Test Bank Essentials of Nursing Leaders
n! n! n! n! n!
hip & Management 7th Edition Sally A.
n! n! n! n! n! n! n!
Weiss Complete All Chapters 2024
n! n! n! n!
,Chapter 1: Nursing Leadership and Management
n! n! n! n! n! n!
MULTIPLE CHOICE n!
1. According to Henri Fayol, the functions of planning, organizing, coordinating, and controllin
n! n! n! n! n! n! n! n! n! n! n!
g are considered which aspect of management?
n! n! n! n! n! n!
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:n!B,n!Then!managementn!processn!includesn!planning,n!organizing,n!coordinating,n!andn!controlling.n!Managementn!rolesn!includen!i
nformationn!processing,n!interpersonaln!relationships,n!andn!decisionn!making.n!Managementn!functionsn!includen!planning,n!organizin
g,n!staffing,n!directing,n!coordinating,n!reporting,n!andn!budgeting.n!An!taxonomyn!isn!an!systemn!thatn!ordersn!principlesn!inton!an!grouping
n!orn!classification.
2. Which of the following is considered a decisional managerial role?
n! n! n! n! n! n! n! n! n!
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:n!D,n!Then!decisionaln!managerialn!rolesn!includen!entrepreneur,n!disturbancen!handler,n!allocatorn!ofn!resources,n!andn!negotiator.n!
Then!informationn!processingn!managerialn!rolesn!includen!monitor,n!disseminator,n!andn!spokesperson.n!Then!interpersonaln!managerial
n!rolesn!includen! figurehead,n!leader, n!andn!liaison.
3. A nurse manager meets regularly with other nurse managers, participates on the organiza
n! n! n! n! n! n! n! n! n! n! n! n!
tions committees, and attends meetings sponsored by professional organizations in order to ma
n! n! n! n! n! n! n! n! n! n! n! n!
nage relationships. These activities are considered which function of a manager?
n! n! n! n! n! n! n! n! n! n!
a. Informing
b. Problem solving n!
c. Monitoring
d. Networking
ANS:n!D,n!Then!rolen!functionsn!ton!managen!relationshipsn!aren!networking,n!supporting,n!developingn!andn!mentoring,n!managingn!confl
ictn!andn!teamn!building,n!motivatingn!andn!inspiring,n!recognizing,n!andn!rewarding.n!Then!rolen!functionsn!ton!managen!then!workn!aren!pla
nningn!andn!organizing,n!problemn!solving,n!clarifyingn!rolesn!andn!objectives,n!informing,n!monitoring,n!consulting,n!andn!delegating.
4. A nurse was recently promoted to a middle-
n! n! n! n! n! n! n!
level manager position. The nurses title would most likely be which of the following?
n! n! n! n! n! n! n! n! n! n! n! n! n!
a. First-line manager n!
b. Director
c. Vice president of patient care services
n! n! n! n! n!
d. Chief nurse executiven! n!
ANS:n!B,n!An!middle-leveln!managern!isn!calledn!an!director.n!An!lown!managerial-n!leveln!jobn!isn!calledn!then!first-
linen!manager.n!An!nursen!inn!ann!executiven!leveln!rolen!isn!calledn!an!chiefn!nursen!executiven!orn!vicen!presidentn!ofn!patientn!caren!services.
5. A nurse manager who uses Frederick Taylors scientific management approach, would most like
n! n! n! n! n! n! n! n! n! n! n! n!
ly focus on which of the following?
n! n! n! n! n! n!
, a. General principles n!
b. Positional authority n!
c. Labor productivity
n!
d. Impersonal relations n!
ANS:n!C,n!Then!arean!ofn!focusn!forn!scientificn!managementn!isn!laborn!productivity.n!Inn!bureaucraticn!theory,n!efficiencyn!isn!achievedn!thr
oughn!impersonaln!relationsn!withinn!an!formaln!structuren!andn!isn!basedn!onn!positionaln!authority.n!Administrativen!principlen!theoryn!con
sistsn!ofn!principlesn!ofn!managementn!thatn!aren!relevantn!ton!anyn!organization.
6. According to Vrooms Theory of Motivation, force:
n! n! n! n! n! n!
a. is the perceived possibility that the goal will be achieved.
n! n! n! n! n! n! n! n! n!
b. describes the amount of effort one will exert to reach ones goal.
n! n! n! n! n! n! n! n! n! n! n!
c. describes people who have free will but choose to comply with orders they are given.
n! n! n! n! n! n! n! n! n! n! n! n! n! n!
d. is a naturally forming social group that can become a contributor to an organization.
n! n! n! n! n! n! n! n! n! n! n! n! n!
ANS:n!B,n!Accordingn!ton!Vroomsn!Theoryn!ofn!Motivation,n!Forcen!describesn!then!amountn!ofn!effortn!onen!willn!exertn!ton!reachn!onesn!go
al.n!Valencen!speaksn!ton!then!leveln!ofn!attractivenessn!orn!unattractivenessn!ofn!then!goal.n!Expectancyn!isn!then!perceivedn!possibilityn!thatn!
then!goaln!willn!ben!achieved.n!Vroomsn!Theoryn!ofn!Motivationn!cann!ben!demonstratedn!inn!then!formn!ofn!ann!equation:n!Forcen!=n!Valenc
en!Expectancyn!(Vroom,n!1964).n!Then!theoryn!proposesn!thatn!thisn!equationn!cann!helpn!ton!predictn!then!motivation,n!orn!force,n!ofn!ann!indi
vidualn!asn!describedn!byn!Vroom.
7. According to R. N. Lussier, motivation:
n! n! n! n! n!
a. is unconsciously demonstrated by people.
n! n! n! n!
b. occurs externally to influence behavior.
n! n! n! n!
c. is determined by others choices.
n! n! n! n!
d. occurs internally to influence behavior.
n! n! n! n!
ANS:n!D,n!Motivationn!isn!an!processn!thatn!occursn!internallyn!ton!influencen!andn!directn!ourn!behaviorn!inn!ordern!ton!satisfyn!needs.n!Motiv
ationn!isn!notn!explicitlyn!demonstratedn!byn!people,n!butn!rathern!itn!isn!interpretedn!fromn!theirn!behavior.n!Motivationn!isn!whatevern!influ
encesn!ourn!choicesn!andn!createsn!direction,n!intensity,n!andn!persistencen!inn!ourn!behavior.
8. According to R. N. Lussier, there are content motivation theories and process motivati
n! n! n! n! n! n! n! n! n! n! n! n!
on theories. Which of the following is considered a process motivation theory?
n! n! n! n! n! n! n! n! n! n! n!
a. Equity theory n!
b. Hierarchy of needs theory n! n! n!
c. Existence-relatedness-growth theory n!
d. Hygiene maintenance and motivation factors
n! n! n! n!
ANS:n!A,n!Then!processn!motivationn!theoriesn!aren!equityn!theoryn!andn!expectancyn!theory.n!Then!contentn!motivationn!theoriesn!includen
!Maslowsn!hierarchyn!ofn!needsn!theory,n! Aldefersn!existence-n!relatedness-
growthn!(ERG)n!theory,n!andn!Herzbergsn!hygienen!maintenancen!factorsn!andn!motivationn!factors.
9. The theory that includes maintenance and motivation factors is:
n! n! n! n! n! n! n! n!
a. Maslows hierarchy of needs. n! n! n!
b. Herzbergs two-factor theory. n! n!
c. McGregors theory X and theory Y. n! n! n! n! n!
d. Ouchis theory Z. n! n!
, ANS:n!B,n!Then!two-
factorn!theoryn!ofn!motivationn!includesn!motivationn!andn!maintenancen!factors.n!Maslowsn!hierarchyn!ofn!needsn!includesn!then!followingn
!needs:n!physiological,n!safety, n!security,n!belonging,n!andn!self-
actualization.n!Inn!theoryn!X,n!employeesn!prefern!security,n!direction,n!andn!minimaln!responsibility.n!Inn!theoryn!Y,n!employeesn!enjoyn!th
eirn!work,n!shown!self-
controln!andn!discipline,n!aren!ablen!ton!contributen!creatively,n!andn!aren!motivatedn!byn!tiesn!ton!then!group,n!organization,n!andn!then!workn!it
self.n!Then!focusn!ofn!theoryn!Zn!isn!collectiven!decisionn!makingn!andn!long-
termn!employmentn!thatn!involvesn!slowern!promotionsn!andn!lessn!directn!supervision.
10. A nurse is appointed to a leadership position in the local hospital. The nurses position would
n! n! n! n! n! n! n! n! n! n! n! n! n! n! n! n!
be considered which of the following?
n! n! n! n! n!
a. Informal leadership n!
b. Formal leadership n!
c. Leadership
d. Management
ANS:n!B,n!Formaln!leadershipn!isn!basedn!onn!occupyingn!an!positionn!inn!ann!organization.n!Informaln!leadershipn!isn!shownn!byn!ann!indivi
dualn!whon!demonstratesn!leadershipn!outsiden!then!scopen!ofn!an!formaln!leadershipn!rolen!orn!asn!an!membern!ofn!an!group.n!Leadershipn!isn!an
!processn!ofn!influencen! wherebyn!then!leader n!influencesn!othersn!towardn!goaln!achievement.n!Managementn!isn! an!processn!ton! achieven!or
ganizationaln!goals.
11. A nursing instructor is evaluating whether the nursing students understand the three
n! n! n! n! n! n! n! n! n! n! n! n!
fundamental qualities that leaders share. According to Bennis and Nanus, the fundament
n! n! n! n! n! n! n! n! n! n! n!
al qualities of effective leaders are:
n! n! n! n! n!
a. guided vision, passion, and integrity.
n! n! n! n!
b. knowledge of self, honesty, and maturity.n! n! n! n! n!
c. intelligence, self-confidence, and determination.
n! n! n!
d. honesty, self-awareness, and sociability.
n! n! n!
ANS:n!ABennisn!andn!Nanusn!listn!guidedn!vision,n!passion,n!andn!integrityn!asn!fundamentaln!qualitiesn!ofn!effectiven!leaders.n!Knowledgen
!ofn! self,n ! honestyn ! andn ! maturity;n ! intelligence,n ! self-confidencen ! andn ! determination;n ! self-
awarenessn ! andn ! sociabilityn ! aren ! alln ! desirablen!traitsn!inn!leadersn!asn!welln!asn!inn!others.
12. The six traits identified by Kirkpatrick and Locke that separate leaders from non-leaders were:
n! n! n! n! n! n! n! n! n! n! n! n! n!
a. respectability, trustworthiness, flexibility, self-confidence, intelligence, sociability.
n! n! n! n! n!
b. self-
confidence, progression of experiences, influence of others, personal life factors, honesty, dri
n! n! n! n! n! n! n! n! n! n! n!
ve.
c. intelligence, self-confidence, determination, integrity, sociability, honesty.
n! n! n! n! n!
d. drive, desire to lead, honesty, self-confidence, cognitive ability, knowledge of business.
n! n! n! n! n! n! n! n! n! n!
ANS:n!D,n!Researchn!byn!Kirkpatrickn!andn!Locken!concludedn!thatn!leadersn!possessn!sixn!traits:n!drive,n!desiren!ton!lead,n!honesty,n!self-
n!confidence,n! cognitiven!ability,n! andn!knowledgen!ofn!then!business.n! Woodsn!identifiedn! fiven!dominantn!factorsn!thatn!influencedn!leade
rshipn!development:n!self-
confidence,n!innaten!qualities,n!progressionn!ofn!experience,n!influencen!ofn!significantn!others,n!andn!personaln!lifen!factors.n!Stogdilln!id
entifiedn!then!followingn!traitsn!ofn!an!leader:n!intelligence,n!self-
n!confidence,n!determination,n!integrity, n!andn ! sociability.n!Murphyn!andn!DeBackn!identifiedn!then! followingn!leadern! characteristics: n!
caring,n!respectability,n!trustworthiness,n!andn!flexibility.
13. A nurse manager who uses a leadership style that is participatory and where authori
n! n! n! n! n! n! n! n! n! n! n! n! n!
ty is delegated to others is most likely using which of the following leadership styles?
n! n! n! n! n! n! n! n! n! n! n! n! n! n!
a. Autocratic
b. Democratic
c. Laissez-faire
n! n! n! n! n!
hip & Management 7th Edition Sally A.
n! n! n! n! n! n! n!
Weiss Complete All Chapters 2024
n! n! n! n!
,Chapter 1: Nursing Leadership and Management
n! n! n! n! n! n!
MULTIPLE CHOICE n!
1. According to Henri Fayol, the functions of planning, organizing, coordinating, and controllin
n! n! n! n! n! n! n! n! n! n! n!
g are considered which aspect of management?
n! n! n! n! n! n!
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:n!B,n!Then!managementn!processn!includesn!planning,n!organizing,n!coordinating,n!andn!controlling.n!Managementn!rolesn!includen!i
nformationn!processing,n!interpersonaln!relationships,n!andn!decisionn!making.n!Managementn!functionsn!includen!planning,n!organizin
g,n!staffing,n!directing,n!coordinating,n!reporting,n!andn!budgeting.n!An!taxonomyn!isn!an!systemn!thatn!ordersn!principlesn!inton!an!grouping
n!orn!classification.
2. Which of the following is considered a decisional managerial role?
n! n! n! n! n! n! n! n! n!
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:n!D,n!Then!decisionaln!managerialn!rolesn!includen!entrepreneur,n!disturbancen!handler,n!allocatorn!ofn!resources,n!andn!negotiator.n!
Then!informationn!processingn!managerialn!rolesn!includen!monitor,n!disseminator,n!andn!spokesperson.n!Then!interpersonaln!managerial
n!rolesn!includen! figurehead,n!leader, n!andn!liaison.
3. A nurse manager meets regularly with other nurse managers, participates on the organiza
n! n! n! n! n! n! n! n! n! n! n! n!
tions committees, and attends meetings sponsored by professional organizations in order to ma
n! n! n! n! n! n! n! n! n! n! n! n!
nage relationships. These activities are considered which function of a manager?
n! n! n! n! n! n! n! n! n! n!
a. Informing
b. Problem solving n!
c. Monitoring
d. Networking
ANS:n!D,n!Then!rolen!functionsn!ton!managen!relationshipsn!aren!networking,n!supporting,n!developingn!andn!mentoring,n!managingn!confl
ictn!andn!teamn!building,n!motivatingn!andn!inspiring,n!recognizing,n!andn!rewarding.n!Then!rolen!functionsn!ton!managen!then!workn!aren!pla
nningn!andn!organizing,n!problemn!solving,n!clarifyingn!rolesn!andn!objectives,n!informing,n!monitoring,n!consulting,n!andn!delegating.
4. A nurse was recently promoted to a middle-
n! n! n! n! n! n! n!
level manager position. The nurses title would most likely be which of the following?
n! n! n! n! n! n! n! n! n! n! n! n! n!
a. First-line manager n!
b. Director
c. Vice president of patient care services
n! n! n! n! n!
d. Chief nurse executiven! n!
ANS:n!B,n!An!middle-leveln!managern!isn!calledn!an!director.n!An!lown!managerial-n!leveln!jobn!isn!calledn!then!first-
linen!manager.n!An!nursen!inn!ann!executiven!leveln!rolen!isn!calledn!an!chiefn!nursen!executiven!orn!vicen!presidentn!ofn!patientn!caren!services.
5. A nurse manager who uses Frederick Taylors scientific management approach, would most like
n! n! n! n! n! n! n! n! n! n! n! n!
ly focus on which of the following?
n! n! n! n! n! n!
, a. General principles n!
b. Positional authority n!
c. Labor productivity
n!
d. Impersonal relations n!
ANS:n!C,n!Then!arean!ofn!focusn!forn!scientificn!managementn!isn!laborn!productivity.n!Inn!bureaucraticn!theory,n!efficiencyn!isn!achievedn!thr
oughn!impersonaln!relationsn!withinn!an!formaln!structuren!andn!isn!basedn!onn!positionaln!authority.n!Administrativen!principlen!theoryn!con
sistsn!ofn!principlesn!ofn!managementn!thatn!aren!relevantn!ton!anyn!organization.
6. According to Vrooms Theory of Motivation, force:
n! n! n! n! n! n!
a. is the perceived possibility that the goal will be achieved.
n! n! n! n! n! n! n! n! n!
b. describes the amount of effort one will exert to reach ones goal.
n! n! n! n! n! n! n! n! n! n! n!
c. describes people who have free will but choose to comply with orders they are given.
n! n! n! n! n! n! n! n! n! n! n! n! n! n!
d. is a naturally forming social group that can become a contributor to an organization.
n! n! n! n! n! n! n! n! n! n! n! n! n!
ANS:n!B,n!Accordingn!ton!Vroomsn!Theoryn!ofn!Motivation,n!Forcen!describesn!then!amountn!ofn!effortn!onen!willn!exertn!ton!reachn!onesn!go
al.n!Valencen!speaksn!ton!then!leveln!ofn!attractivenessn!orn!unattractivenessn!ofn!then!goal.n!Expectancyn!isn!then!perceivedn!possibilityn!thatn!
then!goaln!willn!ben!achieved.n!Vroomsn!Theoryn!ofn!Motivationn!cann!ben!demonstratedn!inn!then!formn!ofn!ann!equation:n!Forcen!=n!Valenc
en!Expectancyn!(Vroom,n!1964).n!Then!theoryn!proposesn!thatn!thisn!equationn!cann!helpn!ton!predictn!then!motivation,n!orn!force,n!ofn!ann!indi
vidualn!asn!describedn!byn!Vroom.
7. According to R. N. Lussier, motivation:
n! n! n! n! n!
a. is unconsciously demonstrated by people.
n! n! n! n!
b. occurs externally to influence behavior.
n! n! n! n!
c. is determined by others choices.
n! n! n! n!
d. occurs internally to influence behavior.
n! n! n! n!
ANS:n!D,n!Motivationn!isn!an!processn!thatn!occursn!internallyn!ton!influencen!andn!directn!ourn!behaviorn!inn!ordern!ton!satisfyn!needs.n!Motiv
ationn!isn!notn!explicitlyn!demonstratedn!byn!people,n!butn!rathern!itn!isn!interpretedn!fromn!theirn!behavior.n!Motivationn!isn!whatevern!influ
encesn!ourn!choicesn!andn!createsn!direction,n!intensity,n!andn!persistencen!inn!ourn!behavior.
8. According to R. N. Lussier, there are content motivation theories and process motivati
n! n! n! n! n! n! n! n! n! n! n! n!
on theories. Which of the following is considered a process motivation theory?
n! n! n! n! n! n! n! n! n! n! n!
a. Equity theory n!
b. Hierarchy of needs theory n! n! n!
c. Existence-relatedness-growth theory n!
d. Hygiene maintenance and motivation factors
n! n! n! n!
ANS:n!A,n!Then!processn!motivationn!theoriesn!aren!equityn!theoryn!andn!expectancyn!theory.n!Then!contentn!motivationn!theoriesn!includen
!Maslowsn!hierarchyn!ofn!needsn!theory,n! Aldefersn!existence-n!relatedness-
growthn!(ERG)n!theory,n!andn!Herzbergsn!hygienen!maintenancen!factorsn!andn!motivationn!factors.
9. The theory that includes maintenance and motivation factors is:
n! n! n! n! n! n! n! n!
a. Maslows hierarchy of needs. n! n! n!
b. Herzbergs two-factor theory. n! n!
c. McGregors theory X and theory Y. n! n! n! n! n!
d. Ouchis theory Z. n! n!
, ANS:n!B,n!Then!two-
factorn!theoryn!ofn!motivationn!includesn!motivationn!andn!maintenancen!factors.n!Maslowsn!hierarchyn!ofn!needsn!includesn!then!followingn
!needs:n!physiological,n!safety, n!security,n!belonging,n!andn!self-
actualization.n!Inn!theoryn!X,n!employeesn!prefern!security,n!direction,n!andn!minimaln!responsibility.n!Inn!theoryn!Y,n!employeesn!enjoyn!th
eirn!work,n!shown!self-
controln!andn!discipline,n!aren!ablen!ton!contributen!creatively,n!andn!aren!motivatedn!byn!tiesn!ton!then!group,n!organization,n!andn!then!workn!it
self.n!Then!focusn!ofn!theoryn!Zn!isn!collectiven!decisionn!makingn!andn!long-
termn!employmentn!thatn!involvesn!slowern!promotionsn!andn!lessn!directn!supervision.
10. A nurse is appointed to a leadership position in the local hospital. The nurses position would
n! n! n! n! n! n! n! n! n! n! n! n! n! n! n! n!
be considered which of the following?
n! n! n! n! n!
a. Informal leadership n!
b. Formal leadership n!
c. Leadership
d. Management
ANS:n!B,n!Formaln!leadershipn!isn!basedn!onn!occupyingn!an!positionn!inn!ann!organization.n!Informaln!leadershipn!isn!shownn!byn!ann!indivi
dualn!whon!demonstratesn!leadershipn!outsiden!then!scopen!ofn!an!formaln!leadershipn!rolen!orn!asn!an!membern!ofn!an!group.n!Leadershipn!isn!an
!processn!ofn!influencen! wherebyn!then!leader n!influencesn!othersn!towardn!goaln!achievement.n!Managementn!isn! an!processn!ton! achieven!or
ganizationaln!goals.
11. A nursing instructor is evaluating whether the nursing students understand the three
n! n! n! n! n! n! n! n! n! n! n! n!
fundamental qualities that leaders share. According to Bennis and Nanus, the fundament
n! n! n! n! n! n! n! n! n! n! n!
al qualities of effective leaders are:
n! n! n! n! n!
a. guided vision, passion, and integrity.
n! n! n! n!
b. knowledge of self, honesty, and maturity.n! n! n! n! n!
c. intelligence, self-confidence, and determination.
n! n! n!
d. honesty, self-awareness, and sociability.
n! n! n!
ANS:n!ABennisn!andn!Nanusn!listn!guidedn!vision,n!passion,n!andn!integrityn!asn!fundamentaln!qualitiesn!ofn!effectiven!leaders.n!Knowledgen
!ofn! self,n ! honestyn ! andn ! maturity;n ! intelligence,n ! self-confidencen ! andn ! determination;n ! self-
awarenessn ! andn ! sociabilityn ! aren ! alln ! desirablen!traitsn!inn!leadersn!asn!welln!asn!inn!others.
12. The six traits identified by Kirkpatrick and Locke that separate leaders from non-leaders were:
n! n! n! n! n! n! n! n! n! n! n! n! n!
a. respectability, trustworthiness, flexibility, self-confidence, intelligence, sociability.
n! n! n! n! n!
b. self-
confidence, progression of experiences, influence of others, personal life factors, honesty, dri
n! n! n! n! n! n! n! n! n! n! n!
ve.
c. intelligence, self-confidence, determination, integrity, sociability, honesty.
n! n! n! n! n!
d. drive, desire to lead, honesty, self-confidence, cognitive ability, knowledge of business.
n! n! n! n! n! n! n! n! n! n!
ANS:n!D,n!Researchn!byn!Kirkpatrickn!andn!Locken!concludedn!thatn!leadersn!possessn!sixn!traits:n!drive,n!desiren!ton!lead,n!honesty,n!self-
n!confidence,n! cognitiven!ability,n! andn!knowledgen!ofn!then!business.n! Woodsn!identifiedn! fiven!dominantn!factorsn!thatn!influencedn!leade
rshipn!development:n!self-
confidence,n!innaten!qualities,n!progressionn!ofn!experience,n!influencen!ofn!significantn!others,n!andn!personaln!lifen!factors.n!Stogdilln!id
entifiedn!then!followingn!traitsn!ofn!an!leader:n!intelligence,n!self-
n!confidence,n!determination,n!integrity, n!andn ! sociability.n!Murphyn!andn!DeBackn!identifiedn!then! followingn!leadern! characteristics: n!
caring,n!respectability,n!trustworthiness,n!andn!flexibility.
13. A nurse manager who uses a leadership style that is participatory and where authori
n! n! n! n! n! n! n! n! n! n! n! n! n!
ty is delegated to others is most likely using which of the following leadership styles?
n! n! n! n! n! n! n! n! n! n! n! n! n! n!
a. Autocratic
b. Democratic
c. Laissez-faire
