Test Bank for Nursing Leadership and Management
a a a a a a
Chaptera1:aNursingaLeadershipaandaManagementa
MULTIPLEaCHOICE
1. AccordingatoaHenriaFayol,atheafunctionsaofaplanning,aorganizing,acoordinating,aandacontrollinga
areaconsideredawhichaaspectaofamanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:aB,aTheamanagementaprocessaincludesaplanning,aorganizing,acoordinating,aandacontrolling.aManagementarolesaincludeainforma
tionaprocessing,ainterpersonalarelationships,aandadecisionamaking.aManagementafunctionsaincludeaplanning,aorganizing,astaffing,adire
cting,acoordinating,areporting,aandabudgeting.aAataxonomyaisaaasystemathataordersaprinciplesaintoaaagroupingaoraclassification.
2. Whichaofatheafollowingaisaconsideredaaadecisionalamanagerialarole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:aD,aTheadecisionalamanagerialarolesaincludeaentrepreneur,adisturbanceahandler,aallocatoraofaresources,aandanegotiator.aThea
informationaprocessingamanagerialarolesaincludeamonitor,adisseminator,aandaspokesperson.aTheainterpersonalamanagerialarolesa
includeafigurehead,aleader,aandaliaison.
3. Aanurseamanagerameetsaregularlyawithaotheranurseamanagers,aparticipatesaonatheaorganization
sacommittees,aandaattendsameetingsasponsoredabyaprofessionalaorganizationsainaorderatoamanageare
lationships.aTheseaactivitiesaareaconsideredawhichafunctionaofaaamanager?
a. Informing
b. Problemasolving
c. Monitoring
d. Networking
ANS:aD,aThearoleafunctionsatoamanagearelationshipsaareanetworking,asupporting,adevelopingaandamentoring,amanagingaconflicta
andateamabuilding,amotivatingaandainspiring,arecognizing,aandarewarding.aThearoleafunctionsatoamanageatheaworkaareaplanninga
andaorganizing,aproblemasolving,aclarifyingarolesaandaobjectives,ainforming,amonitoring,aconsulting,aandadelegating.
4. Aanurseawasarecentlyapromotedatoaaamiddle-
levelamanageraposition.aTheanursesatitleawouldamostalikelyabeawhichaofatheafollowing?
a. First-lineamanager
b. Director
c. Viceapresidentaofapatientacareaservices
d. Chiefanurseaexecutive
ANS:aB,aAamiddle-levelamanageraisacalledaaadirector.aAalowamanagerial-alevelajobaisacalledatheafirst-
lineamanager.aAanurseainaanaexecutivealevelaroleaisacalledaaachiefanurseaexecutiveaoraviceapresidentaofapatientacareaservices.
5. AanurseamanagerawhoausesaFrederickaTaylorsascientificamanagementaapproach,awouldamostalikelya
focusaonawhichaofatheafollowing?
, a. Generalaprinciples
b. Positionalaauthority
c. Laboraproductivity
d. Impersonalarelations
ANS:aC,aTheaareaaofafocusaforascientificamanagementaisalaboraproductivity.aInabureaucraticatheory,aefficiencyaisaachievedathrougha
impersonalarelationsawithinaaaformalastructureaandaisabasedaonapositionalaauthority.aAdministrativeaprincipleatheoryaconsistsaofap
rinciplesaofamanagementathataarearelevantatoaanyaorganization.
6. AccordingatoaVroomsaTheoryaofaMotivation,aforce:
a. isatheaperceivedapossibilityathatatheagoalawillabeaachieved.
b. describesatheaamountaofaeffortaoneawillaexertatoareachaonesagoal.
c. describesapeopleawhoahaveafreeawillabutachooseatoacomplyawithaordersatheyaareagiven.
d. isaaanaturallyaformingasocialagroupathatacanabecomeaaacontributoratoaanaorganization.
ANS:aB,aAccordingatoaVroomsaTheoryaofaMotivation,aForceadescribesatheaamountaofaeffortaoneawillaexertatoareachaonesagoal.aV
alenceaspeaksatoathealevelaofaattractivenessaoraunattractivenessaofatheagoal.a Expectancyaisatheaperceivedapossibilityathatatheagoalawi
llabeaachieved.aVroomsaTheoryaofaMotivationacanabeademonstratedainatheaformaofaanaequation:aForcea=aValenceaExpectancya(Vr
oom,a1964).aTheatheoryaproposesathatathisaequationacanahelpatoapredictatheamotivation,aoraforce,aofaanaindividualaasadescribedabyaV
room.
7. AccordingatoaR.aN.aLussier,amotivation:
a. isaunconsciouslyademonstratedabyapeople.
b. occursaexternallyatoainfluenceabehavior.
c. isadeterminedabyaothersachoices.
d. occursainternallyatoainfluenceabehavior.
ANS:aD,aMotivationaisaaaprocessathataoccursainternallyatoainfluenceaandadirectaourabehaviorainaorderatoasatisfyaneeds.aMotivationai
sanotaexplicitlyademonstratedabyapeople,abutaratheraitaisainterpretedafromatheirabehavior.aMotivationaisawhateverainfluencesaourach
oicesaandacreatesadirection,aintensity,aandapersistenceainaourabehavior.
8. AccordingatoaR.aN.aLussier,athereaareacontentamotivationatheoriesaandaprocessamotivationa
theories.aWhichaofatheafollowingaisaconsideredaaaprocessamotivationatheory?
a. Equityatheory
b. Hierarchyaofaneedsatheory
c. Existence-relatedness-growtha theory
d. Hygieneamaintenanceaandamotivationafactors
ANS:aA,aTheaprocessamotivationatheoriesaareaequityatheoryaandaexpectancyatheory.aTheacontentamotivationatheoriesaincludeaMaslo
wsahierarchyaofaneedsatheory,aAldefersaexistence-arelatedness-
growtha(ERG)atheory,aandaHerzbergsahygieneamaintenanceafactorsaandamotivationafactors.
9. Theatheoryathataincludesamaintenanceaandamotivationafactorsais:
a. Maslowsahierarchyaofaneeds.
b. Herzbergsatwo-factoratheory.
c. McGregorsatheoryaXaandatheoryaY.
d. OuchisatheoryaZ.
,ANS:aB,aTheatwo-
factoratheoryaofamotivationaincludesamotivationaandamaintenanceafactors.aMaslowsahierarchyaofaneedsaincludesatheafollowinganee
ds:aphysiological,asafety,asecurity,abelonging,aandaself-
actualization.aInatheoryaX,aemployeesapreferasecurity,adirection,aandaminimalaresponsibility.aInatheoryaY,aemployeesaenjoyatheira
work,ashowaself-
controlaandadiscipline,aareaableatoacontributeacreatively,aandaareamotivatedabyatiesatoatheagroup,aorganization,aandatheaworkaitself.a
TheafocusaofatheoryaZaisacollectiveadecisionamakingaandalong-
termaemploymentathatainvolvesaslowerapromotionsaandalessadirectasupervision.
10. Aanurseaisaappointedatoaaaleadershipapositionainathealocalahospital.aTheanursesapositionawouldabea
consideredawhichaofatheafollowing?
a. Informalaleadership
b. Formalaleadership
c. Leadership
d. Management
ANS:aB,aFormalaleadershipaisabasedaonaoccupyingaaapositionainaanaorganization.aInformalaleadershipaisashownabyaanaindividuala
whoademonstratesaleadershipaoutsideatheascopeaofaaaformalaleadershiparoleaoraasaaamemberaofaaagroup.aLeadershipaisaaaprocessaofa
influenceawherebyathealeaderainfluencesaothersatowardagoalaachievement.aManagementaisaaaprocessatoaachieveaorganizationalago
als.
11. Aanursingainstructoraisaevaluatingawhetheratheanursingastudentsaunderstandatheathreeaf
undamentalaqualitiesathataleadersashare.aAccordingatoaBennisaandaNanus,atheafundamentalaq
ualitiesaofaeffectivealeadersaare:
a. guidedavision,apassion,aandaintegrity.
b. knowledgeaofaself,ahonesty,aandamaturity.
c. intelligence,aself-confidence,aandadetermination.
d. honesty,aself-awareness,aandasociability.
ANS:aABennisaandaNanusalistaguidedavision,apassion,aandaintegrityaasafundamentalaqualitiesaofaeffectivealeaders.aKnowledgeaofa
self,ahonestyaandamaturity;aintelligence,a self-confidenceaandadetermination;aself-
awarenessaandasociabilityaareaalladesirableatraitsainaleadersaasawellaasainaothers.
12. TheasixatraitsaidentifiedabyaKirkpatrickaandaLockeathataseparatealeadersafromanon-leadersawere:
a. respectability,atrustworthiness,aflexibility,aself-confidence,aintelligence,asociability.
b. self-
confidence,aprogressionaofaexperiences,ainfluenceaofaothers,apersonalalifeafactors,ahonesty,adrive.
c. intelligence,aself-confidence,adetermination,aintegrity,asociability,ahonesty.
d. drive,adesireatoalead,ahonesty,aself-confidence,acognitiveaability,aknowledgeaofabusiness.
ANS:aD,aResearchabyaKirkpatrickaandaLockeaconcludedathataleadersapossessasixatraits:adrive,adesireatoalead,ahonesty,aself-
aconfidence,acognitiveaability,aandaknowledgeaofatheabusiness.aWoodsaidentifiedafiveadominantafactorsathatainfluencedaleadershipa
development:aself-
confidence,ainnateaqualities,aprogressionaofaexperience,ainfluenceaofasignificantaothers,aandapersonalalifeafactors.aStogdillaidenti
fiedatheafollowingatraitsaofaaaleader:aintelligence,aself-
aconfidence,adetermination,aintegrity,aandasociability.aMurphyaandaDeBackaidentifiedatheafollowingaleaderacharacteristics:acarin
g,arespectability,atrustworthiness,aandaflexibility.
13. Aanurseamanagerawhoausesaaaleadershipastyleathataisaparticipatoryaandawhereaauthorityai
sadelegatedatoaothersaisamostalikelyausingawhichaofatheafollowingaleadershipastyles?
a. Autocratic
b. Democratic
c. Laissez-faire
, d. Employee-centered
ANS:aB,aDemocraticaleadershipaisaparticipatory,aandaauthorityaisadelegatedatoaothers.aAutocraticaleadershipainvolvesacentralizedadeci
sionamaking,awithathealeaderamakingadecisionsaandausingapoweratoacommandaandacontrolaothers.aLaissez-
fairealeadershipaisapassiveaandapermissive,aandathealeaderadefersadecisionamaking.aEmployee-
centeredaleadershipafocusesaonatheahumananeedsaofasubordinates.
14. Aacharacteristicaofatheaconsiderationadimensionaofaleadershipabehaviorais:
a. focusaonatheaworkatoabeadone
b. focusaonatheatask.
c. focusaonaproduction.
d. focusaonatheaemployee.
ANS:aD,aThealeadershipadimensionaofaconsiderationainvolvesaactivitiesathatafocusaonatheaemployee.aInitiatingastructuresaofaleader
shipainvolvesaanaemphasisaonatheaworkatoabeadone,aandaaafocusaonatheataskaandaproduction.
15. Thealeadershipatheoryathataconsidersafollowerareadinessaasaaafactorainadetermininga
leadershipastyleais:
a. contingency.
b. pathagoal.
a. situational.
c. charismatic.
ANS:aC,aSituationalaleadershipaconsidersatheafollowerareadinessaasaaafactorainadeterminingaleadershipastyle.aContingencyatheoryav
iewsatheapatternaofaleaderabehavioraasadependentaonatheainteractionaofatheapersonalityaofathealeaderaandatheaneedsaofatheasituation.aI
napathagoalatheory,athealeaderaworksatoamotivateafollowersaandainfluenceagoalaaccomplishment.aCharismaticaleadershipahasaanains
pirationalaqualityathatapromotesaanaemotionalaconnectionafromafollowers.
16. Inacontingencyatheory,atheafeelingsaandaattitudesaofafollowersaregardingaacceptance,atrust,aanda
credibilityaofathealeaderaareacalled:
a. taskastructure.
b. positionapower.
c. lowataskastructure.
d. leader-membera relations.
ANS:aD,aInacontingencyatheory,aleader-
memberarelationsaareatheafeelingsaandaattitudesaofafollowersaregardingaacceptance,atrust,aandacredibilityaofathealeader.aTaskastructu
reaofacontingencyatheoryameansatheadegreeathataworkaisadefined,awithaspecificaprocedures,aexplicitadirections,aandagoals.aLowatas
kastructureainvolvesaworkathataisanotaroutine,apredictable,aoraclearlyadefined.aPositionapowerainacontingencyatheoryaisatheadegreeao
faformalaauthorityaandainfluenceaassociatedawithathealeader.aREF:aFIEDLERSaCONTINGENCYaTHEORY
17. Inasituationalatheory,aaatellingaleadershipastyleaisaconsidered:
a. highatask,ahigharelationshipabehavior.
b. higha task,a lowa relationshipa behavior.
c. lowa task,a higha relationshipa behavior.
d. lowatask,alowarelationshipabehavior.
ANS:aB,aAatellingaleadershipastyleaisahighataskabehavioraandalowarelationshipabehavior.aAahighatask,ahigharelati
onshipastyleaisacalledaaasellingaleadershipastyle.aAalowataskaandahigharelationshipastyleaisacalledaa
a a a a a a
Chaptera1:aNursingaLeadershipaandaManagementa
MULTIPLEaCHOICE
1. AccordingatoaHenriaFayol,atheafunctionsaofaplanning,aorganizing,acoordinating,aandacontrollinga
areaconsideredawhichaaspectaofamanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:aB,aTheamanagementaprocessaincludesaplanning,aorganizing,acoordinating,aandacontrolling.aManagementarolesaincludeainforma
tionaprocessing,ainterpersonalarelationships,aandadecisionamaking.aManagementafunctionsaincludeaplanning,aorganizing,astaffing,adire
cting,acoordinating,areporting,aandabudgeting.aAataxonomyaisaaasystemathataordersaprinciplesaintoaaagroupingaoraclassification.
2. Whichaofatheafollowingaisaconsideredaaadecisionalamanagerialarole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:aD,aTheadecisionalamanagerialarolesaincludeaentrepreneur,adisturbanceahandler,aallocatoraofaresources,aandanegotiator.aThea
informationaprocessingamanagerialarolesaincludeamonitor,adisseminator,aandaspokesperson.aTheainterpersonalamanagerialarolesa
includeafigurehead,aleader,aandaliaison.
3. Aanurseamanagerameetsaregularlyawithaotheranurseamanagers,aparticipatesaonatheaorganization
sacommittees,aandaattendsameetingsasponsoredabyaprofessionalaorganizationsainaorderatoamanageare
lationships.aTheseaactivitiesaareaconsideredawhichafunctionaofaaamanager?
a. Informing
b. Problemasolving
c. Monitoring
d. Networking
ANS:aD,aThearoleafunctionsatoamanagearelationshipsaareanetworking,asupporting,adevelopingaandamentoring,amanagingaconflicta
andateamabuilding,amotivatingaandainspiring,arecognizing,aandarewarding.aThearoleafunctionsatoamanageatheaworkaareaplanninga
andaorganizing,aproblemasolving,aclarifyingarolesaandaobjectives,ainforming,amonitoring,aconsulting,aandadelegating.
4. Aanurseawasarecentlyapromotedatoaaamiddle-
levelamanageraposition.aTheanursesatitleawouldamostalikelyabeawhichaofatheafollowing?
a. First-lineamanager
b. Director
c. Viceapresidentaofapatientacareaservices
d. Chiefanurseaexecutive
ANS:aB,aAamiddle-levelamanageraisacalledaaadirector.aAalowamanagerial-alevelajobaisacalledatheafirst-
lineamanager.aAanurseainaanaexecutivealevelaroleaisacalledaaachiefanurseaexecutiveaoraviceapresidentaofapatientacareaservices.
5. AanurseamanagerawhoausesaFrederickaTaylorsascientificamanagementaapproach,awouldamostalikelya
focusaonawhichaofatheafollowing?
, a. Generalaprinciples
b. Positionalaauthority
c. Laboraproductivity
d. Impersonalarelations
ANS:aC,aTheaareaaofafocusaforascientificamanagementaisalaboraproductivity.aInabureaucraticatheory,aefficiencyaisaachievedathrougha
impersonalarelationsawithinaaaformalastructureaandaisabasedaonapositionalaauthority.aAdministrativeaprincipleatheoryaconsistsaofap
rinciplesaofamanagementathataarearelevantatoaanyaorganization.
6. AccordingatoaVroomsaTheoryaofaMotivation,aforce:
a. isatheaperceivedapossibilityathatatheagoalawillabeaachieved.
b. describesatheaamountaofaeffortaoneawillaexertatoareachaonesagoal.
c. describesapeopleawhoahaveafreeawillabutachooseatoacomplyawithaordersatheyaareagiven.
d. isaaanaturallyaformingasocialagroupathatacanabecomeaaacontributoratoaanaorganization.
ANS:aB,aAccordingatoaVroomsaTheoryaofaMotivation,aForceadescribesatheaamountaofaeffortaoneawillaexertatoareachaonesagoal.aV
alenceaspeaksatoathealevelaofaattractivenessaoraunattractivenessaofatheagoal.a Expectancyaisatheaperceivedapossibilityathatatheagoalawi
llabeaachieved.aVroomsaTheoryaofaMotivationacanabeademonstratedainatheaformaofaanaequation:aForcea=aValenceaExpectancya(Vr
oom,a1964).aTheatheoryaproposesathatathisaequationacanahelpatoapredictatheamotivation,aoraforce,aofaanaindividualaasadescribedabyaV
room.
7. AccordingatoaR.aN.aLussier,amotivation:
a. isaunconsciouslyademonstratedabyapeople.
b. occursaexternallyatoainfluenceabehavior.
c. isadeterminedabyaothersachoices.
d. occursainternallyatoainfluenceabehavior.
ANS:aD,aMotivationaisaaaprocessathataoccursainternallyatoainfluenceaandadirectaourabehaviorainaorderatoasatisfyaneeds.aMotivationai
sanotaexplicitlyademonstratedabyapeople,abutaratheraitaisainterpretedafromatheirabehavior.aMotivationaisawhateverainfluencesaourach
oicesaandacreatesadirection,aintensity,aandapersistenceainaourabehavior.
8. AccordingatoaR.aN.aLussier,athereaareacontentamotivationatheoriesaandaprocessamotivationa
theories.aWhichaofatheafollowingaisaconsideredaaaprocessamotivationatheory?
a. Equityatheory
b. Hierarchyaofaneedsatheory
c. Existence-relatedness-growtha theory
d. Hygieneamaintenanceaandamotivationafactors
ANS:aA,aTheaprocessamotivationatheoriesaareaequityatheoryaandaexpectancyatheory.aTheacontentamotivationatheoriesaincludeaMaslo
wsahierarchyaofaneedsatheory,aAldefersaexistence-arelatedness-
growtha(ERG)atheory,aandaHerzbergsahygieneamaintenanceafactorsaandamotivationafactors.
9. Theatheoryathataincludesamaintenanceaandamotivationafactorsais:
a. Maslowsahierarchyaofaneeds.
b. Herzbergsatwo-factoratheory.
c. McGregorsatheoryaXaandatheoryaY.
d. OuchisatheoryaZ.
,ANS:aB,aTheatwo-
factoratheoryaofamotivationaincludesamotivationaandamaintenanceafactors.aMaslowsahierarchyaofaneedsaincludesatheafollowinganee
ds:aphysiological,asafety,asecurity,abelonging,aandaself-
actualization.aInatheoryaX,aemployeesapreferasecurity,adirection,aandaminimalaresponsibility.aInatheoryaY,aemployeesaenjoyatheira
work,ashowaself-
controlaandadiscipline,aareaableatoacontributeacreatively,aandaareamotivatedabyatiesatoatheagroup,aorganization,aandatheaworkaitself.a
TheafocusaofatheoryaZaisacollectiveadecisionamakingaandalong-
termaemploymentathatainvolvesaslowerapromotionsaandalessadirectasupervision.
10. Aanurseaisaappointedatoaaaleadershipapositionainathealocalahospital.aTheanursesapositionawouldabea
consideredawhichaofatheafollowing?
a. Informalaleadership
b. Formalaleadership
c. Leadership
d. Management
ANS:aB,aFormalaleadershipaisabasedaonaoccupyingaaapositionainaanaorganization.aInformalaleadershipaisashownabyaanaindividuala
whoademonstratesaleadershipaoutsideatheascopeaofaaaformalaleadershiparoleaoraasaaamemberaofaaagroup.aLeadershipaisaaaprocessaofa
influenceawherebyathealeaderainfluencesaothersatowardagoalaachievement.aManagementaisaaaprocessatoaachieveaorganizationalago
als.
11. Aanursingainstructoraisaevaluatingawhetheratheanursingastudentsaunderstandatheathreeaf
undamentalaqualitiesathataleadersashare.aAccordingatoaBennisaandaNanus,atheafundamentalaq
ualitiesaofaeffectivealeadersaare:
a. guidedavision,apassion,aandaintegrity.
b. knowledgeaofaself,ahonesty,aandamaturity.
c. intelligence,aself-confidence,aandadetermination.
d. honesty,aself-awareness,aandasociability.
ANS:aABennisaandaNanusalistaguidedavision,apassion,aandaintegrityaasafundamentalaqualitiesaofaeffectivealeaders.aKnowledgeaofa
self,ahonestyaandamaturity;aintelligence,a self-confidenceaandadetermination;aself-
awarenessaandasociabilityaareaalladesirableatraitsainaleadersaasawellaasainaothers.
12. TheasixatraitsaidentifiedabyaKirkpatrickaandaLockeathataseparatealeadersafromanon-leadersawere:
a. respectability,atrustworthiness,aflexibility,aself-confidence,aintelligence,asociability.
b. self-
confidence,aprogressionaofaexperiences,ainfluenceaofaothers,apersonalalifeafactors,ahonesty,adrive.
c. intelligence,aself-confidence,adetermination,aintegrity,asociability,ahonesty.
d. drive,adesireatoalead,ahonesty,aself-confidence,acognitiveaability,aknowledgeaofabusiness.
ANS:aD,aResearchabyaKirkpatrickaandaLockeaconcludedathataleadersapossessasixatraits:adrive,adesireatoalead,ahonesty,aself-
aconfidence,acognitiveaability,aandaknowledgeaofatheabusiness.aWoodsaidentifiedafiveadominantafactorsathatainfluencedaleadershipa
development:aself-
confidence,ainnateaqualities,aprogressionaofaexperience,ainfluenceaofasignificantaothers,aandapersonalalifeafactors.aStogdillaidenti
fiedatheafollowingatraitsaofaaaleader:aintelligence,aself-
aconfidence,adetermination,aintegrity,aandasociability.aMurphyaandaDeBackaidentifiedatheafollowingaleaderacharacteristics:acarin
g,arespectability,atrustworthiness,aandaflexibility.
13. Aanurseamanagerawhoausesaaaleadershipastyleathataisaparticipatoryaandawhereaauthorityai
sadelegatedatoaothersaisamostalikelyausingawhichaofatheafollowingaleadershipastyles?
a. Autocratic
b. Democratic
c. Laissez-faire
, d. Employee-centered
ANS:aB,aDemocraticaleadershipaisaparticipatory,aandaauthorityaisadelegatedatoaothers.aAutocraticaleadershipainvolvesacentralizedadeci
sionamaking,awithathealeaderamakingadecisionsaandausingapoweratoacommandaandacontrolaothers.aLaissez-
fairealeadershipaisapassiveaandapermissive,aandathealeaderadefersadecisionamaking.aEmployee-
centeredaleadershipafocusesaonatheahumananeedsaofasubordinates.
14. Aacharacteristicaofatheaconsiderationadimensionaofaleadershipabehaviorais:
a. focusaonatheaworkatoabeadone
b. focusaonatheatask.
c. focusaonaproduction.
d. focusaonatheaemployee.
ANS:aD,aThealeadershipadimensionaofaconsiderationainvolvesaactivitiesathatafocusaonatheaemployee.aInitiatingastructuresaofaleader
shipainvolvesaanaemphasisaonatheaworkatoabeadone,aandaaafocusaonatheataskaandaproduction.
15. Thealeadershipatheoryathataconsidersafollowerareadinessaasaaafactorainadetermininga
leadershipastyleais:
a. contingency.
b. pathagoal.
a. situational.
c. charismatic.
ANS:aC,aSituationalaleadershipaconsidersatheafollowerareadinessaasaaafactorainadeterminingaleadershipastyle.aContingencyatheoryav
iewsatheapatternaofaleaderabehavioraasadependentaonatheainteractionaofatheapersonalityaofathealeaderaandatheaneedsaofatheasituation.aI
napathagoalatheory,athealeaderaworksatoamotivateafollowersaandainfluenceagoalaaccomplishment.aCharismaticaleadershipahasaanains
pirationalaqualityathatapromotesaanaemotionalaconnectionafromafollowers.
16. Inacontingencyatheory,atheafeelingsaandaattitudesaofafollowersaregardingaacceptance,atrust,aanda
credibilityaofathealeaderaareacalled:
a. taskastructure.
b. positionapower.
c. lowataskastructure.
d. leader-membera relations.
ANS:aD,aInacontingencyatheory,aleader-
memberarelationsaareatheafeelingsaandaattitudesaofafollowersaregardingaacceptance,atrust,aandacredibilityaofathealeader.aTaskastructu
reaofacontingencyatheoryameansatheadegreeathataworkaisadefined,awithaspecificaprocedures,aexplicitadirections,aandagoals.aLowatas
kastructureainvolvesaworkathataisanotaroutine,apredictable,aoraclearlyadefined.aPositionapowerainacontingencyatheoryaisatheadegreeao
faformalaauthorityaandainfluenceaassociatedawithathealeader.aREF:aFIEDLERSaCONTINGENCYaTHEORY
17. Inasituationalatheory,aaatellingaleadershipastyleaisaconsidered:
a. highatask,ahigharelationshipabehavior.
b. higha task,a lowa relationshipa behavior.
c. lowa task,a higha relationshipa behavior.
d. lowatask,alowarelationshipabehavior.
ANS:aB,aAatellingaleadershipastyleaisahighataskabehavioraandalowarelationshipabehavior.aAahighatask,ahigharelati
onshipastyleaisacalledaaasellingaleadershipastyle.aAalowataskaandahigharelationshipastyleaisacalledaa
