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2024 UPDATE|Nurse Executive Certification | LATEST UPDATE COMPREHENSIVE QUESTIONS (Frequently Most Tested) AND VERIFEID ANSWERS (100% accurate)|GET IT A+ $29.99
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2024 UPDATE|Nurse Executive Certification | LATEST UPDATE COMPREHENSIVE QUESTIONS (Frequently Most Tested) AND VERIFEID ANSWERS (100% accurate)|GET IT A+

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2024 UPDATE|Nurse Executive Certification | LATEST UPDATE COMPREHENSIVE QUESTIONS (Frequently Most Tested) AND VERIFEID ANSWERS (100% accurate)|GET IT A+

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  • 2024 UPDATE|Nurse Executive Certification
  • 2024 UPDATE|Nurse Executive Certification

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By: jibril • 2 months ago

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Testflix
Nurse Executive Certification

1. Trait Theory a leadership theory that holds that effective leaders pos-
sess a similar set of traits or characteristics; Self confi-
dence, acceptance of the consequences of one's actions,
persistence, creative problem-solving, initiative, reilience,
tolerance, ability to influence others, ability to structure
social interactions, intelligence, integrity, nonconformity,
cooperativeness, tact.

2. Behavioral Theo- Focuses on what leaders do or how they behave; catego-
ry rizes leaders into their style of practice.
Autocratic
Democratic
Permissive or laissez-faire
Beaurocratic

3. Autocratic Lead- Leaders who purport to change the behavior of subordi-
ers nates through external control with the use of coercion,
authority, punishment, and power.

4. Democratic Leaders who appeal to the drive of their subordinates
Leadedrs and influence change through participation, involvement
of subordinates in goal setting, and collaboration.

5. Permissive or Leaders who use a "hands-off" approach and assume
Laissez-faire that people are able to make their own decisions and
Leaders complete their work unaided by direction or facilitation.

6. Bureaucratic Leaders who rely on organizational policies and rules to
Leaders influence the behavior of their subordinates.

7. Autocratic and Assume that external motivators cause subordinates to
Bureaucratic change their behavior.
leaders.....

8. Democratic and Believe that behavior change is internally inspired or has
Laissez-faire an internal locus of control.
leaders......

9. Likert Developed the four quadrant model known as "System 4
Management" to illustrate the relationship between man-


, Nurse Executive Certification

agement style and outcomes; greater employee involve-
ment yields greater committment to the organization and
it's outcomes.

10. Impoverished show low concern for both production and people; do the
Leaders minimum required to remain employed

11. Contingency Also known as situational leadership; Refers to the ability
Theory to adapt one's leadership style to the situation at hand.

12. Manager Follow- To what degree the manager enjoys the loyalty and sup-
er Relationships port of her followers.

13. Task Structure The degree to which the task is clearly described or
are there operating procedures in place to guarantee a
successful outcome.

14. Position Power To what degree is the manager able to administer rewards
and punishment.

15. Job Maturity The level of the employee's skills and technical knowl-
edge relative to the task being performed.

16. Psychological An employee's self-confidence and self-respect.
Maturity

17. Hersey and Telling; The leader tells the worker what to do and pro-
Blanchard vides close supervision.
Leadership Style
S1-High
Task/Low
Relationship

18. Hersey and Selling; The leaders makes decisions and coaches follow-
Blanchard ers; the leader provides opporutnity for clarification
Leadership Style
S2-High
Task/High
Relationship



, Nurse Executive Certification

19. Hersey and Blan- Participating; Both leader and follower participate in pro-
chard Leader- jects and decisions.
ship Style S3-
Low Task/High
Relationship

20. Hersey and Blan- Delegating; The leaders gives subordinates the freedom
chard Leader- to mae decisions and carry out plans.
ship Style S4-
Low Task/Low
Relationship

21. Hersey and Blan- R1: unable and unwilling; insecure
chard Subordi- R2: unable but willing; confident
nate Readiness R3: Able but unwilling; insecure
R4: Able and willing; confident

22. Vroom-Yetton's Gives a prescriptive approach for managers to decide
Expectancy how much participation they should solicit from their em-
Theory ployees. They then use one of the five decision making
approaches- telling, selling, consult, join, or delegate.

23. Charismatic Leaders who have the ability to engage others becuase
Leaders of the power of their personalities; inspire affection and
emotional connection and may use the power of their
personalities ot advance revolutionary ideas.

24. Transactional Derived from social-exchange theory; Both manager and
Leaders employee derive equal benefit form their relationship and
the interactions between them are meant to achieve and
maintain balance and status quo.

25. Transformation- Transforms the organization through contextual and cul-
al Leaders tural changes; aware of all that is going on in the organiza-
tion; encourages risk-taking by subordinates and encour-
ages and atmosphere of supportive trust and self-actual-
ization of employees; moves the organization well beyond
the current reality.

26.


, Nurse Executive Certification

Connective Draws on the leaders ability to bring others together as a
Leaders means of effecting a change. Realize the whole is greater
than the sum of it's parts and achieve results through
collaboration, cooperations, coordination, and collegiali-
ty. Foster interconnectedness between disparate groups;
known as bridge builders and able to overcome obstacles
from hierarchical structures.

27. Shared Leader- Based on the concept of empowerment; recognizes the
ship significance of informal as well as formal leadership to the
success of the organization. Acknowledges that no one
power can have all the knowledge and influence needed
to accomplish intended goals; epitomized by self-directed
work and shared governance.

28. Servant Leader- Puts other people and their needs above the leader's
ship self-interest; success lies in stewardship.

29. Transparency The opposite of secrecy; deliberate organizational move
away from secrecy and opaqueness; encourage saccess
to information, participation, and decision-making; cre-
ates a high level of trust among stakeholders; open acess
to information and confidence in the competence of all
involved.

30. Matrix Structure Each department listed on an equal basis.

31. Horizontal Struc- CHain of command limited and managers fairly au-
ture tonomous.

32. Committee an organizational structure in which authority and respon-
Structure sibility are held by a group rather than an individual

33. Ad Hoc Commit- Temporary committees formed to carry out a specific
tees project or task as opposed to a standing committee which
is permanent.

34. Types of busi- sole proprietorship, partnership, corporation
nesses

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