Test Bank Essentials of Nursing Leadership &
Management 7th Edition Sally A. Weiss
Chapter 1: Nursing Leadership and Management
MULTIPLE CHOICE
1. The nursing staff perceive the newly hired Chief Nurse Administrator as a leader who
is committed to a vision that empowers others. The Chief Nurse Administrator is most
likely employing which type of leader?
a. Transformational leader
b. Charismatic leader
c. Transactional leader
d. Autocratic leader
ANS: A, A transformational leader empowers others. A charismatic leader has an appeal based on personal power. A
transactional leader focuses on day-to-day operations. An autocratic leader has central power and does not empower others. REF:
TRANSFORMATIONAL LEADERSHIP THEORY
2. The nurse manager on one of the hospital units views the staff as basically lazy and only
motivated by threats and coercion. Which theory of motivation would support the managers
beliefs?
a. Theory W
b. Theory X
c. Theory Y
d. Theory Z
,ANS: B, The Theory X view is that in bureaucratic organizations, employees prefer security, direction, and minimal
responsibility. Coercion, threats, or punishment are necessary because people do not like their work to be done. REF: THEORY
X AND THEORY Y
3. A group of new nurse managers is undergoing a series of management training sessions.
Which statement by one of the nurse managers would indicate use of McClellands Model of
Motivation? McClellands Model focuses on:
a. achievement, power, and affiliation.
b. growth needs, relatedness needs, and existence needs.
c. collective decision making, quality circles, and mentoring.
d. self-actualization needs, safety and security needs, and self-esteem needs.
ANS: A, McClellands Model of Motivation focuses on achievement, power, and affiliation. Growth needs, relatedness needs, and
existence needs are aspects of Adlers model. Collective decision making, quality circles, and mentoring are the focus of Ouchis
model. Self-actualization needs, safety and security needs, and self- esteem needs are reflected in Maslows model. REF: TABLE
1-1 NURSING LEADERSHIP CHARACTERISTICS AND ROLE ACTIVITIES
4. A nurse manager finds two employees arguing about the assigned schedule. Which role
would be appropriate for the nurse manager to implement at this time?
a. Advocate role
b. Interpersonal role
c. Decision-making role
d. Information-processing role
ANS: C, The decision-making role of a nurse manager would include being an entrepreneur, handling disturbances, and
allocating resources. The information-processing role involves managing the information that the people need. The interpersonal
role focuses on functioning as a figurehead, leader, or liaison. In the advocate role, the nurse manager would focus on supporting
employee rights. REF: MANAGERIAL ROLES
5. A nurse manager who implements the bureaucratic management style will most likely do
which of the following?
a. Emphasize efficiency
b. Use explicit rules and regulations for governing activities
c. View the individual worker as the source of control, motivation, and productivity
d. Expect unity of command and direction
ANS: B, Bureaucratic management focuses on the use of explicit rules and regulations for governing activities. The human
relations approach views the individual worker as the source of control, motivation, and productivity. Administrative principles
focus on unity of command and direction. REF: BUREAUCRATIC MANAGEMENT
6. The nursing supervisor has traditionally made rounds at the same time each day. When the
supervisor visits each unit, the staff appear to be extremely busy even when the census is very low.
Today the supervisor visited a unit two hours early and found several staff members watching
television and drinking coffee in the visitors lounge. The supervisor recognizes that the staffs
previous behavior have been a result of which of the following?
a. Coincidence
b. Hawthorn effect
c. Diligence of staff
d. Time management
ANS: B, Because the nursing supervisor traditionally made rounds at the same time each day, the staff members were prepared
for the visit. When the supervisor arrived unexpectedly, the staff members were most likely caught off-guard. The Hawthorn
effect occurs when recognition that one is being studied or observed results in a change in behavior. Coincidence, diligence of
staff, and time management would not account for the dramatic change in behavior. REF: HUMAN RELATIONS
,7. 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.
8. 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.
9. 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.
10. A nurse was recently promoted to a middle-level manager position. The nurses title
wouldmost 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.
11. A nurse manager who uses Frederick Taylors scientific management approach, would most
likelyfocus 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.
12. 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.
13. 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.
14. According to R. N. Lussier, there are content motivation theories and process
motivationtheories. 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.
15. 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.
Management 7th Edition Sally A. Weiss
Chapter 1: Nursing Leadership and Management
MULTIPLE CHOICE
1. The nursing staff perceive the newly hired Chief Nurse Administrator as a leader who
is committed to a vision that empowers others. The Chief Nurse Administrator is most
likely employing which type of leader?
a. Transformational leader
b. Charismatic leader
c. Transactional leader
d. Autocratic leader
ANS: A, A transformational leader empowers others. A charismatic leader has an appeal based on personal power. A
transactional leader focuses on day-to-day operations. An autocratic leader has central power and does not empower others. REF:
TRANSFORMATIONAL LEADERSHIP THEORY
2. The nurse manager on one of the hospital units views the staff as basically lazy and only
motivated by threats and coercion. Which theory of motivation would support the managers
beliefs?
a. Theory W
b. Theory X
c. Theory Y
d. Theory Z
,ANS: B, The Theory X view is that in bureaucratic organizations, employees prefer security, direction, and minimal
responsibility. Coercion, threats, or punishment are necessary because people do not like their work to be done. REF: THEORY
X AND THEORY Y
3. A group of new nurse managers is undergoing a series of management training sessions.
Which statement by one of the nurse managers would indicate use of McClellands Model of
Motivation? McClellands Model focuses on:
a. achievement, power, and affiliation.
b. growth needs, relatedness needs, and existence needs.
c. collective decision making, quality circles, and mentoring.
d. self-actualization needs, safety and security needs, and self-esteem needs.
ANS: A, McClellands Model of Motivation focuses on achievement, power, and affiliation. Growth needs, relatedness needs, and
existence needs are aspects of Adlers model. Collective decision making, quality circles, and mentoring are the focus of Ouchis
model. Self-actualization needs, safety and security needs, and self- esteem needs are reflected in Maslows model. REF: TABLE
1-1 NURSING LEADERSHIP CHARACTERISTICS AND ROLE ACTIVITIES
4. A nurse manager finds two employees arguing about the assigned schedule. Which role
would be appropriate for the nurse manager to implement at this time?
a. Advocate role
b. Interpersonal role
c. Decision-making role
d. Information-processing role
ANS: C, The decision-making role of a nurse manager would include being an entrepreneur, handling disturbances, and
allocating resources. The information-processing role involves managing the information that the people need. The interpersonal
role focuses on functioning as a figurehead, leader, or liaison. In the advocate role, the nurse manager would focus on supporting
employee rights. REF: MANAGERIAL ROLES
5. A nurse manager who implements the bureaucratic management style will most likely do
which of the following?
a. Emphasize efficiency
b. Use explicit rules and regulations for governing activities
c. View the individual worker as the source of control, motivation, and productivity
d. Expect unity of command and direction
ANS: B, Bureaucratic management focuses on the use of explicit rules and regulations for governing activities. The human
relations approach views the individual worker as the source of control, motivation, and productivity. Administrative principles
focus on unity of command and direction. REF: BUREAUCRATIC MANAGEMENT
6. The nursing supervisor has traditionally made rounds at the same time each day. When the
supervisor visits each unit, the staff appear to be extremely busy even when the census is very low.
Today the supervisor visited a unit two hours early and found several staff members watching
television and drinking coffee in the visitors lounge. The supervisor recognizes that the staffs
previous behavior have been a result of which of the following?
a. Coincidence
b. Hawthorn effect
c. Diligence of staff
d. Time management
ANS: B, Because the nursing supervisor traditionally made rounds at the same time each day, the staff members were prepared
for the visit. When the supervisor arrived unexpectedly, the staff members were most likely caught off-guard. The Hawthorn
effect occurs when recognition that one is being studied or observed results in a change in behavior. Coincidence, diligence of
staff, and time management would not account for the dramatic change in behavior. REF: HUMAN RELATIONS
,7. 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.
8. 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.
9. 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.
10. A nurse was recently promoted to a middle-level manager position. The nurses title
wouldmost 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.
11. A nurse manager who uses Frederick Taylors scientific management approach, would most
likelyfocus 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.
12. 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.
13. 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.
14. According to R. N. Lussier, there are content motivation theories and process
motivationtheories. 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.
15. 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.
