NURS 3004 - NURSING LEADERSHIP REVIEW WEEK 6
ONWARD (LATEST UPDATE) REAL QUESTIONS AND
VERIFIED ANSWERS |100% CORRECT | ALREADY GRADED
A
Types of Followers Ans✓✓✓1. Effective or exemplary: independent,
critical thinking and actively involved
2. Alienated :critical thinking but passive
3. "Yes" people: active however dependent; conformist
4. Sheep: passive and dependent, uncritical thinking
5. Pragmatic: wait and see what happens; preserve the status quo
Types of followers 2 Ans✓✓✓isolates, bystanders, participants,
activists, diehards
Pittman et al., (1998) Ans✓✓✓Performance initiatives: Relate to the
follower's performance—how his or her assigned job gets done, how
good the person is at what he or she does, the standards the person sets
for himself or herself, how well the person works with others, and how
valuable the person is to the organization.
Relationship initiatives: Concern the follower's relationship to the
leader—how much the person understands the leader's perspective, the
,person's willingness to give negative feedback or disagree with the
leader, and how the person demonstrates his or her reliability and
1. Partner: The follower is committed to high performance and building
a positive, reciprocal relationship with the leader. high on relationship
and performance
2. Contributor: The person does the job very well, is effective, embraces
change, and successfully balances work and life. However, does not, try
to understand the leader's perspective or promote vision, negotiate
differences maturely, communicate courageously, share expertise and
knowledge, or take initiative high on performance, low on relational
aspects
3. Politician: Highly sensitive to and skilled with interpersonal
relationships. The person is willing to give honest feedback and supports
the leader; however, may neglect the job and have poor performance
levels high on relationship, low on performance.
4. Subordinate: May be competent at assigned tasks and do what is told,
but there is no commitment to excellence in performance. Not sensitive
to relationships, does not try to support the leader, is disaffected, and is
not interested in giving anything extra Low on performance and
relationship
Followers want leaders who are Ans✓✓✓1. Honest: Individuals who are
consistent, ethical, and principled. They want leaders who are
2. Competent: Who know their field of endeavor and know the work that
needs to be done.
3. Inspiring: Individuals who are enthusiastic, contagious, visionary, and
effective in communicating a dream.
, 4. Forward looking: Oriented toward the "big picture" and able to help
followers see their important place in that picture.
Five sources of power: Ans✓✓✓1. Legitimate power: Comes from one's
title or position or role in a family or culture.
2. Coercive power: Comes from the ability to penalize others.
3. Reward power: Comes from the ability to help and get things (e.g.,
money, praise) for others.
4. Expert power: Comes from one's knowledge or competence.
5. Referent power: Comes from followers' respect for and their desire to
be liked and admired by the leader. As Reed (2004) notes,
leaders empower others by Ans✓✓✓1. Affirming values Helps
followers reflect on and perhaps challenge their values and the values of
others.
2. Motivating followers Helps unlock motives, promotes positive
attitudes, and encourages creativity, all of which empower followers.
3. Striving to achieve a workable unity Establishing trust and mutual
tolerance empowers followers to focus on the "big picture".
4. Explaining Helps followers understand the vision.
5. Serving as a symbol Being the voice the group needs helps followers
seize the power
6. Renewing Breaking old habits and attitudes to allow growth.
What are the benefits of empowerment, according to Yuki (2013)
Ans✓✓✓1. Stronger task commitment
ONWARD (LATEST UPDATE) REAL QUESTIONS AND
VERIFIED ANSWERS |100% CORRECT | ALREADY GRADED
A
Types of Followers Ans✓✓✓1. Effective or exemplary: independent,
critical thinking and actively involved
2. Alienated :critical thinking but passive
3. "Yes" people: active however dependent; conformist
4. Sheep: passive and dependent, uncritical thinking
5. Pragmatic: wait and see what happens; preserve the status quo
Types of followers 2 Ans✓✓✓isolates, bystanders, participants,
activists, diehards
Pittman et al., (1998) Ans✓✓✓Performance initiatives: Relate to the
follower's performance—how his or her assigned job gets done, how
good the person is at what he or she does, the standards the person sets
for himself or herself, how well the person works with others, and how
valuable the person is to the organization.
Relationship initiatives: Concern the follower's relationship to the
leader—how much the person understands the leader's perspective, the
,person's willingness to give negative feedback or disagree with the
leader, and how the person demonstrates his or her reliability and
1. Partner: The follower is committed to high performance and building
a positive, reciprocal relationship with the leader. high on relationship
and performance
2. Contributor: The person does the job very well, is effective, embraces
change, and successfully balances work and life. However, does not, try
to understand the leader's perspective or promote vision, negotiate
differences maturely, communicate courageously, share expertise and
knowledge, or take initiative high on performance, low on relational
aspects
3. Politician: Highly sensitive to and skilled with interpersonal
relationships. The person is willing to give honest feedback and supports
the leader; however, may neglect the job and have poor performance
levels high on relationship, low on performance.
4. Subordinate: May be competent at assigned tasks and do what is told,
but there is no commitment to excellence in performance. Not sensitive
to relationships, does not try to support the leader, is disaffected, and is
not interested in giving anything extra Low on performance and
relationship
Followers want leaders who are Ans✓✓✓1. Honest: Individuals who are
consistent, ethical, and principled. They want leaders who are
2. Competent: Who know their field of endeavor and know the work that
needs to be done.
3. Inspiring: Individuals who are enthusiastic, contagious, visionary, and
effective in communicating a dream.
, 4. Forward looking: Oriented toward the "big picture" and able to help
followers see their important place in that picture.
Five sources of power: Ans✓✓✓1. Legitimate power: Comes from one's
title or position or role in a family or culture.
2. Coercive power: Comes from the ability to penalize others.
3. Reward power: Comes from the ability to help and get things (e.g.,
money, praise) for others.
4. Expert power: Comes from one's knowledge or competence.
5. Referent power: Comes from followers' respect for and their desire to
be liked and admired by the leader. As Reed (2004) notes,
leaders empower others by Ans✓✓✓1. Affirming values Helps
followers reflect on and perhaps challenge their values and the values of
others.
2. Motivating followers Helps unlock motives, promotes positive
attitudes, and encourages creativity, all of which empower followers.
3. Striving to achieve a workable unity Establishing trust and mutual
tolerance empowers followers to focus on the "big picture".
4. Explaining Helps followers understand the vision.
5. Serving as a symbol Being the voice the group needs helps followers
seize the power
6. Renewing Breaking old habits and attitudes to allow growth.
What are the benefits of empowerment, according to Yuki (2013)
Ans✓✓✓1. Stronger task commitment
