Test Bank for Nursing Leadership and Management
g g g g g g
Chapterg1:gNursinggLeadershipgandgManagementg
MULTIPLEgCHOICE
1. AccordinggtogHenrigFayol,gthegfunctionsgofgplanning,gorganizing,gcoordinating,gandgcontrolli
nggaregconsideredgwhichgaspectgofgmanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:gB,gThegmanagementgprocessgincludesgplanning,gorganizing,gcoordinating,gandgcontrolling.gManagementgrolesginclude
ginformationgprocessing,ginterpersonalgrelationships,gandgdecisiongmaking.gManagementgfunctionsgincludegplanning,gorganizi
ng,gstaffing,gdirecting,gcoordinating,greporting,gandgbudgeting.gAgtaxonomygisgagsystemgthatgordersgprinciplesgintogaggroupi
nggorgclassification.
2. Whichgofgthegfollowinggisgconsideredgagdecisionalgmanagerialgrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:gD,gThegdecisionalgmanagerialgrolesgincludegentrepreneur,gdisturbanceghandler,gallocatorgofgresources,gandgnegotiator.
gTheginformationgprocessinggmanagerialgrolesgincludegmonitor,gdisseminator,gandgspokesperson.gTheginterpersonalgmanag
erialgrolesgincludegfigurehead,gleader,gandgliaison.
3. Agnursegmanagergmeetsgregularlygwithgothergnursegmanagers,gparticipatesgongthegorganizati
onsgcommittees,gandgattendsgmeetingsgsponsoredgbygprofessionalgorganizationsgingordergtogmana
gegrelationships.gThesegactivitiesgaregconsideredgwhichgfunctiongofgagmanager?
a. Informing
b. Problemgsolving
c. Monitoring
d. Networking
ANS:gD,gThegrolegfunctionsgtogmanagegrelationshipsgaregnetworking,gsupporting,gdevelopinggandgmentoring,gmanaginggco
nflictgandgteamgbuilding,gmotivatinggandginspiring,grecognizing,gandgrewarding.gThegrolegfunctionsgtogmanagegthegworkga
regplanninggandgorganizing,gproblemgsolving,gclarifyinggrolesgandgobjectives,ginforming,gmonitoring,gconsulting,gandgdele
gating.
4. Agnursegwasgrecentlygpromotedgtogagmiddle-
levelgmanagergposition.gThegnursesgtitlegwouldgmostglikelygbegwhichgofgthegfollowing?
a. First-linegmanager
b. Director
c. Vicegpresidentgofgpatientgcaregservices
d. Chiefgnursegexecutive
ANS:gB,gAgmiddle-levelgmanagergisgcalledgagdirector.gAglowgmanagerial-glevelgjobgisgcalledgthegfirst-
linegmanager.gAgnursegingangexecutiveglevelgrolegisgcalledgagchiefgnursegexecutivegorgvicegpresidentgofgpatientgcaregservice
s.
5. AgnursegmanagergwhogusesgFrederickgTaylorsgscientificgmanagementgapproach,gwouldgmostglike
lygfocusgongwhichgofgthegfollowing?
, a. Generalgprinciples
b. Positionalgauthority
c. Laborgproductivity
d. Impersonalgrelations
ANS:gC,gThegareagofgfocusgforgscientificgmanagementgisglaborgproductivity.gIngbureaucraticgtheory,gefficiencygisgachievedgth
roughgimpersonalgrelationsgwithingagformalgstructuregandgisgbasedgongpositionalgauthority.gAdministrativegprinciplegtheoryg
consistsgofgprinciplesgofgmanagementgthatgaregrelevantgtoganygorganization.
6. AccordinggtogVroomsgTheorygofgMotivation,gforce:
a. isgthegperceivedgpossibilitygthatgtheggoalgwillgbegachieved.
b. describesgthegamountgofgeffortgonegwillgexertgtogreachgonesggoal.
c. describesgpeoplegwhoghavegfreegwillgbutgchoosegtogcomplygwithgordersgtheygareggiven.
d. isgagnaturallygforminggsocialggroupgthatgcangbecomegagcontributorgtogangorganization.
ANS:gB,gAccordinggtogVroomsgTheorygofgMotivation,gForcegdescribesgthegamountgofgeffortgonegwillgexertgtogreachgonesg
goal.gValencegspeaksgtogtheglevelgofgattractivenessgorgunattractivenessgofgtheggoal.gExpectancygisgthegperceivedgpossibilitygth
atgtheggoalgwillgbegachieved.gVroomsgTheorygofgMotivationgcangbegdemonstratedgingthegformgofgangequation:gForceg=gVal
encegExpectancyg(Vroom,g1964).gThegtheorygproposesgthatgthisgequationgcanghelpgtogpredictgthegmotivation,gorgforce,gofgang
individualgasgdescribedgbygVroom.
7. AccordinggtogR.gN.gLussier,gmotivation:
a. isgunconsciouslygdemonstratedgbygpeople.
b. occursgexternallygtoginfluencegbehavior.
c. isgdeterminedgbygothersgchoices.
d. occursginternallygtoginfluencegbehavior.
ANS:gD,gMotivationgisgagprocessgthatgoccursginternallygtoginfluencegandgdirectgourgbehaviorgingordergtogsatisfygneeds.gMoti
vationgisgnotgexplicitlygdemonstratedgbygpeople,gbutgrathergitgisginterpretedgfromgtheirgbehavior.gMotivationgisgwhateverginf
luencesgourgchoicesgandgcreatesgdirection,gintensity,gandgpersistencegingourgbehavior.
8. AccordinggtogR.gN.gLussier,gtheregaregcontentgmotivationgtheoriesgandgprocessgmotivati
ongtheories.gWhichgofgthegfollowinggisgconsideredgagprocessgmotivationgtheory?
a. Equitygtheory
b. Hierarchygofgneedsgtheory
c. Existence-relatedness-growthg theory
d. Hygienegmaintenancegandgmotivationgfactors
ANS:gA,gThegprocessgmotivationgtheoriesgaregequitygtheorygandgexpectancygtheory.gThegcontentgmotivationgtheoriesginclud
egMaslowsghierarchygofgneedsgtheory,gAldefersgexistence-grelatedness-
growthg(ERG)gtheory,gandgHerzbergsghygienegmaintenancegfactorsgandgmotivationgfactors.
9. Thegtheorygthatgincludesgmaintenancegandgmotivationgfactorsgis:
a. Maslowsghierarchygofgneeds.
b. Herzbergsgtwo-factorgtheory.
c. McGregorsgtheorygXgandgtheorygY.
d. OuchisgtheorygZ.
,ANS:gB,gThegtwo-
factorgtheorygofgmotivationgincludesgmotivationgandgmaintenancegfactors.gMaslowsghierarchygofgneedsgincludesgthegfollowin
ggneeds:gphysiological,gsafety,gsecurity,gbelonging,gandgself-
actualization.gIngtheorygX,gemployeesgprefergsecurity,gdirection,gandgminimalgresponsibility.gIngtheorygY,gemployeesgenjoy
gtheirgwork,gshowgself-
controlgandgdiscipline,garegablegtogcontributegcreatively,gandgaregmotivatedgbygtiesgtogtheggroup,gorganization,gandgthegwork
gitself.gThegfocusgofgtheorygZgisgcollectivegdecisiongmakinggandglong-
termgemploymentgthatginvolvesgslowergpromotionsgandglessgdirectgsupervision.
10. Agnursegisgappointedgtogagleadershipgpositiongingtheglocalghospital.gThegnursesgpositiongwouldg
begconsideredgwhichgofgthegfollowing?
a. Informalgleadership
b. Formalgleadership
c. Leadership
d. Management
ANS:gB,gFormalgleadershipgisgbasedgongoccupyinggagpositiongingangorganization.gInformalgleadershipgisgshowngbygangindiv
idualgwhogdemonstratesgleadershipgoutsidegthegscopegofgagformalgleadershipgrolegorgasgagmembergofgaggroup.gLeadershipgisg
agprocessgofginfluencegwherebygthegleaderginfluencesgothersgtowardggoalgachievement.gManagementgisgagprocessgtogachieve
gorganizationalggoals.
11. Agnursingginstructorgisgevaluatinggwhethergthegnursinggstudentsgunderstandgthegthre
egfundamentalgqualitiesgthatgleadersgshare.gAccordinggtogBennisgandgNanus,gthegfundame
ntalgqualitiesgofgeffectivegleadersgare:
a. guidedgvision,gpassion,gandgintegrity.
b. knowledgegofgself,ghonesty,gandgmaturity.
c. intelligence,gself-confidence,gandgdetermination.
d. honesty,gself-awareness,gandgsociability.
ANS:gABennisgandgNanusglistgguidedgvision,gpassion,gandgintegritygasgfundamentalgqualitiesgofgeffectivegleaders.gKnowled
gegofgself,ghonestygandgmaturity;gintelligence,g self-confidencegandgdetermination;gself-
awarenessgandgsociabilitygaregallgdesirablegtraitsgingleadersgasgwellgasgingothers.
12. ThegsixgtraitsgidentifiedgbygKirkpatrickgandgLockegthatgseparategleadersgfromgnon-leadersgwere:
a. respectability,gtrustworthiness,gflexibility,gself-confidence,gintelligence,gsociability.
b. self-
confidence,gprogressiongofgexperiences,ginfluencegofgothers,gpersonalglifegfactors,ghonesty,gdr
ive.
c. intelligence,gself-confidence,gdetermination,gintegrity,gsociability,ghonesty.
d. drive,gdesiregtoglead,ghonesty,gself-confidence,gcognitivegability,gknowledgegofgbusiness.
ANS:gD,gResearchgbygKirkpatrickgandgLockegconcludedgthatgleadersgpossessgsixgtraits:gdrive,gdesiregtoglead,ghonesty,gself
-
gconfidence,gcognitivegability,gandgknowledgegofgthegbusiness.gWoodsgidentifiedgfivegdominantgfactorsgthatginfluencedgleade
rshipgdevelopment:gself-
confidence,ginnategqualities,gprogressiongofgexperience,ginfluencegofgsignificantgothers,gandgpersonalglifegfactors.gStogdillgi
dentifiedgthegfollowinggtraitsgofgagleader:gintelligence,gself-
gconfidence,gdetermination,gintegrity,gandgsociability.gMurphygandgDeBackgidentifiedgthegfollowinggleadergcharacteristics:g
caring,grespectability,gtrustworthiness,gandgflexibility.
13. Agnursegmanagergwhogusesgagleadershipgstylegthatgisgparticipatorygandgwheregauthori
tygisgdelegatedgtogothersgisgmostglikelygusinggwhichgofgthegfollowinggleadershipgstyles?
a. Autocratic
b. Democratic
c. Laissez-faire
, d. Employee-centered
ANS:gB,gDemocraticgleadershipgisgparticipatory,gandgauthoritygisgdelegatedgtogothers.gAutocraticgleadershipginvolvesgcentral
izedgdecisiongmaking,gwithgthegleadergmakinggdecisionsgandgusinggpowergtogcommandgandgcontrolgothers.gLaissez-
fairegleadershipgisgpassivegandgpermissive,gandgthegleadergdefersgdecisiongmaking.gEmployee-
centeredgleadershipgfocusesgongtheghumangneedsgofgsubordinates.
14. Agcharacteristicgofgthegconsiderationgdimensiongofgleadershipgbehaviorgis:
a. focusgongthegworkgtogbegdone
b. focusgongthegtask.
c. focusgongproduction.
d. focusgongthegemployee.
ANS:gD,gThegleadershipgdimensiongofgconsiderationginvolvesgactivitiesgthatgfocusgongthegemployee.gInitiatinggstructuresgofgl
eadershipginvolvesgangemphasisgongthegworkgtogbegdone,gandgagfocusgongthegtaskgandgproduction.
15. Thegleadershipgtheorygthatgconsidersgfollowergreadinessgasgagfactorgingdetermini
nggleadershipgstylegis:
a. contingency.
b. pathggoal.
a. situational.
c. charismatic.
ANS:gC,gSituationalgleadershipgconsidersgthegfollowergreadinessgasgagfactorgingdetermininggleadershipgstyle.gContingencygthe
orygviewsgthegpatterngofgleadergbehaviorgasgdependentgongtheginteractiongofgthegpersonalitygofgthegleadergandgthegneedsgofgth
egsituation.gIngpathggoalgtheory,gthegleadergworksgtogmotivategfollowersgandginfluenceggoalgaccomplishment.gCharismaticglea
dershipghasganginspirationalgqualitygthatgpromotesgangemotionalgconnectiongfromgfollowers.
16. Ingcontingencygtheory,gthegfeelingsgandgattitudesgofgfollowersgregardinggacceptance,gtrust,ga
ndgcredibilitygofgthegleadergaregcalled:
a. taskgstructure.
b. positiongpower.
c. lowgtaskgstructure.
d. leader-membergrelations.
ANS:gD,gIngcontingencygtheory,gleader-
membergrelationsgaregthegfeelingsgandgattitudesgofgfollowersgregardinggacceptance,gtrust,gandgcredibilitygofgthegleader.gTaskg
structuregofgcontingencygtheorygmeansgthegdegreegthatgworkgisgdefined,gwithgspecificgprocedures,gexplicitgdirections,gandgg
oals.gLowgtaskgstructureginvolvesgworkgthatgisgnotgroutine,gpredictable,gorgclearlygdefined.gPositiongpowergingcontingencygt
heorygisgthegdegreegofgformalgauthoritygandginfluencegassociatedgwithgthegleader.gREF:gFIEDLERSgCONTINGENCYgTHE
ORY
17. Ingsituationalgtheory,gagtellinggleadershipgstylegisgconsidered:
a. highgtask,ghighgrelationshipgbehavior.
b. highg task,g lowg relationshipg behavior.
c. lowg task,g highg relationshipg behavior.
d. lowgtask,glowgrelationshipgbehavior.
ANS:gB,gAgtellinggleadershipgstylegisghighgtaskgbehaviorgandglowgrelationshipgbehavior.gAghighgtask,ghi
ghgrelationshipgstylegisgcalledgagsellinggleadershipgstyle.gAglowgtaskgandghighgrelationshipgstylegisgcalle
dga
g g g g g g
Chapterg1:gNursinggLeadershipgandgManagementg
MULTIPLEgCHOICE
1. AccordinggtogHenrigFayol,gthegfunctionsgofgplanning,gorganizing,gcoordinating,gandgcontrolli
nggaregconsideredgwhichgaspectgofgmanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:gB,gThegmanagementgprocessgincludesgplanning,gorganizing,gcoordinating,gandgcontrolling.gManagementgrolesginclude
ginformationgprocessing,ginterpersonalgrelationships,gandgdecisiongmaking.gManagementgfunctionsgincludegplanning,gorganizi
ng,gstaffing,gdirecting,gcoordinating,greporting,gandgbudgeting.gAgtaxonomygisgagsystemgthatgordersgprinciplesgintogaggroupi
nggorgclassification.
2. Whichgofgthegfollowinggisgconsideredgagdecisionalgmanagerialgrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:gD,gThegdecisionalgmanagerialgrolesgincludegentrepreneur,gdisturbanceghandler,gallocatorgofgresources,gandgnegotiator.
gTheginformationgprocessinggmanagerialgrolesgincludegmonitor,gdisseminator,gandgspokesperson.gTheginterpersonalgmanag
erialgrolesgincludegfigurehead,gleader,gandgliaison.
3. Agnursegmanagergmeetsgregularlygwithgothergnursegmanagers,gparticipatesgongthegorganizati
onsgcommittees,gandgattendsgmeetingsgsponsoredgbygprofessionalgorganizationsgingordergtogmana
gegrelationships.gThesegactivitiesgaregconsideredgwhichgfunctiongofgagmanager?
a. Informing
b. Problemgsolving
c. Monitoring
d. Networking
ANS:gD,gThegrolegfunctionsgtogmanagegrelationshipsgaregnetworking,gsupporting,gdevelopinggandgmentoring,gmanaginggco
nflictgandgteamgbuilding,gmotivatinggandginspiring,grecognizing,gandgrewarding.gThegrolegfunctionsgtogmanagegthegworkga
regplanninggandgorganizing,gproblemgsolving,gclarifyinggrolesgandgobjectives,ginforming,gmonitoring,gconsulting,gandgdele
gating.
4. Agnursegwasgrecentlygpromotedgtogagmiddle-
levelgmanagergposition.gThegnursesgtitlegwouldgmostglikelygbegwhichgofgthegfollowing?
a. First-linegmanager
b. Director
c. Vicegpresidentgofgpatientgcaregservices
d. Chiefgnursegexecutive
ANS:gB,gAgmiddle-levelgmanagergisgcalledgagdirector.gAglowgmanagerial-glevelgjobgisgcalledgthegfirst-
linegmanager.gAgnursegingangexecutiveglevelgrolegisgcalledgagchiefgnursegexecutivegorgvicegpresidentgofgpatientgcaregservice
s.
5. AgnursegmanagergwhogusesgFrederickgTaylorsgscientificgmanagementgapproach,gwouldgmostglike
lygfocusgongwhichgofgthegfollowing?
, a. Generalgprinciples
b. Positionalgauthority
c. Laborgproductivity
d. Impersonalgrelations
ANS:gC,gThegareagofgfocusgforgscientificgmanagementgisglaborgproductivity.gIngbureaucraticgtheory,gefficiencygisgachievedgth
roughgimpersonalgrelationsgwithingagformalgstructuregandgisgbasedgongpositionalgauthority.gAdministrativegprinciplegtheoryg
consistsgofgprinciplesgofgmanagementgthatgaregrelevantgtoganygorganization.
6. AccordinggtogVroomsgTheorygofgMotivation,gforce:
a. isgthegperceivedgpossibilitygthatgtheggoalgwillgbegachieved.
b. describesgthegamountgofgeffortgonegwillgexertgtogreachgonesggoal.
c. describesgpeoplegwhoghavegfreegwillgbutgchoosegtogcomplygwithgordersgtheygareggiven.
d. isgagnaturallygforminggsocialggroupgthatgcangbecomegagcontributorgtogangorganization.
ANS:gB,gAccordinggtogVroomsgTheorygofgMotivation,gForcegdescribesgthegamountgofgeffortgonegwillgexertgtogreachgonesg
goal.gValencegspeaksgtogtheglevelgofgattractivenessgorgunattractivenessgofgtheggoal.gExpectancygisgthegperceivedgpossibilitygth
atgtheggoalgwillgbegachieved.gVroomsgTheorygofgMotivationgcangbegdemonstratedgingthegformgofgangequation:gForceg=gVal
encegExpectancyg(Vroom,g1964).gThegtheorygproposesgthatgthisgequationgcanghelpgtogpredictgthegmotivation,gorgforce,gofgang
individualgasgdescribedgbygVroom.
7. AccordinggtogR.gN.gLussier,gmotivation:
a. isgunconsciouslygdemonstratedgbygpeople.
b. occursgexternallygtoginfluencegbehavior.
c. isgdeterminedgbygothersgchoices.
d. occursginternallygtoginfluencegbehavior.
ANS:gD,gMotivationgisgagprocessgthatgoccursginternallygtoginfluencegandgdirectgourgbehaviorgingordergtogsatisfygneeds.gMoti
vationgisgnotgexplicitlygdemonstratedgbygpeople,gbutgrathergitgisginterpretedgfromgtheirgbehavior.gMotivationgisgwhateverginf
luencesgourgchoicesgandgcreatesgdirection,gintensity,gandgpersistencegingourgbehavior.
8. AccordinggtogR.gN.gLussier,gtheregaregcontentgmotivationgtheoriesgandgprocessgmotivati
ongtheories.gWhichgofgthegfollowinggisgconsideredgagprocessgmotivationgtheory?
a. Equitygtheory
b. Hierarchygofgneedsgtheory
c. Existence-relatedness-growthg theory
d. Hygienegmaintenancegandgmotivationgfactors
ANS:gA,gThegprocessgmotivationgtheoriesgaregequitygtheorygandgexpectancygtheory.gThegcontentgmotivationgtheoriesginclud
egMaslowsghierarchygofgneedsgtheory,gAldefersgexistence-grelatedness-
growthg(ERG)gtheory,gandgHerzbergsghygienegmaintenancegfactorsgandgmotivationgfactors.
9. Thegtheorygthatgincludesgmaintenancegandgmotivationgfactorsgis:
a. Maslowsghierarchygofgneeds.
b. Herzbergsgtwo-factorgtheory.
c. McGregorsgtheorygXgandgtheorygY.
d. OuchisgtheorygZ.
,ANS:gB,gThegtwo-
factorgtheorygofgmotivationgincludesgmotivationgandgmaintenancegfactors.gMaslowsghierarchygofgneedsgincludesgthegfollowin
ggneeds:gphysiological,gsafety,gsecurity,gbelonging,gandgself-
actualization.gIngtheorygX,gemployeesgprefergsecurity,gdirection,gandgminimalgresponsibility.gIngtheorygY,gemployeesgenjoy
gtheirgwork,gshowgself-
controlgandgdiscipline,garegablegtogcontributegcreatively,gandgaregmotivatedgbygtiesgtogtheggroup,gorganization,gandgthegwork
gitself.gThegfocusgofgtheorygZgisgcollectivegdecisiongmakinggandglong-
termgemploymentgthatginvolvesgslowergpromotionsgandglessgdirectgsupervision.
10. Agnursegisgappointedgtogagleadershipgpositiongingtheglocalghospital.gThegnursesgpositiongwouldg
begconsideredgwhichgofgthegfollowing?
a. Informalgleadership
b. Formalgleadership
c. Leadership
d. Management
ANS:gB,gFormalgleadershipgisgbasedgongoccupyinggagpositiongingangorganization.gInformalgleadershipgisgshowngbygangindiv
idualgwhogdemonstratesgleadershipgoutsidegthegscopegofgagformalgleadershipgrolegorgasgagmembergofgaggroup.gLeadershipgisg
agprocessgofginfluencegwherebygthegleaderginfluencesgothersgtowardggoalgachievement.gManagementgisgagprocessgtogachieve
gorganizationalggoals.
11. Agnursingginstructorgisgevaluatinggwhethergthegnursinggstudentsgunderstandgthegthre
egfundamentalgqualitiesgthatgleadersgshare.gAccordinggtogBennisgandgNanus,gthegfundame
ntalgqualitiesgofgeffectivegleadersgare:
a. guidedgvision,gpassion,gandgintegrity.
b. knowledgegofgself,ghonesty,gandgmaturity.
c. intelligence,gself-confidence,gandgdetermination.
d. honesty,gself-awareness,gandgsociability.
ANS:gABennisgandgNanusglistgguidedgvision,gpassion,gandgintegritygasgfundamentalgqualitiesgofgeffectivegleaders.gKnowled
gegofgself,ghonestygandgmaturity;gintelligence,g self-confidencegandgdetermination;gself-
awarenessgandgsociabilitygaregallgdesirablegtraitsgingleadersgasgwellgasgingothers.
12. ThegsixgtraitsgidentifiedgbygKirkpatrickgandgLockegthatgseparategleadersgfromgnon-leadersgwere:
a. respectability,gtrustworthiness,gflexibility,gself-confidence,gintelligence,gsociability.
b. self-
confidence,gprogressiongofgexperiences,ginfluencegofgothers,gpersonalglifegfactors,ghonesty,gdr
ive.
c. intelligence,gself-confidence,gdetermination,gintegrity,gsociability,ghonesty.
d. drive,gdesiregtoglead,ghonesty,gself-confidence,gcognitivegability,gknowledgegofgbusiness.
ANS:gD,gResearchgbygKirkpatrickgandgLockegconcludedgthatgleadersgpossessgsixgtraits:gdrive,gdesiregtoglead,ghonesty,gself
-
gconfidence,gcognitivegability,gandgknowledgegofgthegbusiness.gWoodsgidentifiedgfivegdominantgfactorsgthatginfluencedgleade
rshipgdevelopment:gself-
confidence,ginnategqualities,gprogressiongofgexperience,ginfluencegofgsignificantgothers,gandgpersonalglifegfactors.gStogdillgi
dentifiedgthegfollowinggtraitsgofgagleader:gintelligence,gself-
gconfidence,gdetermination,gintegrity,gandgsociability.gMurphygandgDeBackgidentifiedgthegfollowinggleadergcharacteristics:g
caring,grespectability,gtrustworthiness,gandgflexibility.
13. Agnursegmanagergwhogusesgagleadershipgstylegthatgisgparticipatorygandgwheregauthori
tygisgdelegatedgtogothersgisgmostglikelygusinggwhichgofgthegfollowinggleadershipgstyles?
a. Autocratic
b. Democratic
c. Laissez-faire
, d. Employee-centered
ANS:gB,gDemocraticgleadershipgisgparticipatory,gandgauthoritygisgdelegatedgtogothers.gAutocraticgleadershipginvolvesgcentral
izedgdecisiongmaking,gwithgthegleadergmakinggdecisionsgandgusinggpowergtogcommandgandgcontrolgothers.gLaissez-
fairegleadershipgisgpassivegandgpermissive,gandgthegleadergdefersgdecisiongmaking.gEmployee-
centeredgleadershipgfocusesgongtheghumangneedsgofgsubordinates.
14. Agcharacteristicgofgthegconsiderationgdimensiongofgleadershipgbehaviorgis:
a. focusgongthegworkgtogbegdone
b. focusgongthegtask.
c. focusgongproduction.
d. focusgongthegemployee.
ANS:gD,gThegleadershipgdimensiongofgconsiderationginvolvesgactivitiesgthatgfocusgongthegemployee.gInitiatinggstructuresgofgl
eadershipginvolvesgangemphasisgongthegworkgtogbegdone,gandgagfocusgongthegtaskgandgproduction.
15. Thegleadershipgtheorygthatgconsidersgfollowergreadinessgasgagfactorgingdetermini
nggleadershipgstylegis:
a. contingency.
b. pathggoal.
a. situational.
c. charismatic.
ANS:gC,gSituationalgleadershipgconsidersgthegfollowergreadinessgasgagfactorgingdetermininggleadershipgstyle.gContingencygthe
orygviewsgthegpatterngofgleadergbehaviorgasgdependentgongtheginteractiongofgthegpersonalitygofgthegleadergandgthegneedsgofgth
egsituation.gIngpathggoalgtheory,gthegleadergworksgtogmotivategfollowersgandginfluenceggoalgaccomplishment.gCharismaticglea
dershipghasganginspirationalgqualitygthatgpromotesgangemotionalgconnectiongfromgfollowers.
16. Ingcontingencygtheory,gthegfeelingsgandgattitudesgofgfollowersgregardinggacceptance,gtrust,ga
ndgcredibilitygofgthegleadergaregcalled:
a. taskgstructure.
b. positiongpower.
c. lowgtaskgstructure.
d. leader-membergrelations.
ANS:gD,gIngcontingencygtheory,gleader-
membergrelationsgaregthegfeelingsgandgattitudesgofgfollowersgregardinggacceptance,gtrust,gandgcredibilitygofgthegleader.gTaskg
structuregofgcontingencygtheorygmeansgthegdegreegthatgworkgisgdefined,gwithgspecificgprocedures,gexplicitgdirections,gandgg
oals.gLowgtaskgstructureginvolvesgworkgthatgisgnotgroutine,gpredictable,gorgclearlygdefined.gPositiongpowergingcontingencygt
heorygisgthegdegreegofgformalgauthoritygandginfluencegassociatedgwithgthegleader.gREF:gFIEDLERSgCONTINGENCYgTHE
ORY
17. Ingsituationalgtheory,gagtellinggleadershipgstylegisgconsidered:
a. highgtask,ghighgrelationshipgbehavior.
b. highg task,g lowg relationshipg behavior.
c. lowg task,g highg relationshipg behavior.
d. lowgtask,glowgrelationshipgbehavior.
ANS:gB,gAgtellinggleadershipgstylegisghighgtaskgbehaviorgandglowgrelationshipgbehavior.gAghighgtask,ghi
ghgrelationshipgstylegisgcalledgagsellinggleadershipgstyle.gAglowgtaskgandghighgrelationshipgstylegisgcalle
dga
