Nurse Leadership Practice Questions Exam 1 and Answers Updated 2026

Nurse Leadership Practice Questions
Exam 1 and Answers Updated 2026
1.CWhatCstatementCisCtrueCregardingCdecisionCmaking?

A)CItCisCanCanalysisCofCaCsituation

B)CItCisCcloselyCrelatedCtoCevaluation

C)CItCinvolvesCchoosingCbetweenCcoursesCofCaction

D)CItCisCdependentCuponCfindingCtheCcauseCofCaCproblemC-CAnswerAns:CC



Feedback:CDecisionCmakingCisCaCcomplexCcognitiveCprocessCoftenCdefinedCasCchoosingCaCpar
ticularCcourseCofCaction.CProblemCsolvingCisCpartCofCdecisionCmakingCandCisCaCsystematicCp
rocessCthatCfocusesConCanalyzingCaCdifficultCsituation.CCriticalCthinking,CsometimesCreferredCt
oCasCreflectiveCthinking,CisCrelatedCtoCevaluationCandChasCaCbroaderCscopeCthanCdecisionC
makingCandCproblemCsolving.



1.CWhichCrepresentsCtheCmanagementCfunctionsCthatCareCincorporatedCintoCtheCmanagemen
tCprocess?



A)CPlanning,Cdirecting,Corganizing,Cstaffing,CandCevaluating

B)CPlanning,Corganizing,Cstaffing,Cdirecting,CandCcontrolling

C)COrganizing,Cplanning,Cstaffing,Cdirecting,CandCevaluating

D)COrganizing,Cstaffing,Cplanning,Cimplementing,CandCcontrollingC-CAnswerAns:CB



Feedback:



ManagementCfunctionsCincludeCplanning,Corganizing,Cstaffing,Cdirecting,CandCcontrolling.CThes
eCareCincorporatedCintoCwhatCisCknownCasCtheCmanagementCprocess.



WhatCisCtheCadvantageCofCrecruitingCfromCoutsideCtheCorganization?

A.CPromotesClong-termCretentionCofCemployees

B.CTendsCtoCincreaseCtheCnumberCofCcandidates

C.CProvidesCwell-motivatedCcandidates

,D.CAttractsCwell-qualifiedCcandidatesC-CAnswerAns:CB

Feedback:CrecruitingCfromCoutsideCtheCorganizationCprovidesCanCopportunityCtoCincreaseCthe
CpoolCofCcandidatesCforCpositionsCbutCisCnoCguaranteeCthatCtheseCcanddidatesCwillCbeCmor
eCqualifiedCorCmotivatedCthanCthoseCwhoCcomeCfromCwithinCtheCorganization.



WhichCinformationCisCtooCmuchCinCfluxCtoCidentifyConCanCorganizationalCchart?

A)CGrapevineClinesCofCcommunication

B)CLineCandCstaffCauthority

C)CSpanCofCcontrol

D)CScalarCchainsC-CAnswerAns:CA

Feedback:

TheCgrapevineClinesCofCcommunicationCcannotCbeCplacedConCanCorganizationalCchartCbecaus
eCtheyCareCconstantlyCinCflux.CTheCremainingCinformationCisCstableCandCsoCidentifiedConCth
eCchart.



WhichCstatementCbestCdescribesCmentorship?

A)CTheCintensityCandCdurationCofCrelationshipsCareCsimilarCinCmentorshipCand

Cpreceptorship
B)CStaffCcannotCbeCassignedCtoCbecomeCmentors.CItCisCaCroleCvoluntarilyCchosenCbyCtheCm
entor

C)C"Mentees"CmustCbeCwillingCtoCputCasideCtheirCpersonalCgoalsCandCbeliefsCinCanCeffortCt
oCidentifyCmoreCcloselyCwithCtheirCmentor

D)CMostCnursesCwillChaveCtheCopportunityCforCmanyCmentorCrelationshipsCduringCtheirCcare
ersC-CAnswerAns:CB

Feedback:

TheCmentorCmakesCaCconsciousCdecisionCtoCassistCtheCprotEgECinCcareerCdevelopment,Cwith
CtheCrelationshipCusuallyClastingCseveralCyears.CTheCremainingCstatementsCareCnotCaccurateC
regardingCmentorships.



WhatCisCemployeeCbehaviorCbestCreinforcedCby?C

A)CPraiseCfromCaCsupervisorC

B)CAnCincreaseCinCtheirCpayC

C)CACpersonallyCvaluedCrewardC

,D)CThreatCofCpunishmentC-CAnswerAns:CCC

Feedback:CEachCpersonCisCaCuniqueCindividualCwhoCisCmotivatedCbyCdifferentCthings.CTheCot
herCoptionsClackCthatCelementCofCpersonalCvalue.



WhatCisCtheCbestCcombinationCthatCcharacterizesCtheCcommunicationCprocess?C

A)CSender-receiver-messageC

B)CReceiver-message-sender

C)CSender-message-receiverC

D)CMessage-sender-receiverC-CAnswerAns:CCC

Feedback:CTheCcombinationCthatCbestCcharacterizesCtheCcommunicationCprocessCisCsenderñm
essageñreceiver.CTheCotherCoptionsCwouldCresultCinCtheClikelihoodCofCmiscommunication.



1.CWhichCisCtheCfirstCstepCinCtheCtimeCmanagementCprocess?

A.CCompletingCtheChighestCpriorityCtask

B.CAllowingCenoughCtimeCforCsufficientCdailyCplanning

C.CReprioritizingCbasedConCnewCinformationCreceived

D.CDelegatingCworkCthatCcannotCbeCaccomplishedCinCaCdayC-CAnswerAns:CB

Feedback:CDailyCplanningCisCessentialCifCtheCmanagerCisCtoCmanageCbyCefficiencyCratherCtha
nCbyCcrisis.CTheCremainingCoptionsCareCstepsCthatCoccurCafterCthatCplanning.



MaxCWeber,CasCpartCofCtheCscientificCmanagementCera,CcontributedCimmenselyCtoCtheCdeve
lopmentCofCorganizationalCtheory.CWhichCstatementCisCnotCrepresentativeCofChisCbeliefs?

A)CBureaucracyCcouldCprovideCaCrationalCbasisCforCadministrativeCdecisions

B)CWorkerCsatisfactionCwasCintegralCtoCproductivity

C)COrganizationCchartsCcouldCdepictCtheChierarchyCofCauthority

D)CImpersonalityCofCinterpersonalCrelationshipsCshouldCexistCinCorganizationsC-CAnswerAns:CB

Feedback:

MaxCWebersCtheoriesCdidCnotCaddressCworkerCsatisfaction.CTheCotherCoptionsCdoCrepresent
CtheCWeberCorganizationalCtheory.


WhenCdoesCcommunicationChaveCtheCgreatestClikelihoodCofCbeingCaccuratelyCinterpreted?C

, A)CMoreCthanConeCmodeCisCusedC

B)CFace-to-faceCcommunicationCisCusedC

C)CWrittenCcommunicationCisCusedC

D)CTheCsenderCrepeatsCtheCmessageCusingCtheCsameCmodeC-CAnswerAns:CAC

Feedback:CUsingCvariousCcommunicationCmethodsCinCcombinationCincreasesCtheClikelihoodCth
atCeveryoneCinCtheCorganizationCwhoCneedsCtoChearCtheCmessageCactuallyCwillChearCit.CThe
CotherCoptionsCareCsingleCmethods.


WhatCdidCmotivationalCtheoristCVictorCVroomCstate?C

A)CPersonalCmotivatorsCcouldCbeCseparatedCfromCjobCsatisfiersC

B)CPeopleCareCmotivatedCbyCthreeCbasicCneeds:Cachievement,Caffiliation,CandCpowerC

C)CACmanager'sCassumptionsCaboutCworkersCdirectlyCaffectCtheCintrinsicCmotivationCofCtheC
workersC

D)CEmployees'CexpectationsCaboutCtheirCworkCenvironmentCorCaCcertainCeventCwillCaffectCth
eirCbehaviorC-CAnswerAns:CDC

Feedback:CThisCtheoryCisCcalledCVroom'sCexpectancyCmodel.



WhatCwouldCbeCtheCmostChelpfulCinterventionCtoCtakeCtoChelpCaCnewCRNCadjustCtoCtheCp
rofessionalCnursingCrole?

A)CAdviseCtheCnewCRNCtoCavoidCconfrontationsCwithCdoctorsCwheneverCpossible

B)CAdviseCtheCnewCRNCthatCthisCisCtheCrealCworldCnotCtheCtextbookCone

C)CBeCalertCtoCsignsCandCsymptomsCofCtheCshockCphaseCofCroleCtransition

D)CBeCalertCtoCsignsCthatCtheCnewCRNChasCnotCshedCnursingCschoolCvaluesC-
CAnswerAns:CCC
Feedback:

ManagersCshouldCbeCalertCtoCsignsCandCsymptomsCofCtheCshockCphaseCofCroleCtransition.C
ManagersCshouldCalsoCensureCthatCsomeCofCtheCnewCnursesCvaluesCareCsupportedCandCenc
ouragedCsoCthatCworkCandCacademicCvaluesCcanCblend.CTheCremainingCoptionsCdoCnotCaddr
essCtheCneedsCofCtheCnewCRNCappropriately.



ACnewCgraduateCwhoCbeganCtheirCnursingCcareerC6CmonthsCagoCandCwhoCcompletedCorient
ationC3CmonthsCagoCisCinCwhatCstageCofCprofessionalCdevelopment?C

A)CExperimentationC