely be which of the following?
ff ff ff ff ff ff ff ff




a. First-line manager ff


b. Director
c. Vice president of patient care services
ff ff ff ff ff


d. Chief nurse executive ff ff




ANS: ffB, ffA ffmiddle-level ffmanager ffis ffcalled ffa ffdirector. ffA fflow ffmanagerial- fflevel ffjob ffis ffcalled ffthe fffirst-line ffmanager. ffA
ffnurse ffin ffan ffexecutive fflevel ffrole ffis ffcalled ffa ffchief ffnurse ffexecutive ffor ffvice ffpresident ffof ffpatient ffcare ffservices.




5. A nurse manager who uses Frederick Taylors scientific management approach, would most likely
ff ff ff ff ff ff ff ff ff ff ff ff


focus on which of the following?
ff ff ff ff ff ff

, Test Bank Essentials of Nursing Leadership &
ff ff ff ff ff ff




Management 7th Edition Sally A. Weiss
ff ff ff ff ff ff




a. General principles ff


b. Positional authority ff


c. Labor productivity
ff


d. Impersonal relations ff




ANS: ffC, ffThe ffarea ffof fffocus fffor ffscientific ffmanagement ffis fflabor ffproductivity. ffIn ffbureaucratic fftheory, ffefficiency ffis ffachieved
ffthrough ffimpersonal ffrelations ffwithin ffa ffformal ffstructure ffand ffis ffbased ffon ffpositional ffauthority. ffAdministrative ffprinciple

fftheory ffconsists ffof ffprinciples ffof ffmanagement ffthat ffare ffrelevant ffto ffany fforganization.




6. According to Vrooms Theory of Motivation, force:
ff ff ff ff ff ff




a. is the perceived possibility that the goal will be achieved.
ff ff ff ff ff ff ff ff ff


b. describes the amount of effort one will exert to reach ones goal.
ff ff ff ff ff ff ff ff ff ff ff


c. describes people who have free will but choose to comply with orders they are given.
ff ff ff ff ff ff ff ff ff ff ff ff ff ff


d. is a naturally forming social group that can become a contributor to an organization.
ff ff ff ff ff ff ff ff ff ff ff ff ff




ANS: ffB, ffAccording ffto ffVrooms ffTheory ffof ffMotivation, ffForce ffdescribes ffthe ffamount ffof ffeffort ffone ffwill ffexert ffto ffreach ffones
ffgoal. ffValence ffspeaks ffto ffthe fflevel ffof ffattractiveness ffor ffunattractiveness ffof ffthe ffgoal. ffExpectancy ffis ffthe ffperceived ffpossibility

ffthat ffthe ffgoal ffwill ffbe ffachieved. ffVrooms ffTheory ffof ffMotivation ffcan ffbe ffdemonstrated ffin ffthe ffform ffof ffan ffequation: ffForce ff=

ffValence ffExpectancy ff(Vroom, ff1964). ffThe fftheory ffproposes ffthat ffthis ffequation ffcan ffhelp ffto ffpredict ffthe ffmotivation, ffor ffforce, ffof

ffan ffindividual ffas ffdescribed ffby ffVroom.




7. According to R. N. Lussier, motivation:
ff ff ff ff ff




a. is unconsciously demonstrated by people.
ff ff ff ff


b. occurs externally to influence behavior.
ff ff ff ff


c. is determined by others choices.
ff ff ff ff


d. occurs internally to influence behavior.
ff ff ff ff




ANS: ffD, ffMotivation ffis ffa ffprocess ffthat ffoccurs ffinternally ffto ffinfluence ffand ffdirect ffour ffbehavior ffin fforder ffto ffsatisfy ffneeds.
ffMotivation ffis ffnot ffexplicitly ffdemonstrated ffby ffpeople, ffbut ffrather ffit ffis ffinterpreted fffrom fftheir ffbehavior. ffMotivation ffis

ffwhatever ffinfluences ffour ffchoices ffand ffcreates ffdirection, ffintensity, ffand ffpersistence ffin ffour ffbehavior.




8. According to R. N. Lussier, there are content motivation theories and process
ff ff ff ff ff ff ff ff ff ff ff


motivation theories. Which of the following is considered a process motivation theory?
ff ff ff ff ff ff ff ff ff ff ff ff




a. Equity theory ff


b. Hierarchy of needs theory ff ff ff


c. Existence-relatedness-growth theory f f


d. Hygiene maintenance and motivation factors
ff ff ff ff




ANS: ffA, ffThe ffprocess ffmotivation fftheories ffare ffequity fftheory ffand ffexpectancy fftheory. ffThe ffcontent ffmotivation fftheories
ffinclude ffMaslows ffhierarchy ffof ffneeds fftheory, ffAldefers ffexistence- ffrelatedness-growth ff(ERG) fftheory, ffand ffHerzbergs ffhygiene

ffmaintenance fffactors ffand ffmotivation fffactors.




9. The theory that includes maintenance and motivation factors is:
ff ff ff ff ff ff ff ff




a. Maslows hierarchy of needs. ff ff ff


b. Herzbergs two-factor theory. ff ff


c. McGregors theory X and theory Y. ff ff ff ff ff


d. Ouchis theory Z. ff ff

, Test Bank Essentials of Nursing Leadership &
ff ff ff ff ff ff




Management 7th Edition Sally A. Weiss
ff ff ff ff ff ff




ANS: ffB, ffThe fftwo-factor fftheory ffof ffmotivation ffincludes ffmotivation ffand ffmaintenance fffactors. ffMaslows ffhierarchy ffof ffneeds
ffincludes ffthe fffollowing ffneeds: ffphysiological, ffsafety, ffsecurity, ffbelonging, ffand ffself-actualization. ffIn fftheory ffX, ffemployees

ffprefer ffsecurity, ffdirection, ffand ffminimal ffresponsibility. ffIn fftheory ffY, ffemployees ffenjoy fftheir ffwork, ffshow ffself-control ffand

ffdiscipline, ffare ffable ffto ffcontribute ffcreatively, ffand ffare ffmotivated ffby ffties ffto ffthe ffgroup, fforganization, ffand ffthe ffwork ffitself. ffThe

fffocus ffof fftheory ffZ ffis ffcollective ffdecision ffmaking ffand fflong-term ffemployment ffthat ffinvolves ffslower ffpromotions ffand ffless ffdirect

ffsupervision.




10. A nurse is appointed to a leadership position in the local hospital. The nurses position would
ff ff ff ff ff ff ff ff ff ff ff ff ff ff ff


be considered which of the following?
ff ff ff ff ff ff




a. Informal leadership ff


b. Formal leadership ff


c. Leadership
d. Management

ANS: ffB, ffFormal ffleadership ffis ffbased ffon ffoccupying ffa ffposition ffin ffan fforganization. ffInformal ffleadership ffis ffshown ffby ffan
ffindividual ffwho ffdemonstrates ffleadership ffoutside ffthe ffscope ffof ffa ffformal ffleadership ffrole ffor ffas ffa ffmember ffof ffa ffgroup.

ffLeadership ffis ffa ffprocess ffof ffinfluence ffwhereby ffthe ffleader ffinfluences ffothers fftoward ffgoal ffachievement. ffManagement ffis ffa

ffprocess ffto ffachieve fforganizational ffgoals.




11. A nursing instructor is evaluating whether the nursing students understand the
ff ff ff ff ff ff ff ff ff ff


three fundamental qualities that leaders share. According to Bennis and Nanus, the
ff ff ff ff ff ff ff ff ff ff ff ff


fundamental qualities of effective leaders are:
ff ff ff ff ff ff




a. guided vision, passion, and integrity.
ff ff ff ff


b. knowledge of self, honesty, and maturity. ff ff ff ff ff


c. intelligence, self-confidence, and determination. ff ff ff


d. honesty, self-awareness, and sociability.ff ff ff




ANS: ffABennis ffand ffNanus fflist ffguided ffvision, ffpassion, ffand ffintegrity ffas fffundamental ffqualities ffof ffeffective ffleaders.
ffKnowledge ffof ffself, ffhonesty ffand ffmaturity; ffintelligence, ffself-confidence ffand ffdetermination; ffself-awareness ffand ffsociability

ffare ffall ffdesirable f f traits ffin ffleaders ffas ffwell ffas ffin ffothers.




12. The six traits identified by Kirkpatrick and Locke that separate leaders from non-leaders were:
ff ff ff ff ff ff ff ff ff ff ff ff ff




a. respectability, trustworthiness, flexibility, self-confidence, intelligence, sociability.
ff ff ff ff ff


b. self-confidence, progression of experiences, influence of others, personal life factors, honesty,
ff ff ff ff ff ff ff ff ff ff


drive. ff


c. intelligence, self-confidence, determination, integrity, sociability, honesty.
ff ff ff ff ff


d. drive, desire to lead, honesty, self-confidence, cognitive ability, knowledge of business.
ff ff ff ff ff ff ff ff ff ff




ANS: ffD, ffResearch ffby ffKirkpatrick ffand ffLocke ffconcluded ffthat ffleaders ffpossess ffsix fftraits: ffdrive, ffdesire ffto fflead, ffhonesty,
ffself- ffconfidence, ffcognitive ffability, ffand ffknowledge ffof ffthe ffbusiness. ffWoods ffidentified fffive ffdominant fffactors ffthat ffinfluenced

ffleadership ffdevelopment: ffself-confidence, ffinnate ffqualities, ffprogression ffof ffexperience, ffinfluence ffof ffsignificant ffothers, ffand

ffpersonal fflife fffactors. ffStogdill ffidentified ffthe fffollowing fftraits ffof ffa ffleader: ffintelligence, ffself- ffconfidence, ffdetermination,

ffintegrity, ffand ffsociability. ffMurphy ffand ffDeBack ffidentified ffthe fffollowing ffleader ffcharacteristics: ffcaring, ffrespectability,

fftrustworthiness, ffand ffflexibility.




13. A nurse manager who uses a leadership style that is participatory and where
ff ff ff ff ff ff ff ff ff ff ff ff


authority is delegated to others is most likely using which of the following leadership
ff ff ff ff ff ff ff ff ff ff ff ff ff ff


styles?
ff




a. Autocratic
b. Democratic
c. Laissez-faire

, Test Bank Essentials of Nursing Leadership & ff ff ff ff ff ff




Management 7th Edition Sally A. Weiss
ff ff ff ff ff ff




d. Employee-centered

ANS: ffB, ffDemocratic ffleadership ffis ffparticipatory, ffand ffauthority ffis ffdelegated ffto ffothers. ffAutocratic ffleadership ffinvolves
ffcentralized ffdecision ffmaking, ffwith ffthe ffleader ffmaking ffdecisions ffand ffusing ffpower ffto ffcommand ffand ffcontrol ffothers. ffLaissez-

faire ffleadership ffis ffpassive ffand ffpermissive, ffand ffthe ffleader ffdefers ffdecision ffmaking. ffEmployee-centered ffleadership fffocuses
ffon ffthe ffhuman ffneeds ffof ffsubordinates.




14. A characteristic of the consideration dimension of leadership behavior is:
ff ff ff ff ff ff ff ff ff




a. focus on the work to be done
ff ff ff ff ff ff


b. focus on the task. ff ff ff


c. focus on production. ff ff


d. focus on the employee. ff ff ff




ANS: ffD, ffThe ffleadership ffdimension ffof ffconsideration ffinvolves ffactivities ffthat fffocus ffon ffthe ffemployee. ffInitiating ffstructures ffof
ffleadership ffinvolves ffan ffemphasis ffon ffthe ffwork ffto ffbe ffdone, ffand ffa fffocus ffon ffthe fftask ffand ffproduction.




15. The leadership theory that considers follower readiness as a factor in
ff ff ff ff ff ff ff ff ff ff


determining leadership style is:
ff ff ff ff




a. contingency.
b. path goal. ff


a. situational.
c. charismatic.

ANS: ffC, ffSituational ffleadership ffconsiders ffthe fffollower ffreadiness ffas ffa fffactor ffin ffdetermining ffleadership ffstyle. ffContingency
fftheory ffviews ffthe ffpattern ffof ffleader ffbehavior ffas ffdependent ffon ffthe ffinteraction ffof ffthe ffpersonality ffof ffthe ffleader ffand ffthe ffneeds

ffof ffthe ffsituation. ffIn ffpath ffgoal fftheory, ffthe ffleader ffworks ffto ffmotivate fffollowers ffand ffinfluence ffgoal ffaccomplishment.

ffCharismatic ffleadership ffhas ffan ffinspirational ffquality ffthat ffpromotes ffan ffemotional ffconnection fffrom fffollowers.




16. In contingency theory, the feelings and attitudes of followers regarding acceptance, trust,
ff ff ff ff ff ff ff ff ff ff ff


and credibility of the leader are called:
ff ff ff ff ff ff ff




a. task structure. ff


b. position power. ff


c. low task structure. ff ff


d. leader-member relations. ff




ANS: ffD, ffIn ffcontingency fftheory, ffleader-member ffrelations ffare ffthe fffeelings ffand ffattitudes ffof fffollowers ffregarding ffacceptance, fftrust,
ffand ffcredibility ffof ffthe ffleader. ffTask ffstructure ffof ffcontingency fftheory ffmeans ffthe ffdegree ffthat ffwork ffis ffdefined, ffwith ffspecific

ffprocedures, ffexplicit ffdirections, ffand ffgoals. ffLow fftask ffstructure ffinvolves ffwork ffthat ffis ffnot ffroutine, ffpredictable, ffor ffclearly

ffdefined. ffPosition ffpower ffin ffcontingency fftheory ffis ffthe ffdegree ffof ffformal ffauthority ffand ffinfluence ffassociated ffwith ffthe ffleader.

ffREF: ffFIEDLERS ffCONTINGENCY ffTHEORY




17. In situational theory, a telling leadership style is considered:
ff ff ff ff ff ff ff ff




a. high task, high relationship behavior.
ff ff ff ff


b. high task, low relationship behavior.
ff ff ff ff


c. low task, high relationship behavior.
ff ff ff ff


d. low task, low relationship behavior.
ff ff ff ff




ANS: B, A telling leadership style is high task behavior and low relationship behavior. A high task,
ff ff ff ff ff ff ff ff ff ff ff ff ff ff ff ff


high relationship style is called a selling leadership style. A low task and high relationship style is
ff ff ff ff ff ff ff ff ff ff ff ff ff ff ff ff ff


called a
ff ff

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