Test Bank Essentials of Nursing
Leadership & Management 7th Edition
Sally A. Weiss Complete All Chapters
2024
,Chapter 1: Nursing Leadership and Management
MULTIPLE CHOICE
1. According to Henri Fayol, the functions of planning, organizing, coordinating, and controlling
are considered which aspect of management?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS: B, The management process includes planning, organizing, coordinating, and controlling. Management roles include
information processing, interpersonal relationships, and decision making. Management functions include planning, organizing,
staffing, directing, coordinating, reporting, and budgeting. A taxonomy is a system that orders principles into a grouping or
classification.
2. Which of the following is considered a decisional managerial role?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS: D, The decisional managerial roles include entrepreneur, disturbance handler, allocator of resources, and negotiator. The
information processing managerial roles include monitor, disseminator, and spokesperson. The interpersonal managerial roles
include figurehead, leader, and liaison.
3. A nurse manager meets regularly with other nurse managers, participates on the
organizations committees, and attends meetings sponsored by professional organizations in order
to manage relationships. These activities are considered which function of a manager?
a. Informing
b. Problem solving
c. Monitoring
d. Networking
ANS: D, The role functions to manage relationships are networking, supporting, developing and mentoring, managing conflict
and team building, motivating and inspiring, recognizing, and rewarding. The role functions to manage the work are planning
and organizing, problem solving, clarifying roles and objectives, informing, monitoring, consulting, and delegating.
4. A nurse was recently promoted to a middle-level manager position. The nurses title would
most likely be which of the following?
a. First-line manager
b. Director
c. Vice president of patient care services
d. Chief nurse executive
ANS: B, A middle-level manager is called a director. A low managerial- level job is called the first-line manager. A nurse in an
executive level role is called a chief nurse executive or vice president of patient care services.
5. A nurse manager who uses Frederick Taylors scientific management approach, would most likely
focus on which of the following?
, a. General principles
b. Positional authority
c. Labor productivity
d. Impersonal relations
ANS: C, The area of focus for scientific management is labor productivity. In bureaucratic theory, efficiency is achieved through
impersonal relations within a formal structure and is based on positional authority. Administrative principle theory consists of
principles of management that are relevant to any organization.
6. According to Vrooms Theory of Motivation, force:
a. is the perceived possibility that the goal will be achieved.
b. describes the amount of effort one will exert to reach ones goal.
c. describes people who have free will but choose to comply with orders they are given.
d. is a naturally forming social group that can become a contributor to an organization.
ANS: B, According to Vrooms Theory of Motivation, Force describes the amount of effort one will exert to reach ones goal.
Valence speaks to the level of attractiveness or unattractiveness of the goal. Expectancy is the perceived possibility that the goal
will be achieved. Vrooms Theory of Motivation can be demonstrated in the form of an equation: Force = Valence Expectancy
(Vroom, 1964). The theory proposes that this equation can help to predict the motivation, or force, of an individual as described
by Vroom.
7. According to R. N. Lussier, motivation:
a. is unconsciously demonstrated by people.
b. occurs externally to influence behavior.
c. is determined by others choices.
d. occurs internally to influence behavior.
ANS: D, Motivation is a process that occurs internally to influence and direct our behavior in order to satisfy needs. Motivation
is not explicitly demonstrated by people, but rather it is interpreted from their behavior. Motivation is whatever influences our
choices and creates direction, intensity, and persistence in our behavior.
8. According to R. N. Lussier, there are content motivation theories and process motivation
theories. Which of the following is considered a process motivation theory?
a. Equity theory
b. Hierarchy of needs theory
c. Existence-relatedness-growth theory
d. Hygiene maintenance and motivation factors
ANS: A, The process motivation theories are equity theory and expectancy theory. The content motivation theories include
Maslows hierarchy of needs theory, Aldefers existence- relatedness-growth (ERG) theory, and Herzbergs hygiene maintenance
factors and motivation factors.
9. The theory that includes maintenance and motivation factors is:
a. Maslows hierarchy of needs.
b. Herzbergs two-factor theory.
c. McGregors theory X and theory Y.
d. Ouchis theory Z.
, ANS:a4B,a4Thea4two-
factora4theorya4ofa4motivationa4includesa4motivationa4anda4maintenancea4factors.a4Maslowsa4hierarchya4ofa4needsa4includes
a4thea4followinga4needs:a4physiological,a4safety,a4security,a4belonging,a4anda4self-
actualization.a4Ina4theorya4X,a4employeesa4prefera4security,a4direction,a4anda4minimala4responsibility.a4Ina4theorya4Y,a4emp
loyeesa4enjoya4theira4work,a4showa4self-
controla4anda4discipline,a4area4ablea4toa4contributea4creatively,a4anda4area4motivateda4bya4tiesa4toa4thea4group,a4organizatio
n,a4anda4thea4worka4itself.a4Thea4focusa4ofa4theorya4Za4isa4collectivea4decisiona4makinga4anda4long-
terma4employmenta4thata4involvesa4slowera4promotionsa4anda4lessa4directa4supervision.
10. Aa4nursea4isa4appointeda4toa4aa4leadershipa4positiona4ina4thea4locala4hospital.a4Thea4nursesa4po
sitiona4woulda4bea4considereda4whicha4ofa4thea4following?
a. Informala4leadership
b. Formala4leadership
c. Leadership
d. Management
ANS:a4B,a4Formala4leadershipa4isa4baseda4ona4occupyinga4aa4positiona4ina4ana4organization.a4Informala4leadershipa4isa4s
howna4bya4ana4individuala4whoa4demonstratesa4leadershipa4outsidea4thea4scopea4ofa4aa4formala4leadershipa4rolea4ora4asa4
aa4membera4ofa4aa4group.a4Leadershipa4isa4aa4processa4ofa4influencea4wherebya4thea4leadera4influencesa4othersa4towarda4
goala4achievement.a4Managementa4isa4aa4processa4toa4achievea4organizationala4goals.
11. Aa4nursinga4instructora4isa4evaluatinga4whethera4thea4nursinga4studentsa4understanda4
thea4threea4fundamentala4qualitiesa4thata4leadersa4share.a4Accordinga4toa4Bennisa4anda4Na
nus,a4thea4fundamentala4qualitiesa4ofa4effectivea4leadersa4are:
a. guideda4vision,a4passion,a4anda4integrity.
b. knowledgea4ofa4self,a4honesty,a4anda4maturity.
c. intelligence,a4self-confidence,a4anda4determination.
d. honesty,a4self-awareness,a4anda4sociability.
ANS:a4ABennisa4anda4Nanusa4lista4guideda4vision,a4passion,a4anda4integritya4asa4fundamentala4qualitiesa4ofa4effectivea4lea
ders.a4Knowledgea4ofa4self,a 4 honestya 4 anda 4 maturity;a 4 intelligence,a 4 self-confidencea 4 anda 4 determination;a 4 self-
awarenessa 4 anda 4 sociabilitya 4 area 4 alla 4 desirablea4traitsa4ina4leadersa4asa4wella4asa4ina4others.
12. Thea4sixa4traitsa4identifieda4bya4Kirkpatricka4anda4Lockea4thata4separatea4leadersa4froma4non-
leadersa4were:
a. respectability,a4trustworthiness,a4flexibility,a4self-confidence,a4intelligence,a4sociability.
b. self-
confidence,a4progressiona4ofa4experiences,a4influencea4ofa4others,a4personala4lifea4factors,a4ho
nesty,a4drive.
c. intelligence,a4self-confidence,a4determination,a4integrity,a4sociability,a4honesty.
d. drive,a4desirea4toa4lead,a4honesty,a4self-confidence,a4cognitivea4ability,a4knowledgea4ofa4business.
ANS:a4D,a4Researcha4bya4Kirkpatricka4anda4Lockea4concludeda4thata4leadersa4possessa4sixa4traits:a4drive,a4desirea4toa4le
ad,a4honesty,a4self-
a4confidence,a4cognitivea4ability,a4anda4knowledgea4ofa4thea4business.a4Woodsa4identifieda4fivea4dominanta4factorsa4thata
4influenceda4leadershipa4development:a4self-
confidence,a4innatea4qualities,a4progressiona4ofa4experience,a4influencea4ofa4significanta4others,a4anda4personala4lifea4fact
ors.a4Stogdilla4identifieda4thea4followinga4traitsa4ofa4aa4leader:a4intelligence,a4self-
a4confidence,a4determination,a4integrity,a4anda 4 sociability.a4Murphya4anda4DeBacka4identifieda4thea4followinga4leadera4c
haracteristics:a4caring,a4respectability,a4trustworthiness,a4anda4flexibility.
13. Aa4nursea4managera4whoa4usesa4aa4leadershipa4stylea4thata4isa4participatorya4anda4wh
erea4authoritya4isa4delegateda4toa4othersa4isa4mosta4likelya4usinga4whicha4ofa4thea4followin
ga4leadershipa4styles?
a. Autocratic
b. Democratic
Leadership & Management 7th Edition
Sally A. Weiss Complete All Chapters
2024
,Chapter 1: Nursing Leadership and Management
MULTIPLE CHOICE
1. According to Henri Fayol, the functions of planning, organizing, coordinating, and controlling
are considered which aspect of management?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS: B, The management process includes planning, organizing, coordinating, and controlling. Management roles include
information processing, interpersonal relationships, and decision making. Management functions include planning, organizing,
staffing, directing, coordinating, reporting, and budgeting. A taxonomy is a system that orders principles into a grouping or
classification.
2. Which of the following is considered a decisional managerial role?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS: D, The decisional managerial roles include entrepreneur, disturbance handler, allocator of resources, and negotiator. The
information processing managerial roles include monitor, disseminator, and spokesperson. The interpersonal managerial roles
include figurehead, leader, and liaison.
3. A nurse manager meets regularly with other nurse managers, participates on the
organizations committees, and attends meetings sponsored by professional organizations in order
to manage relationships. These activities are considered which function of a manager?
a. Informing
b. Problem solving
c. Monitoring
d. Networking
ANS: D, The role functions to manage relationships are networking, supporting, developing and mentoring, managing conflict
and team building, motivating and inspiring, recognizing, and rewarding. The role functions to manage the work are planning
and organizing, problem solving, clarifying roles and objectives, informing, monitoring, consulting, and delegating.
4. A nurse was recently promoted to a middle-level manager position. The nurses title would
most likely be which of the following?
a. First-line manager
b. Director
c. Vice president of patient care services
d. Chief nurse executive
ANS: B, A middle-level manager is called a director. A low managerial- level job is called the first-line manager. A nurse in an
executive level role is called a chief nurse executive or vice president of patient care services.
5. A nurse manager who uses Frederick Taylors scientific management approach, would most likely
focus on which of the following?
, a. General principles
b. Positional authority
c. Labor productivity
d. Impersonal relations
ANS: C, The area of focus for scientific management is labor productivity. In bureaucratic theory, efficiency is achieved through
impersonal relations within a formal structure and is based on positional authority. Administrative principle theory consists of
principles of management that are relevant to any organization.
6. According to Vrooms Theory of Motivation, force:
a. is the perceived possibility that the goal will be achieved.
b. describes the amount of effort one will exert to reach ones goal.
c. describes people who have free will but choose to comply with orders they are given.
d. is a naturally forming social group that can become a contributor to an organization.
ANS: B, According to Vrooms Theory of Motivation, Force describes the amount of effort one will exert to reach ones goal.
Valence speaks to the level of attractiveness or unattractiveness of the goal. Expectancy is the perceived possibility that the goal
will be achieved. Vrooms Theory of Motivation can be demonstrated in the form of an equation: Force = Valence Expectancy
(Vroom, 1964). The theory proposes that this equation can help to predict the motivation, or force, of an individual as described
by Vroom.
7. According to R. N. Lussier, motivation:
a. is unconsciously demonstrated by people.
b. occurs externally to influence behavior.
c. is determined by others choices.
d. occurs internally to influence behavior.
ANS: D, Motivation is a process that occurs internally to influence and direct our behavior in order to satisfy needs. Motivation
is not explicitly demonstrated by people, but rather it is interpreted from their behavior. Motivation is whatever influences our
choices and creates direction, intensity, and persistence in our behavior.
8. According to R. N. Lussier, there are content motivation theories and process motivation
theories. Which of the following is considered a process motivation theory?
a. Equity theory
b. Hierarchy of needs theory
c. Existence-relatedness-growth theory
d. Hygiene maintenance and motivation factors
ANS: A, The process motivation theories are equity theory and expectancy theory. The content motivation theories include
Maslows hierarchy of needs theory, Aldefers existence- relatedness-growth (ERG) theory, and Herzbergs hygiene maintenance
factors and motivation factors.
9. The theory that includes maintenance and motivation factors is:
a. Maslows hierarchy of needs.
b. Herzbergs two-factor theory.
c. McGregors theory X and theory Y.
d. Ouchis theory Z.
, ANS:a4B,a4Thea4two-
factora4theorya4ofa4motivationa4includesa4motivationa4anda4maintenancea4factors.a4Maslowsa4hierarchya4ofa4needsa4includes
a4thea4followinga4needs:a4physiological,a4safety,a4security,a4belonging,a4anda4self-
actualization.a4Ina4theorya4X,a4employeesa4prefera4security,a4direction,a4anda4minimala4responsibility.a4Ina4theorya4Y,a4emp
loyeesa4enjoya4theira4work,a4showa4self-
controla4anda4discipline,a4area4ablea4toa4contributea4creatively,a4anda4area4motivateda4bya4tiesa4toa4thea4group,a4organizatio
n,a4anda4thea4worka4itself.a4Thea4focusa4ofa4theorya4Za4isa4collectivea4decisiona4makinga4anda4long-
terma4employmenta4thata4involvesa4slowera4promotionsa4anda4lessa4directa4supervision.
10. Aa4nursea4isa4appointeda4toa4aa4leadershipa4positiona4ina4thea4locala4hospital.a4Thea4nursesa4po
sitiona4woulda4bea4considereda4whicha4ofa4thea4following?
a. Informala4leadership
b. Formala4leadership
c. Leadership
d. Management
ANS:a4B,a4Formala4leadershipa4isa4baseda4ona4occupyinga4aa4positiona4ina4ana4organization.a4Informala4leadershipa4isa4s
howna4bya4ana4individuala4whoa4demonstratesa4leadershipa4outsidea4thea4scopea4ofa4aa4formala4leadershipa4rolea4ora4asa4
aa4membera4ofa4aa4group.a4Leadershipa4isa4aa4processa4ofa4influencea4wherebya4thea4leadera4influencesa4othersa4towarda4
goala4achievement.a4Managementa4isa4aa4processa4toa4achievea4organizationala4goals.
11. Aa4nursinga4instructora4isa4evaluatinga4whethera4thea4nursinga4studentsa4understanda4
thea4threea4fundamentala4qualitiesa4thata4leadersa4share.a4Accordinga4toa4Bennisa4anda4Na
nus,a4thea4fundamentala4qualitiesa4ofa4effectivea4leadersa4are:
a. guideda4vision,a4passion,a4anda4integrity.
b. knowledgea4ofa4self,a4honesty,a4anda4maturity.
c. intelligence,a4self-confidence,a4anda4determination.
d. honesty,a4self-awareness,a4anda4sociability.
ANS:a4ABennisa4anda4Nanusa4lista4guideda4vision,a4passion,a4anda4integritya4asa4fundamentala4qualitiesa4ofa4effectivea4lea
ders.a4Knowledgea4ofa4self,a 4 honestya 4 anda 4 maturity;a 4 intelligence,a 4 self-confidencea 4 anda 4 determination;a 4 self-
awarenessa 4 anda 4 sociabilitya 4 area 4 alla 4 desirablea4traitsa4ina4leadersa4asa4wella4asa4ina4others.
12. Thea4sixa4traitsa4identifieda4bya4Kirkpatricka4anda4Lockea4thata4separatea4leadersa4froma4non-
leadersa4were:
a. respectability,a4trustworthiness,a4flexibility,a4self-confidence,a4intelligence,a4sociability.
b. self-
confidence,a4progressiona4ofa4experiences,a4influencea4ofa4others,a4personala4lifea4factors,a4ho
nesty,a4drive.
c. intelligence,a4self-confidence,a4determination,a4integrity,a4sociability,a4honesty.
d. drive,a4desirea4toa4lead,a4honesty,a4self-confidence,a4cognitivea4ability,a4knowledgea4ofa4business.
ANS:a4D,a4Researcha4bya4Kirkpatricka4anda4Lockea4concludeda4thata4leadersa4possessa4sixa4traits:a4drive,a4desirea4toa4le
ad,a4honesty,a4self-
a4confidence,a4cognitivea4ability,a4anda4knowledgea4ofa4thea4business.a4Woodsa4identifieda4fivea4dominanta4factorsa4thata
4influenceda4leadershipa4development:a4self-
confidence,a4innatea4qualities,a4progressiona4ofa4experience,a4influencea4ofa4significanta4others,a4anda4personala4lifea4fact
ors.a4Stogdilla4identifieda4thea4followinga4traitsa4ofa4aa4leader:a4intelligence,a4self-
a4confidence,a4determination,a4integrity,a4anda 4 sociability.a4Murphya4anda4DeBacka4identifieda4thea4followinga4leadera4c
haracteristics:a4caring,a4respectability,a4trustworthiness,a4anda4flexibility.
13. Aa4nursea4managera4whoa4usesa4aa4leadershipa4stylea4thata4isa4participatorya4anda4wh
erea4authoritya4isa4delegateda4toa4othersa4isa4mosta4likelya4usinga4whicha4ofa4thea4followin
ga4leadershipa4styles?
a. Autocratic
b. Democratic
