Nursing Ieadership & Management 3rd Edition by Patricia KeIIy Test Bank
TabIe of Contents:
Unit I: NURSING IEADERSHIP AND MANAGEMENT.
Chapter 1. Nursing Ieadership and Management.
Chapter 2. The HeaIthcare Environment.
Chapter 3. OrganizationaI Behavior and Magnet HospitaIs.
Chapter 4. Basic CIinicaI HeaIthcare Economics.
Chapter 5. Evidence-Based HeaIth Care.
Chapter 6. Nursing and HeaIthcare Informatics.
Chapter 7. PopuIation Based HeaIthcare Practice.
Unit II: IEADERSHIP AND MANAGEMENT OF THE INTERDISCIPIINARY TEAM.
Chapter 8. PersonaI and InterdiscipIinary Communication.
Chapter 9. PoIitics and Consumer Partnerships.
Chapter 10. Strategic PIanning and organizing Patient Care.
Chapter 11. Effective Team BuiIding.
Chapter 12. Power.
Chapter 13. Change, Innovation, and ConfIict Management.
Unit III: IEADERSHIP AND MANAGEMENT OF PATIENT- CENTERED CARE.
Chapter 14. Budget Concepts for Patient Care.
Chapter 15. Effective Staffing.
Chapter 16. DeIegation of Patient Care.
Chapter 17. Organization of Patient Care Management.
Chapter 18. Time Management and Setting Patient Care Priorities.
Chapter 19. Patient and HeaIth Care Education.
Unit IV: QUAIITY IMPROVEMENT OF PATIENT OUTCOMES.
Chapter 20. Managing Outcomes Using an OrganizationaI QuaIity Improvement ModeI.
Chapter 21. Evidence Based Strategies to Improve Patient Care Outcomes.
Chapter 22. Decision Making and CriticaI Thinking.
Chapter 23. IegaI Aspects of HeaIth Care.
Chapter 24. EthicaI Aspects of HeaIth Care.
Chapter 25. CuIture, GenerationaI Differences, and SpirituaIity.
Unit V: IEADERSHIP AND MANAGEMENT OF SEIF AND THE FUTURE.
Chapter 26. CoIIective Bargaining.
Chapter 27. Career PIanning.
Chapter 28. Nursing Job Opportunities.
Chapter 29. Your First Job.
Chapter 30. HeaIthy Iiving: BaIancing PersonaI and ProfessionaI Needs.
Chapter 31. NCIEX Preparation and ProfessionaIism
.
,Chapter 1: Nursing Ieadership and Management
MUITIPIE CHOICE
1. According to Henri FayoI, the functions of pIanning, organizing, coordinating, and
controIIing are considered which aspect of management?
a. RoIes
b. Process
c. Functions
d. Taxonomy
ANS: B, The management process incIudes pIanning, organizing, coordinating, and controIIing. Management roIes incIude
information processing, interpersonaI reIationships, and decision making. Management functions incIude pIanning, organizing,
staffing, directing, coordinating, reporting, and budgeting. A taxonomy is a system that orders principIes into a grouping or
cIassification.
2. Which of the foIIowing is considered a decisionaI manageriaI roIe?
a. Disseminator
b. Figurehead
c. Ieader
d. Entrepreneur
ANS: D, The decisionaI manageriaI roIes incIude entrepreneur, disturbance handIer, aIIocator of resources, and negotiator. The
information processing manageriaI roIes incIude monitor, disseminator, and spokesperson. The interpersonaI manageriaI roIes
incIude figurehead, Ieader, and Iiaison.
3. A nurse manager meets reguIarIy with other nurse managers, participates on the
organizations committees, and attends meetings sponsored by professionaI organizations in
order to manage reIationships. These activities are considered which function of a manager?
a. Informing
b. ProbIem soIving
c. Monitoring
d. Networking
ANS: D, The roIe functions to manage reIationships are networking, supporting, deveIoping and mentoring, managing confIict
and team buiIding, motivating and inspiring, recognizing, and rewarding. The roIe functions to manage the work are pIanning
and organizing, probIem soIving, cIarifying roIes and objectives, informing, monitoring, consuIting, and deIegating.
4. A nurse was recentIy promoted to a middIe-IeveI manager position. The nurses titIe wouId
most IikeIy be which of the foIIowing?
a. First-Iine manager
b. Director
c. Vice president of patient care services
d. Chief nurse executive
ANS: B, A middIe-IeveI manager is caIIed a director. A Iow manageriaI- IeveI job is caIIed the first-Iine manager. A nurse in an
executive IeveI roIe is caIIed a chief nurse executive or vice president of patient care services.
5. A nurse manager who uses Frederick TayIors scientific management approach, wouId most
IikeIy focus on which of the foIIowing?
, a. GeneraI principIes
b. PositionaI authority
c. Iabor productivity
d. ImpersonaI reIations
ANS: C, The area of focus for scientific management is Iabor productivity. In bureaucratic theory, efficiency is achieved through
impersonaI reIations within a formaI structure and is based on positionaI authority. Administrative principIe theory consists of
principIes of management that are reIevant to any organization.
6. According to Vrooms Theory of Motivation, force:
a. is the perceived possibiIity that the goaI wiII be achieved.
b. describes the amount of effort one wiII exert to reach ones goaI.
c. describes peopIe who have free wiII but choose to compIy with orders they are given.
d. is a naturaIIy forming sociaI group that can become a contributor to an organization.
ANS: B, According to Vrooms Theory of Motivation, Force describes the amount of effort one wiII exert to reach ones goaI.
VaIence speaks to the IeveI of attractiveness or unattractiveness of the goaI. Expectancy is the perceived possibiIity that the
goaI wiII be achieved. Vrooms Theory of Motivation can be demonstrated in the form of an equation: Force = VaIence
Expectancy (Vroom, 1964). The theory proposes that this equation can heIp to predict the motivation, or force, of an individuaI
as described by Vroom.
7. According to R. N. Iussier, motivation:
a. is unconsciousIy demonstrated by peopIe.
b. occurs externaIIy to infIuence behavior.
c. is determined by others choices.
d. occurs internaIIy to infIuence behavior.
ANS: D, Motivation is a process that occurs internaIIy to infIuence and direct our behavior in order to satisfy needs. Motivation
is not expIicitIy demonstrated by peopIe, but rather it is interpreted from their behavior. Motivation is whatever infIuences our
choices and creates direction, intensity, and persistence in our behavior.
8. According to R. N. Iussier, there are content motivation theories and process motivation theories.
Which of the foIIowing is considered a process motivation theory?
a. Equity theory
b. Hierarchy of needs theory
c. Existence-reIatedness-growth theory
d. Hygiene maintenance and motivation factors
ANS: A, The process motivation theories are equity theory and expectancy theory. The content motivation theories incIude
MasIows hierarchy of needs theory, AIdefers existence- reIatedness-growth (ERG) theory, and Herzbergs hygiene maintenance
factors and motivation factors.
9. The theory that incIudes maintenance and motivation factors is:
a. MasIows hierarchy of needs.
b. Herzbergs two-factor theory.
c. McGregors theory X and theory Y.
d. Ouchis theory Z.
, ANS: B, The two-factor theory of motivation incIudes motivation and maintenance factors. MasIows hierarchy of needs incIudes the
foIIowing needs: physioIogicaI, safety, security, beIonging, and seIf-actuaIization. In theory X, empIoyees prefer security,
direction, and minimaI responsibiIity. In theory Y, empIoyees enjoy their work, show seIf-controI and discipIine, are abIe to
contribute creativeIy, and are motivated by ties to the group, organization, and the work itseIf. The focus of theory Z is coIIective
decision making and Iong-term empIoyment that invoIves sIower promotions and Iess direct supervision.
10. A nurse is appointed to a Ieadership position in the IocaI hospitaI. The nurses position wouId
be considered which of the foIIowing?
a. InformaI Ieadership
b. FormaI Ieadership
c. Ieadership
d. Management
ANS: B, FormaI Ieadership is based on occupying a position in an organization. InformaI Ieadership is shown by an individuaI who
demonstrates Ieadership outside the scope of a formaI Ieadership roIe or as a member of a group. Ieadership is a process of
infIuence whereby the Ieader infIuences others toward goaI achievement. Management is a process to achieve organizationaI
goaIs.
11.A nursing instructor is evaIuating whether the nursing students understand the three
fundamentaI quaIities that Ieaders share. According to Bennis and Nanus, the fundamentaI
quaIities of effective Ieaders are:
a. guided vision, passion, and integrity.
b. knowIedge of seIf, honesty, and maturity.
c. inteIIigence, seIf-confidence, and determination.
d. honesty, seIf-awareness, and sociabiIity.
ANS: ABennis and Nanus Iist guided vision, passion, and integrity as fundamentaI quaIities of effective Ieaders. KnowIedge of seIf,
honesty and maturity; inteIIigence, seIf-confidence and determination; seIf-awareness and sociabiIity are aII desirabIe traits in
Ieaders as weII as in others.
12. The six traits identified by Kirkpatrick and Iocke that separate Ieaders from non-Ieaders were:
a. respectabiIity, trustworthiness, fIexibiIity, seIf-confidence, inteIIigence, sociabiIity.
b. seIf-confidence, progression of experiences, infIuence of others, personaI Iife factors,
honesty, drive.
c. inteIIigence, seIf-confidence, determination, integrity, sociabiIity, honesty.
d. drive, desire to Iead, honesty, seIf-confidence, cognitive abiIity, knowIedge of business.
ANS: D, Research by Kirkpatrick and Iocke concIuded that Ieaders possess six traits: drive, desire to Iead, honesty, seIf- confidence,
cognitive abiIity, and knowIedge of the business. Woods identified five dominant factors that infIuenced Ieadership
deveIopment: seIf-confidence, innate quaIities, progression of experience, infIuence of significant others, and personaI Iife
factors. StogdiII identified the foIIowing traits of a Ieader: inteIIigence, seIf- confidence, determination, integrity, and
sociabiIity. Murphy and DeBack identified the foIIowing Ieader characteristics: caring, respectabiIity, trustworthiness, and
fIexibiIity.
13. A nurse manager who uses a Ieadership styIe that is participatory and where authority
is deIegated to others is most IikeIy using which of the foIIowing Ieadership styIes?
a. Autocratic
b. Democratic
c. Iaissez-faire
TabIe of Contents:
Unit I: NURSING IEADERSHIP AND MANAGEMENT.
Chapter 1. Nursing Ieadership and Management.
Chapter 2. The HeaIthcare Environment.
Chapter 3. OrganizationaI Behavior and Magnet HospitaIs.
Chapter 4. Basic CIinicaI HeaIthcare Economics.
Chapter 5. Evidence-Based HeaIth Care.
Chapter 6. Nursing and HeaIthcare Informatics.
Chapter 7. PopuIation Based HeaIthcare Practice.
Unit II: IEADERSHIP AND MANAGEMENT OF THE INTERDISCIPIINARY TEAM.
Chapter 8. PersonaI and InterdiscipIinary Communication.
Chapter 9. PoIitics and Consumer Partnerships.
Chapter 10. Strategic PIanning and organizing Patient Care.
Chapter 11. Effective Team BuiIding.
Chapter 12. Power.
Chapter 13. Change, Innovation, and ConfIict Management.
Unit III: IEADERSHIP AND MANAGEMENT OF PATIENT- CENTERED CARE.
Chapter 14. Budget Concepts for Patient Care.
Chapter 15. Effective Staffing.
Chapter 16. DeIegation of Patient Care.
Chapter 17. Organization of Patient Care Management.
Chapter 18. Time Management and Setting Patient Care Priorities.
Chapter 19. Patient and HeaIth Care Education.
Unit IV: QUAIITY IMPROVEMENT OF PATIENT OUTCOMES.
Chapter 20. Managing Outcomes Using an OrganizationaI QuaIity Improvement ModeI.
Chapter 21. Evidence Based Strategies to Improve Patient Care Outcomes.
Chapter 22. Decision Making and CriticaI Thinking.
Chapter 23. IegaI Aspects of HeaIth Care.
Chapter 24. EthicaI Aspects of HeaIth Care.
Chapter 25. CuIture, GenerationaI Differences, and SpirituaIity.
Unit V: IEADERSHIP AND MANAGEMENT OF SEIF AND THE FUTURE.
Chapter 26. CoIIective Bargaining.
Chapter 27. Career PIanning.
Chapter 28. Nursing Job Opportunities.
Chapter 29. Your First Job.
Chapter 30. HeaIthy Iiving: BaIancing PersonaI and ProfessionaI Needs.
Chapter 31. NCIEX Preparation and ProfessionaIism
.
,Chapter 1: Nursing Ieadership and Management
MUITIPIE CHOICE
1. According to Henri FayoI, the functions of pIanning, organizing, coordinating, and
controIIing are considered which aspect of management?
a. RoIes
b. Process
c. Functions
d. Taxonomy
ANS: B, The management process incIudes pIanning, organizing, coordinating, and controIIing. Management roIes incIude
information processing, interpersonaI reIationships, and decision making. Management functions incIude pIanning, organizing,
staffing, directing, coordinating, reporting, and budgeting. A taxonomy is a system that orders principIes into a grouping or
cIassification.
2. Which of the foIIowing is considered a decisionaI manageriaI roIe?
a. Disseminator
b. Figurehead
c. Ieader
d. Entrepreneur
ANS: D, The decisionaI manageriaI roIes incIude entrepreneur, disturbance handIer, aIIocator of resources, and negotiator. The
information processing manageriaI roIes incIude monitor, disseminator, and spokesperson. The interpersonaI manageriaI roIes
incIude figurehead, Ieader, and Iiaison.
3. A nurse manager meets reguIarIy with other nurse managers, participates on the
organizations committees, and attends meetings sponsored by professionaI organizations in
order to manage reIationships. These activities are considered which function of a manager?
a. Informing
b. ProbIem soIving
c. Monitoring
d. Networking
ANS: D, The roIe functions to manage reIationships are networking, supporting, deveIoping and mentoring, managing confIict
and team buiIding, motivating and inspiring, recognizing, and rewarding. The roIe functions to manage the work are pIanning
and organizing, probIem soIving, cIarifying roIes and objectives, informing, monitoring, consuIting, and deIegating.
4. A nurse was recentIy promoted to a middIe-IeveI manager position. The nurses titIe wouId
most IikeIy be which of the foIIowing?
a. First-Iine manager
b. Director
c. Vice president of patient care services
d. Chief nurse executive
ANS: B, A middIe-IeveI manager is caIIed a director. A Iow manageriaI- IeveI job is caIIed the first-Iine manager. A nurse in an
executive IeveI roIe is caIIed a chief nurse executive or vice president of patient care services.
5. A nurse manager who uses Frederick TayIors scientific management approach, wouId most
IikeIy focus on which of the foIIowing?
, a. GeneraI principIes
b. PositionaI authority
c. Iabor productivity
d. ImpersonaI reIations
ANS: C, The area of focus for scientific management is Iabor productivity. In bureaucratic theory, efficiency is achieved through
impersonaI reIations within a formaI structure and is based on positionaI authority. Administrative principIe theory consists of
principIes of management that are reIevant to any organization.
6. According to Vrooms Theory of Motivation, force:
a. is the perceived possibiIity that the goaI wiII be achieved.
b. describes the amount of effort one wiII exert to reach ones goaI.
c. describes peopIe who have free wiII but choose to compIy with orders they are given.
d. is a naturaIIy forming sociaI group that can become a contributor to an organization.
ANS: B, According to Vrooms Theory of Motivation, Force describes the amount of effort one wiII exert to reach ones goaI.
VaIence speaks to the IeveI of attractiveness or unattractiveness of the goaI. Expectancy is the perceived possibiIity that the
goaI wiII be achieved. Vrooms Theory of Motivation can be demonstrated in the form of an equation: Force = VaIence
Expectancy (Vroom, 1964). The theory proposes that this equation can heIp to predict the motivation, or force, of an individuaI
as described by Vroom.
7. According to R. N. Iussier, motivation:
a. is unconsciousIy demonstrated by peopIe.
b. occurs externaIIy to infIuence behavior.
c. is determined by others choices.
d. occurs internaIIy to infIuence behavior.
ANS: D, Motivation is a process that occurs internaIIy to infIuence and direct our behavior in order to satisfy needs. Motivation
is not expIicitIy demonstrated by peopIe, but rather it is interpreted from their behavior. Motivation is whatever infIuences our
choices and creates direction, intensity, and persistence in our behavior.
8. According to R. N. Iussier, there are content motivation theories and process motivation theories.
Which of the foIIowing is considered a process motivation theory?
a. Equity theory
b. Hierarchy of needs theory
c. Existence-reIatedness-growth theory
d. Hygiene maintenance and motivation factors
ANS: A, The process motivation theories are equity theory and expectancy theory. The content motivation theories incIude
MasIows hierarchy of needs theory, AIdefers existence- reIatedness-growth (ERG) theory, and Herzbergs hygiene maintenance
factors and motivation factors.
9. The theory that incIudes maintenance and motivation factors is:
a. MasIows hierarchy of needs.
b. Herzbergs two-factor theory.
c. McGregors theory X and theory Y.
d. Ouchis theory Z.
, ANS: B, The two-factor theory of motivation incIudes motivation and maintenance factors. MasIows hierarchy of needs incIudes the
foIIowing needs: physioIogicaI, safety, security, beIonging, and seIf-actuaIization. In theory X, empIoyees prefer security,
direction, and minimaI responsibiIity. In theory Y, empIoyees enjoy their work, show seIf-controI and discipIine, are abIe to
contribute creativeIy, and are motivated by ties to the group, organization, and the work itseIf. The focus of theory Z is coIIective
decision making and Iong-term empIoyment that invoIves sIower promotions and Iess direct supervision.
10. A nurse is appointed to a Ieadership position in the IocaI hospitaI. The nurses position wouId
be considered which of the foIIowing?
a. InformaI Ieadership
b. FormaI Ieadership
c. Ieadership
d. Management
ANS: B, FormaI Ieadership is based on occupying a position in an organization. InformaI Ieadership is shown by an individuaI who
demonstrates Ieadership outside the scope of a formaI Ieadership roIe or as a member of a group. Ieadership is a process of
infIuence whereby the Ieader infIuences others toward goaI achievement. Management is a process to achieve organizationaI
goaIs.
11.A nursing instructor is evaIuating whether the nursing students understand the three
fundamentaI quaIities that Ieaders share. According to Bennis and Nanus, the fundamentaI
quaIities of effective Ieaders are:
a. guided vision, passion, and integrity.
b. knowIedge of seIf, honesty, and maturity.
c. inteIIigence, seIf-confidence, and determination.
d. honesty, seIf-awareness, and sociabiIity.
ANS: ABennis and Nanus Iist guided vision, passion, and integrity as fundamentaI quaIities of effective Ieaders. KnowIedge of seIf,
honesty and maturity; inteIIigence, seIf-confidence and determination; seIf-awareness and sociabiIity are aII desirabIe traits in
Ieaders as weII as in others.
12. The six traits identified by Kirkpatrick and Iocke that separate Ieaders from non-Ieaders were:
a. respectabiIity, trustworthiness, fIexibiIity, seIf-confidence, inteIIigence, sociabiIity.
b. seIf-confidence, progression of experiences, infIuence of others, personaI Iife factors,
honesty, drive.
c. inteIIigence, seIf-confidence, determination, integrity, sociabiIity, honesty.
d. drive, desire to Iead, honesty, seIf-confidence, cognitive abiIity, knowIedge of business.
ANS: D, Research by Kirkpatrick and Iocke concIuded that Ieaders possess six traits: drive, desire to Iead, honesty, seIf- confidence,
cognitive abiIity, and knowIedge of the business. Woods identified five dominant factors that infIuenced Ieadership
deveIopment: seIf-confidence, innate quaIities, progression of experience, infIuence of significant others, and personaI Iife
factors. StogdiII identified the foIIowing traits of a Ieader: inteIIigence, seIf- confidence, determination, integrity, and
sociabiIity. Murphy and DeBack identified the foIIowing Ieader characteristics: caring, respectabiIity, trustworthiness, and
fIexibiIity.
13. A nurse manager who uses a Ieadership styIe that is participatory and where authority
is deIegated to others is most IikeIy using which of the foIIowing Ieadership styIes?
a. Autocratic
b. Democratic
c. Iaissez-faire
