NURSE LEADERSHIP PRACTICE
QUESTIONS EXAM 1 WITH COMPLETE
ANSWERS
1. oWhat ostatement ois otrue oregarding odecision omaking?
A) oIt ois oan oanalysis oof oa osituation
B) oIt ois oclosely orelated oto oevaluation
C) oIt oinvolves ochoosing obetween ocourses oof oaction
D) oIt ois odependent oupon ofinding othe ocause oof oa oproblem o- o✔✔Ans: oC
Feedback: oDecision omaking ois oa ocomplex ocognitive oprocess ooften odefined oas
ochoosing oa oparticular ocourse oof oaction. oProblem osolving ois opart oof odecision
omaking oand ois oa osystematic oprocess othat ofocuses oon oanalyzing oa odifficult
osituation. oCritical othinking, osometimes oreferred oto oas oreflective othinking, ois orelated
oto oevaluation oand ohas oa obroader oscope othan odecision omaking oand oproblem
osolving.
1. oWhich orepresents othe omanagement ofunctions othat oare oincorporated ointo othe
omanagement oprocess?
A) oPlanning, odirecting, oorganizing, ostaffing, oand oevaluating
B) oPlanning, oorganizing, ostaffing, odirecting, oand ocontrolling
C) oOrganizing, oplanning, ostaffing, odirecting, oand oevaluating
D) oOrganizing, ostaffing, oplanning, oimplementing, oand ocontrolling o- o✔✔Ans: oB
Feedback:
Management ofunctions oinclude oplanning, oorganizing, ostaffing, odirecting, oand
ocontrolling. oThese oare oincorporated ointo owhat ois oknown oas othe omanagement
oprocess.
What ois othe oadvantage oof orecruiting ofrom ooutside othe oorganization?
A. oPromotes olong-term oretention oof oemployees
B. oTends oto oincrease othe onumber oof ocandidates
C. oProvides owell-motivated ocandidates
D. oAttracts owell-qualified ocandidates o- o✔✔Ans: oB
Feedback: orecruiting ofrom ooutside othe oorganization oprovides oan oopportunity oto
oincrease othe opool oof ocandidates ofor opositions obut ois ono oguarantee othat othese
ocanddidates owill obe omore oqualified oor omotivated othan othose owho ocome ofrom
owithin othe oorganization.
,Which oinformation ois otoo omuch oin oflux oto oidentify oon oan oorganizational ochart?
A) oGrapevine olines oof ocommunication
B) oLine oand ostaff oauthority
C) oSpan oof ocontrol
D) oScalar ochains o- o✔✔Ans: oA
Feedback:
The ograpevine olines oof ocommunication ocannot obe oplaced oon oan oorganizational
ochart obecause othey oare oconstantly oin oflux. oThe oremaining oinformation ois ostable
oand oso oidentified oon othe ochart.
Which ostatement obest odescribes omentorship?
A) oThe ointensity oand oduration oof orelationships oare osimilar oin omentorship oand
opreceptorship
B) oStaff ocannot obe oassigned oto obecome omentors. oIt ois oa orole ovoluntarily ochosen
oby othe omentor
C) o"Mentees" omust obe owilling oto oput oaside otheir opersonal ogoals oand obeliefs oin oan
oeffort oto oidentify omore oclosely owith otheir omentor
D) oMost onurses owill ohave othe oopportunity ofor omany omentor orelationships oduring
otheir ocareers o- o✔✔Ans: oB
Feedback:
The omentor omakes oa oconscious odecision oto oassist othe oprotEgE oin ocareer
odevelopment, owith othe orelationship ousually olasting oseveral oyears. oThe oremaining
ostatements oare onot oaccurate oregarding omentorships.
What ois oemployee obehavior obest oreinforced oby? o
A) oPraise ofrom oa osupervisor o
B) oAn oincrease oin otheir opay o
C) oA opersonally ovalued oreward o
D) oThreat oof opunishment o- o✔✔Ans: oC o
Feedback: oEach operson ois oa ounique oindividual owho ois omotivated oby odifferent
othings. oThe oother ooptions olack othat oelement oof opersonal ovalue.
What ois othe obest ocombination othat ocharacterizes othe ocommunication oprocess? o
A) oSender-receiver-message o
B) oReceiver-message-sender
C) oSender-message-receiver o
D) oMessage-sender-receiver o- o✔✔Ans: oC o
Feedback: oThe ocombination othat obest ocharacterizes othe ocommunication oprocess ois
osenderñmessageñreceiver. oThe oother ooptions owould oresult oin othe olikelihood oof
omiscommunication.
1. oWhich ois othe ofirst ostep oin othe otime omanagement oprocess?
A. oCompleting othe ohighest opriority otask
B. oAllowing oenough otime ofor osufficient odaily oplanning
C. oReprioritizing obased oon onew oinformation oreceived
D. oDelegating owork othat ocannot obe oaccomplished oin oa oday o- o✔✔Ans: oB
,Feedback: oDaily oplanning ois oessential oif othe omanager ois oto omanage oby oefficiency
orather othan oby ocrisis. oThe oremaining ooptions oare osteps othat ooccur oafter othat
oplanning.
Max oWeber, oas opart oof othe oscientific omanagement oera, ocontributed oimmensely oto
othe odevelopment oof oorganizational otheory. oWhich ostatement ois onot orepresentative
oof ohis obeliefs?
A) oBureaucracy ocould oprovide oa orational obasis ofor oadministrative odecisions
B) oWorker osatisfaction owas ointegral oto oproductivity
C) oOrganization ocharts ocould odepict othe ohierarchy oof oauthority
D) oImpersonality oof ointerpersonal orelationships oshould oexist oin oorganizations o-
o✔✔Ans: oB
Feedback:
Max oWebers otheories odid onot oaddress oworker osatisfaction. oThe oother ooptions odo
orepresent othe oWeber oorganizational otheory.
When odoes ocommunication ohave othe ogreatest olikelihood oof obeing oaccurately
ointerpreted? o
A) oMore othan oone omode ois oused o
B) oFace-to-face ocommunication ois oused o
C) oWritten ocommunication ois oused o
D) oThe osender orepeats othe omessage ousing othe osame omode o- o✔✔Ans: oA o
Feedback: oUsing ovarious ocommunication omethods oin ocombination oincreases othe
olikelihood othat oeveryone oin othe oorganization owho oneeds oto ohear othe omessage
oactually owill ohear oit. oThe oother ooptions oare osingle omethods.
What odid omotivational otheorist oVictor oVroom ostate? o
A) oPersonal omotivators ocould obe oseparated ofrom ojob osatisfiers o
B) oPeople oare omotivated oby othree obasic oneeds: oachievement, oaffiliation, oand
opower o
C) oA omanager's oassumptions oabout oworkers odirectly oaffect othe ointrinsic omotivation
oof othe oworkers o
D) oEmployees' oexpectations oabout otheir owork oenvironment oor oa ocertain oevent owill
oaffect otheir obehavior o- o✔✔Ans: oD o
Feedback: oThis otheory ois ocalled oVroom's oexpectancy omodel.
What owould obe othe omost ohelpful ointervention oto otake oto ohelp oa onew oRN oadjust oto
othe oprofessional onursing orole?
A) oAdvise othe onew oRN oto oavoid oconfrontations owith odoctors owhenever opossible
B) oAdvise othe onew oRN othat othis ois othe oreal oworld onot othe otextbook oone
C) oBe oalert oto osigns oand osymptoms oof othe oshock ophase oof orole otransition
D) oBe oalert oto osigns othat othe onew oRN ohas onot oshed onursing oschool ovalues o-
o✔✔Ans: oC o
Feedback:
Managers oshould obe oalert oto osigns oand osymptoms oof othe oshock ophase oof orole
otransition. oManagers oshould oalso oensure othat osome oof othe onew onurses ovalues
, oare osupported oand oencouraged oso othat owork oand oacademic ovalues ocan oblend.
oThe oremaining ooptions odo onot oaddress othe oneeds oof othe onew oRN oappropriately.
A onew ograduate owho obegan otheir onursing ocareer o6 omonths oago oand owho
ocompleted oorientation o3 omonths oago ois oin owhat ostage oof oprofessional
odevelopment? o
A) oExperimentation o
B) oEntry o
C) oMastery o
D) oDisengagement o- o✔✔Ans: oB
Feedback: othe onurse ois ostill oin othe oentry ostage oand owill obe ountil onecessary oskills
oare olearned. oIt ogenerally otakes oan oextended operiod oof otime oto oobtain othe oskills
onecessary ofor omastery. oThe oremaining ooptions oare onot orelevant oto othis oquestion.
2.) oWhat odoes otraditional omanagement oscience ofocuses oupon?
A) oMeeting oworker osatisfaction
B) oDelineating obarriers oto oproductivity
C) oUsing oa olaissez-faire oapproach
D) oEncouraging oemployee oparticipation o- o✔✔Ans: oB
Feedback:
Classical, oor otraditional, omanagement oscience ofocuses oon oproduction oin othe
oworkplace oand oon odelineating oorganizational obarriers oto oproductivity. oLittle
oattention owas ogiven oto oworker ojob osatisfaction, oand oworkers owere oassumed oto obe
omotivated osolely oby oeconomic orewards.
2. oWhat ois othe oreason othat ofirst oand omiddle-level omanagers oexperience omore
ointerruptions othan ohigher-level omanagers?
A. oThey ogenerally ointeract odirectly owith oa ogreater onumber oof osubordinates oin odaily
oplanning
B. oThey oseldom ohave othat oclerical oand osecretarial ohelp oassigned oto ohigher-level
omanagers
C. oThey oare omore osocial oin onature oand opersonal ointeractions
D. oThey oare obusier othan ohigher-level omanagers o- o✔✔ANS: oA
Feedback: ofrequent ointerruptions oare ocommon ofor ofirst oand omiddle-level omanagers,
owho ohave oa olarger onumber oof odirect oreports othan odo ohigher-level omanagers. oThe
oother ooptions oare onot ogenerally otrue ostatements
What ois othe oweakness oof othe otraditional oproblem osolving omodel?
A) oIts oneed ofor oimplementation otime
B) oIts olack oof oa ostep orequiring oevaluation oof oresults
C) oIts ofailure oto ogather osufficient odata
D) oIts ofailure oto oevaluate oalternatives o- o✔✔Ans: oA
Feedback:
The otraditional oproblem-solving omodel ois oless oeffective owhen otime oconstraints oare
oa
QUESTIONS EXAM 1 WITH COMPLETE
ANSWERS
1. oWhat ostatement ois otrue oregarding odecision omaking?
A) oIt ois oan oanalysis oof oa osituation
B) oIt ois oclosely orelated oto oevaluation
C) oIt oinvolves ochoosing obetween ocourses oof oaction
D) oIt ois odependent oupon ofinding othe ocause oof oa oproblem o- o✔✔Ans: oC
Feedback: oDecision omaking ois oa ocomplex ocognitive oprocess ooften odefined oas
ochoosing oa oparticular ocourse oof oaction. oProblem osolving ois opart oof odecision
omaking oand ois oa osystematic oprocess othat ofocuses oon oanalyzing oa odifficult
osituation. oCritical othinking, osometimes oreferred oto oas oreflective othinking, ois orelated
oto oevaluation oand ohas oa obroader oscope othan odecision omaking oand oproblem
osolving.
1. oWhich orepresents othe omanagement ofunctions othat oare oincorporated ointo othe
omanagement oprocess?
A) oPlanning, odirecting, oorganizing, ostaffing, oand oevaluating
B) oPlanning, oorganizing, ostaffing, odirecting, oand ocontrolling
C) oOrganizing, oplanning, ostaffing, odirecting, oand oevaluating
D) oOrganizing, ostaffing, oplanning, oimplementing, oand ocontrolling o- o✔✔Ans: oB
Feedback:
Management ofunctions oinclude oplanning, oorganizing, ostaffing, odirecting, oand
ocontrolling. oThese oare oincorporated ointo owhat ois oknown oas othe omanagement
oprocess.
What ois othe oadvantage oof orecruiting ofrom ooutside othe oorganization?
A. oPromotes olong-term oretention oof oemployees
B. oTends oto oincrease othe onumber oof ocandidates
C. oProvides owell-motivated ocandidates
D. oAttracts owell-qualified ocandidates o- o✔✔Ans: oB
Feedback: orecruiting ofrom ooutside othe oorganization oprovides oan oopportunity oto
oincrease othe opool oof ocandidates ofor opositions obut ois ono oguarantee othat othese
ocanddidates owill obe omore oqualified oor omotivated othan othose owho ocome ofrom
owithin othe oorganization.
,Which oinformation ois otoo omuch oin oflux oto oidentify oon oan oorganizational ochart?
A) oGrapevine olines oof ocommunication
B) oLine oand ostaff oauthority
C) oSpan oof ocontrol
D) oScalar ochains o- o✔✔Ans: oA
Feedback:
The ograpevine olines oof ocommunication ocannot obe oplaced oon oan oorganizational
ochart obecause othey oare oconstantly oin oflux. oThe oremaining oinformation ois ostable
oand oso oidentified oon othe ochart.
Which ostatement obest odescribes omentorship?
A) oThe ointensity oand oduration oof orelationships oare osimilar oin omentorship oand
opreceptorship
B) oStaff ocannot obe oassigned oto obecome omentors. oIt ois oa orole ovoluntarily ochosen
oby othe omentor
C) o"Mentees" omust obe owilling oto oput oaside otheir opersonal ogoals oand obeliefs oin oan
oeffort oto oidentify omore oclosely owith otheir omentor
D) oMost onurses owill ohave othe oopportunity ofor omany omentor orelationships oduring
otheir ocareers o- o✔✔Ans: oB
Feedback:
The omentor omakes oa oconscious odecision oto oassist othe oprotEgE oin ocareer
odevelopment, owith othe orelationship ousually olasting oseveral oyears. oThe oremaining
ostatements oare onot oaccurate oregarding omentorships.
What ois oemployee obehavior obest oreinforced oby? o
A) oPraise ofrom oa osupervisor o
B) oAn oincrease oin otheir opay o
C) oA opersonally ovalued oreward o
D) oThreat oof opunishment o- o✔✔Ans: oC o
Feedback: oEach operson ois oa ounique oindividual owho ois omotivated oby odifferent
othings. oThe oother ooptions olack othat oelement oof opersonal ovalue.
What ois othe obest ocombination othat ocharacterizes othe ocommunication oprocess? o
A) oSender-receiver-message o
B) oReceiver-message-sender
C) oSender-message-receiver o
D) oMessage-sender-receiver o- o✔✔Ans: oC o
Feedback: oThe ocombination othat obest ocharacterizes othe ocommunication oprocess ois
osenderñmessageñreceiver. oThe oother ooptions owould oresult oin othe olikelihood oof
omiscommunication.
1. oWhich ois othe ofirst ostep oin othe otime omanagement oprocess?
A. oCompleting othe ohighest opriority otask
B. oAllowing oenough otime ofor osufficient odaily oplanning
C. oReprioritizing obased oon onew oinformation oreceived
D. oDelegating owork othat ocannot obe oaccomplished oin oa oday o- o✔✔Ans: oB
,Feedback: oDaily oplanning ois oessential oif othe omanager ois oto omanage oby oefficiency
orather othan oby ocrisis. oThe oremaining ooptions oare osteps othat ooccur oafter othat
oplanning.
Max oWeber, oas opart oof othe oscientific omanagement oera, ocontributed oimmensely oto
othe odevelopment oof oorganizational otheory. oWhich ostatement ois onot orepresentative
oof ohis obeliefs?
A) oBureaucracy ocould oprovide oa orational obasis ofor oadministrative odecisions
B) oWorker osatisfaction owas ointegral oto oproductivity
C) oOrganization ocharts ocould odepict othe ohierarchy oof oauthority
D) oImpersonality oof ointerpersonal orelationships oshould oexist oin oorganizations o-
o✔✔Ans: oB
Feedback:
Max oWebers otheories odid onot oaddress oworker osatisfaction. oThe oother ooptions odo
orepresent othe oWeber oorganizational otheory.
When odoes ocommunication ohave othe ogreatest olikelihood oof obeing oaccurately
ointerpreted? o
A) oMore othan oone omode ois oused o
B) oFace-to-face ocommunication ois oused o
C) oWritten ocommunication ois oused o
D) oThe osender orepeats othe omessage ousing othe osame omode o- o✔✔Ans: oA o
Feedback: oUsing ovarious ocommunication omethods oin ocombination oincreases othe
olikelihood othat oeveryone oin othe oorganization owho oneeds oto ohear othe omessage
oactually owill ohear oit. oThe oother ooptions oare osingle omethods.
What odid omotivational otheorist oVictor oVroom ostate? o
A) oPersonal omotivators ocould obe oseparated ofrom ojob osatisfiers o
B) oPeople oare omotivated oby othree obasic oneeds: oachievement, oaffiliation, oand
opower o
C) oA omanager's oassumptions oabout oworkers odirectly oaffect othe ointrinsic omotivation
oof othe oworkers o
D) oEmployees' oexpectations oabout otheir owork oenvironment oor oa ocertain oevent owill
oaffect otheir obehavior o- o✔✔Ans: oD o
Feedback: oThis otheory ois ocalled oVroom's oexpectancy omodel.
What owould obe othe omost ohelpful ointervention oto otake oto ohelp oa onew oRN oadjust oto
othe oprofessional onursing orole?
A) oAdvise othe onew oRN oto oavoid oconfrontations owith odoctors owhenever opossible
B) oAdvise othe onew oRN othat othis ois othe oreal oworld onot othe otextbook oone
C) oBe oalert oto osigns oand osymptoms oof othe oshock ophase oof orole otransition
D) oBe oalert oto osigns othat othe onew oRN ohas onot oshed onursing oschool ovalues o-
o✔✔Ans: oC o
Feedback:
Managers oshould obe oalert oto osigns oand osymptoms oof othe oshock ophase oof orole
otransition. oManagers oshould oalso oensure othat osome oof othe onew onurses ovalues
, oare osupported oand oencouraged oso othat owork oand oacademic ovalues ocan oblend.
oThe oremaining ooptions odo onot oaddress othe oneeds oof othe onew oRN oappropriately.
A onew ograduate owho obegan otheir onursing ocareer o6 omonths oago oand owho
ocompleted oorientation o3 omonths oago ois oin owhat ostage oof oprofessional
odevelopment? o
A) oExperimentation o
B) oEntry o
C) oMastery o
D) oDisengagement o- o✔✔Ans: oB
Feedback: othe onurse ois ostill oin othe oentry ostage oand owill obe ountil onecessary oskills
oare olearned. oIt ogenerally otakes oan oextended operiod oof otime oto oobtain othe oskills
onecessary ofor omastery. oThe oremaining ooptions oare onot orelevant oto othis oquestion.
2.) oWhat odoes otraditional omanagement oscience ofocuses oupon?
A) oMeeting oworker osatisfaction
B) oDelineating obarriers oto oproductivity
C) oUsing oa olaissez-faire oapproach
D) oEncouraging oemployee oparticipation o- o✔✔Ans: oB
Feedback:
Classical, oor otraditional, omanagement oscience ofocuses oon oproduction oin othe
oworkplace oand oon odelineating oorganizational obarriers oto oproductivity. oLittle
oattention owas ogiven oto oworker ojob osatisfaction, oand oworkers owere oassumed oto obe
omotivated osolely oby oeconomic orewards.
2. oWhat ois othe oreason othat ofirst oand omiddle-level omanagers oexperience omore
ointerruptions othan ohigher-level omanagers?
A. oThey ogenerally ointeract odirectly owith oa ogreater onumber oof osubordinates oin odaily
oplanning
B. oThey oseldom ohave othat oclerical oand osecretarial ohelp oassigned oto ohigher-level
omanagers
C. oThey oare omore osocial oin onature oand opersonal ointeractions
D. oThey oare obusier othan ohigher-level omanagers o- o✔✔ANS: oA
Feedback: ofrequent ointerruptions oare ocommon ofor ofirst oand omiddle-level omanagers,
owho ohave oa olarger onumber oof odirect oreports othan odo ohigher-level omanagers. oThe
oother ooptions oare onot ogenerally otrue ostatements
What ois othe oweakness oof othe otraditional oproblem osolving omodel?
A) oIts oneed ofor oimplementation otime
B) oIts olack oof oa ostep orequiring oevaluation oof oresults
C) oIts ofailure oto ogather osufficient odata
D) oIts ofailure oto oevaluate oalternatives o- o✔✔Ans: oA
Feedback:
The otraditional oproblem-solving omodel ois oless oeffective owhen otime oconstraints oare
oa
