Test Bank for Nursing Leadership and Management
v v v v v v
Chapterv1:vNursingvLeadershipvandvManagementv
MULTIPLEvCHOICE
1. AccordingvtovHenrivFayol,vthevfunctionsvofvplanning,vorganizing,vcoordinating,vandvcontrollingv
arevconsideredvwhichvaspectvofvmanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:vB,vThevmanagementvprocessvincludesvplanning,vorganizing,vcoordinating,vandvcontrolling.vManagementvrolesvincludevinform
ationvprocessing,vinterpersonalvrelationships,vandvdecisionvmaking.vManagementvfunctionsvincludevplanning,vorganizing,vstaffing,vdir
ecting,vcoordinating,vreporting,vandvbudgeting.vAvtaxonomyvisvavsystemvthatvordersvprinciplesvintovavgroupingvorvclassification.
2. Whichvofvthevfollowingvisvconsideredvavdecisionalvmanagerialvrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:vD,vThevdecisionalvmanagerialvrolesvincludeventrepreneur,vdisturbancevhandler,vallocatorvofvresources,vandvnegotiator.vTh
evinformationvprocessingvmanagerialvrolesvincludevmonitor,vdisseminator,vandvspokesperson.vThevinterpersonalvmanagerialvrol
esvincludevfigurehead,vleader,vandvliaison.
3. Avnursevmanagervmeetsvregularlyvwithvothervnursevmanagers,vparticipatesv onvthevorganization
svcommittees,vandvattendsvmeetingsvsponsoredvbyvprofessionalvorganizationsvinvordervtovmanagevre
lationships.vThesevactivitiesvarevconsideredvwhichvfunctionvofvavmanager?
a. Informing
b. Problemvsolving
c. Monitoring
d. Networking
ANS:vD,vThevrolevfunctionsvtovmanagevrelationshipsvarevnetworking,vsupporting,vdevelopingvandvmentoring,vmanagingvconflic
tvandvteamvbuilding,vmotivatingvandvinspiring,vrecognizing,vandvrewarding.vThevrolevfunctionsvtovmanagevthevworkvarevplannin
gvandvorganizing,vproblemvsolving,vclarifyingvrolesvandvobjectives,vinforming,vmonitoring,vconsulting,vandvdelegating.
4. Avnursevwasvrecentlyvpromotedvtovavmiddle-
levelvmanagervposition.vThevnursesvtitlevwouldvmostvlikelyvbevwhichvofvthevfollowing?
a. First-linevmanager
b. Director
c. Vicevpresidentvofvpatientvcarevservices
d. Chiefvnursevexecutive
ANS:vB,vAvmiddle-levelvmanagervisvcalledvavdirector.vAvlowvmanagerial-vlevelvjobvisvcalledvthevfirst-
linevmanager.vAvnursevinvanvexecutivevlevelvrolevisvcalledvavchiefvnursevexecutivevorvvicevpresidentvofvpatientvcarevservices.
5. AvnursevmanagervwhovusesvFrederickvTaylorsvscientificvmanagementvapproach,vwouldvmostvlikelyvf
ocusvonvwhichvofvthevfollowing?
, a. Generalvprinciples
b. Positionalvauthority
c. Laborvproductivity
d. Impersonalvrelations
ANS:vC,vThevareavofvfocusvforvscientificvmanagementvisvlaborvproductivity.vInvbureaucraticvtheory,vefficiencyvisvachievedvthrough
vimpersonalvrelationsvwithinvavformalvstructurevandvisvbasedvonvpositionalvauthority.vAdministrativevprinciplevtheoryvconsistsvofv
principlesvofvmanagementvthatvarevrelevantvtovanyvorganization.
6. AccordingvtovVroomsvTheoryvofvMotivation,vforce:
a. isvthevperceivedvpossibilityvthatvthevgoalvwillvbevachieved.
b. describesvthevamountvofveffortvonevwillvexertvtovreachvonesvgoal.
c. describesvpeoplevwhovhavevfreevwillvbutvchoosevtovcomplyvwithvordersvtheyvarevgiven.
d. isvavnaturallyvformingvsocialvgroupvthatvcanvbecomevavcontributorvtovanvorganization.
ANS:vB,vAccordingvtovVroomsvTheoryvofvMotivation,vForcevdescribesvthevamountvofveffortvonevwillvexertvtovreachvonesvgoal.vV
alencevspeaksvtovthevlevelvofvattractivenessvorvunattractivenessvofvthevgoal.vExpectancyvisvthevperceivedvpossibilityvthatvthevgoalvw
illvbevachieved.vVroomsvTheoryvofvMotivationvcanvbevdemonstratedvinvthevformvofvanvequation:vForcev=vValencevExpectancyv(
Vroom,v1964).vThevtheoryvproposesvthatvthisvequationvcanvhelpvtovpredictvthevmotivation,vorvforce,vofvanvindividualvasvdescribedvb
yvVroom.
7. AccordingvtovR.vN.vLussier,vmotivation:
a. isvunconsciouslyvdemonstratedvbyvpeople.
b. occursvexternallyvtovinfluencevbehavior.
c. isvdeterminedvbyvothersvchoices.
d. occursvinternallyvtovinfluencevbehavior.
ANS:vD,vMotivationvisvavprocessvthatvoccursvinternallyvtovinfluencevandvdirectvourvbehaviorvinvordervtovsatisfyvneeds.vMotivatio
nvisvnotvexplicitlyvdemonstratedvbyvpeople,vbutvrathervitvisvinterpretedvfromvtheirvbehavior.vMotivationvisvwhatevervinfluencesvou
rvchoicesvandvcreatesvdirection,vintensity,vandvpersistencevinvourvbehavior.
8. AccordingvtovR.vN.vLussier,vtherevarevcontentvmotivationvtheoriesvandvprocessvmotivationvt
heories.vWhichvofvthevfollowingvisvconsideredvavprocessvmotivationvtheory?
a. Equityvtheory
b. Hierarchyvofvneedsvtheory
c. Existence-relatedness-growthvtheory
d. Hygienevmaintenancevandvmotivationvfactors
ANS:vA,vThevprocessvmotivationvtheoriesvarevequityvtheoryvandvexpectancyvtheory.vThevcontentvmotivationvtheoriesvincludevMaslo
wsvhierarchyvofvneedsvtheory,vAldefersvexistence-vrelatedness-
growthv(ERG)vtheory,vandvHerzbergsvhygienevmaintenancevfactorsvandvmotivationvfactors.
9. Thevtheoryvthatvincludesvmaintenancevandvmotivationvfactorsvis:
a. Maslowsvhierarchyvofvneeds.
b. Herzbergsvtwo-factorvtheory.
c. McGregorsvtheoryvXvandvtheoryvY.
d. OuchisvtheoryvZ.
,ANS:vB,vThevtwo-
factorvtheoryvofvmotivationvincludesvmotivationvandvmaintenancevfactors.vMaslowsvhierarchyvofvneedsvincludesvthevfollowingvnee
ds:vphysiological,vsafety,vsecurity,vbelonging,vandvself-
actualization.vInvtheoryvX,vemployeesvprefervsecurity,vdirection,vandvminimalvresponsibility.vInvtheoryvY,vemployeesvenjoyvtheir
vwork,vshowvself-
controlvandvdiscipline,varevablevtovcontributevcreatively,vandvarevmotivatedvbyvtiesvtovthevgroup,vorganization,vandvthevworkvitself.
vThevfocusvofvtheoryvZvisvcollectivevdecisionvmakingvandvlong-
termvemploymentvthatvinvolvesvslowervpromotionsvandvlessvdirectvsupervision.
10. Avnursevisvappointedvtovavleadershipvpositionvinvthevlocalvhospital.vThevnursesvpositionvwouldvbevc
onsideredvwhichvofvthevfollowing?
a. Informalvleadershipv
b.
Formalvleadershipv
c. Leadership
d.v Management
ANS:vB,vFormalvleadershipvisvbasedvonvoccupyingvavpositionvinvanvorganization.vInformalvleadershipvisvshownvbyvanvindividual
vwhovdemonstratesvleadershipvoutsidevthevscopevofvavformalvleadershipvrolevorvasvavmembervofvavgroup.vLeadershipvisvavprocessv
ofvinfluencevwherebyvthevleadervinfluencesvothersvtowardvgoalvachievement.vManagementvisvavprocessvtovachievevorganizational
vgoals.
11. Avnursingvinstructorvisvevaluatingvwhethervthevnursingvstudentsvunderstandvthevthreevf
undamentalvqualitiesvthatvleadersvshare.vAccordingvtovBennisvandvNanus,vthevfundamentalvq
ualitiesvofveffectivevleadersvare:
a. guidedvvision,vpassion,vandvintegrity.
b. knowledgevofvself,vhonesty,vandvmaturity.
c. intelligence,vself-confidence,vandvdetermination.
d. honesty,vself-awareness,vandvsociability.
ANS:vABennisvandvNanusvlistvguidedvvision,vpassion,vandvintegrityvasvfundamentalvqualitiesvofveffectivevleaders.vKnowledgevo
fvself,vhonestyvandvmaturity;vintelligence,v self-confidencevandvdetermination;vself-
awarenessvandvsociabilityvarevallvdesirablevtraitsvinvleadersvasvwellvasvinvothers.
12. ThevsixvtraitsvidentifiedvbyvKirkpatrickvandvLockevthatvseparatevleadersvfromvnon-leadersvwere:
a. respectability,vtrustworthiness,vflexibility,vself-confidence,vintelligence,vsociability.
b. self-
confidence,vprogressionvofvexperiences,vinfluencevofvothers,vpersonalvlifevfactors,vhonesty,vdrive
.
c. intelligence,vself-confidence,vdetermination,vintegrity,vsociability,vhonesty.
d. drive,vdesirevtovlead,vhonesty,vself-confidence,vcognitivevability,vknowledgevofvbusiness.
ANS:vD,vResearchvbyvKirkpatrickvandvLockevconcludedvthatvleadersvpossessvsixvtraits:vdrive,vdesirevtovlead,vhonesty,vself-
vconfidence,vcognitivevability,vandvknowledgevofvthevbusiness.vWoodsvidentified vfivevdominantvfactorsvthatvinfluencedvleadershipv
development:vself-
confidence,vinnatevqualities,vprogressionvofvexperience,vinfluencevofvsignificantvothers,vandvpersonalvlifevfactors.vStogdillvident
ifiedvthevfollowingvtraitsvofvavleader:vintelligence,vself-
vconfidence,vdetermination,vintegrity, vandvsociability.vMurphyvandvDeBackvidentified vthevfollowingvleadervcharacteristics:vcari
ng,vrespectability,vtrustworthiness,vandvflexibility.
13. Avnursevmanagervwhovusesvavleadershipvstylevthatvisvparticipatoryvandvwherevauthorityvi
svdelegatedvtovothersvisvmostvlikelyvusingvwhichvofvthevfollowingvleadershipvstyles?
a. Autocratic
b. Democratic
c. Laissez-faire
, d. Employee-centered
ANS:vB,vDemocraticvleadershipvisvparticipatory,vandvauthorityvisvdelegatedvtovothers.vAutocraticvleadershipvinvolvesvcentralize
dvdecisionvmaking,vwithvthevleadervmakingvdecisionsvandvusingvpowervtovcommandvandvcontrolvothers.vLaissez-
fairevleadershipvisvpassivevandvpermissive,vandvthevleadervdefersvdecisionvmaking.vEmployee-
centeredvleadershipvfocusesvonvthevhumanvneedsvofvsubordinates.
14. Avcharacteristicvofvthevconsiderationvdimensionvofvleadershipvbehaviorvis:
a. focusvonvthevworkvtovbevdone
b. focusvonvthevtask.
c. focusvonvproduction.
d. focusvonvthevemployee.
ANS:vD,vThevleadershipvdimensionvofvconsiderationvinvolvesvactivitiesvthatvfocusvonvthevemployee.vInitiatingvstructuresvofvleader
shipvinvolvesvanvemphasisvonvthevworkvtovbevdone,vandvavfocusvonvthevtaskvandvproduction.
15. Thevleadershipvtheoryvthatvconsidersvfollowervreadinessvasvavfactorvinvdeterminingvl
eadershipvstylevis:
a. contingency.v
b.v pathvgoal.
a.
situational.v
c. charismatic.
ANS:vC,vSituationalvleadershipvconsidersvthevfollowervreadinessvasvavfactorvinvdeterminingvleadershipvstyle.vContingencyvtheoryv
viewsvthevpatternvofvleadervbehaviorvasvdependentvonvthevinteractionvofvthevpersonalityvofvthevleadervandvthevneedsvofvthevsituatio
n.vInvpathvgoalvtheory,vthevleadervworksvtovmotivatevfollowersvandvinfluencevgoalvaccomplishment.vCharismaticvleadershipvhasvan
vinspirationalvqualityvthatvpromotesvanvemotionalvconnectionvfromvfollowers.
16. Invcontingencyvtheory,vthevfeelingsvandvattitudesvofvfollowersvregardingvacceptance,vtrust,vandv
credibilityvofvthevleadervarevcalled:
a. taskvstructure.v
b.vpositionvpower.
c. lowvtaskvstructure.
d. leader-membervrelations.
ANS:vD,vInvcontingencyvtheory,vleader-
membervrelationsvarevthevfeelingsvandvattitudesvofvfollowersvregardingvacceptance,vtrust,vandvcredibilityvofvthevleader.vTaskvstr
ucturevofvcontingencyvtheoryvmeansvthevdegreevthatvworkvisvdefined,vwithvspecificvprocedures,vexplicitvdirections,vandvgoals.v
Lowvtaskvstructurevinvolvesvworkvthatvisvnotvroutine,vpredictable,vorvclearlyvdefined.vPositionvpowervinvcontingencyvtheoryvisvt
hevdegreevofvformalvauthorityvandvinfluencevassociatedvwithvthevleader.vREF:vFIEDLERSvCONTINGENCYvTHEORY
17. Invsituationalvtheory,vavtellingvleadershipvstylevisvconsidered:
a. highvtask,vhighvrelationshipvbehavior.v
b.vhighv task,v lowv relationshipv behavior.vc
.vlowvtask,vhighvrelationshipv behavior.vd.v
lowvtask,vlowvrelationshipvbehavior.
ANS:vB,vAvtellingvleadershipvstylevisvhighvtaskvbehaviorvandvlowvrelationshipvbehavior.vAvhighvtask,vhighvrelati
onshipvstylevisvcalledvavsellingvleadershipvstyle.vAvlowvtaskvandvhighvrelationshipvstylevisvcalledva
v v v v v v
Chapterv1:vNursingvLeadershipvandvManagementv
MULTIPLEvCHOICE
1. AccordingvtovHenrivFayol,vthevfunctionsvofvplanning,vorganizing,vcoordinating,vandvcontrollingv
arevconsideredvwhichvaspectvofvmanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:vB,vThevmanagementvprocessvincludesvplanning,vorganizing,vcoordinating,vandvcontrolling.vManagementvrolesvincludevinform
ationvprocessing,vinterpersonalvrelationships,vandvdecisionvmaking.vManagementvfunctionsvincludevplanning,vorganizing,vstaffing,vdir
ecting,vcoordinating,vreporting,vandvbudgeting.vAvtaxonomyvisvavsystemvthatvordersvprinciplesvintovavgroupingvorvclassification.
2. Whichvofvthevfollowingvisvconsideredvavdecisionalvmanagerialvrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:vD,vThevdecisionalvmanagerialvrolesvincludeventrepreneur,vdisturbancevhandler,vallocatorvofvresources,vandvnegotiator.vTh
evinformationvprocessingvmanagerialvrolesvincludevmonitor,vdisseminator,vandvspokesperson.vThevinterpersonalvmanagerialvrol
esvincludevfigurehead,vleader,vandvliaison.
3. Avnursevmanagervmeetsvregularlyvwithvothervnursevmanagers,vparticipatesv onvthevorganization
svcommittees,vandvattendsvmeetingsvsponsoredvbyvprofessionalvorganizationsvinvordervtovmanagevre
lationships.vThesevactivitiesvarevconsideredvwhichvfunctionvofvavmanager?
a. Informing
b. Problemvsolving
c. Monitoring
d. Networking
ANS:vD,vThevrolevfunctionsvtovmanagevrelationshipsvarevnetworking,vsupporting,vdevelopingvandvmentoring,vmanagingvconflic
tvandvteamvbuilding,vmotivatingvandvinspiring,vrecognizing,vandvrewarding.vThevrolevfunctionsvtovmanagevthevworkvarevplannin
gvandvorganizing,vproblemvsolving,vclarifyingvrolesvandvobjectives,vinforming,vmonitoring,vconsulting,vandvdelegating.
4. Avnursevwasvrecentlyvpromotedvtovavmiddle-
levelvmanagervposition.vThevnursesvtitlevwouldvmostvlikelyvbevwhichvofvthevfollowing?
a. First-linevmanager
b. Director
c. Vicevpresidentvofvpatientvcarevservices
d. Chiefvnursevexecutive
ANS:vB,vAvmiddle-levelvmanagervisvcalledvavdirector.vAvlowvmanagerial-vlevelvjobvisvcalledvthevfirst-
linevmanager.vAvnursevinvanvexecutivevlevelvrolevisvcalledvavchiefvnursevexecutivevorvvicevpresidentvofvpatientvcarevservices.
5. AvnursevmanagervwhovusesvFrederickvTaylorsvscientificvmanagementvapproach,vwouldvmostvlikelyvf
ocusvonvwhichvofvthevfollowing?
, a. Generalvprinciples
b. Positionalvauthority
c. Laborvproductivity
d. Impersonalvrelations
ANS:vC,vThevareavofvfocusvforvscientificvmanagementvisvlaborvproductivity.vInvbureaucraticvtheory,vefficiencyvisvachievedvthrough
vimpersonalvrelationsvwithinvavformalvstructurevandvisvbasedvonvpositionalvauthority.vAdministrativevprinciplevtheoryvconsistsvofv
principlesvofvmanagementvthatvarevrelevantvtovanyvorganization.
6. AccordingvtovVroomsvTheoryvofvMotivation,vforce:
a. isvthevperceivedvpossibilityvthatvthevgoalvwillvbevachieved.
b. describesvthevamountvofveffortvonevwillvexertvtovreachvonesvgoal.
c. describesvpeoplevwhovhavevfreevwillvbutvchoosevtovcomplyvwithvordersvtheyvarevgiven.
d. isvavnaturallyvformingvsocialvgroupvthatvcanvbecomevavcontributorvtovanvorganization.
ANS:vB,vAccordingvtovVroomsvTheoryvofvMotivation,vForcevdescribesvthevamountvofveffortvonevwillvexertvtovreachvonesvgoal.vV
alencevspeaksvtovthevlevelvofvattractivenessvorvunattractivenessvofvthevgoal.vExpectancyvisvthevperceivedvpossibilityvthatvthevgoalvw
illvbevachieved.vVroomsvTheoryvofvMotivationvcanvbevdemonstratedvinvthevformvofvanvequation:vForcev=vValencevExpectancyv(
Vroom,v1964).vThevtheoryvproposesvthatvthisvequationvcanvhelpvtovpredictvthevmotivation,vorvforce,vofvanvindividualvasvdescribedvb
yvVroom.
7. AccordingvtovR.vN.vLussier,vmotivation:
a. isvunconsciouslyvdemonstratedvbyvpeople.
b. occursvexternallyvtovinfluencevbehavior.
c. isvdeterminedvbyvothersvchoices.
d. occursvinternallyvtovinfluencevbehavior.
ANS:vD,vMotivationvisvavprocessvthatvoccursvinternallyvtovinfluencevandvdirectvourvbehaviorvinvordervtovsatisfyvneeds.vMotivatio
nvisvnotvexplicitlyvdemonstratedvbyvpeople,vbutvrathervitvisvinterpretedvfromvtheirvbehavior.vMotivationvisvwhatevervinfluencesvou
rvchoicesvandvcreatesvdirection,vintensity,vandvpersistencevinvourvbehavior.
8. AccordingvtovR.vN.vLussier,vtherevarevcontentvmotivationvtheoriesvandvprocessvmotivationvt
heories.vWhichvofvthevfollowingvisvconsideredvavprocessvmotivationvtheory?
a. Equityvtheory
b. Hierarchyvofvneedsvtheory
c. Existence-relatedness-growthvtheory
d. Hygienevmaintenancevandvmotivationvfactors
ANS:vA,vThevprocessvmotivationvtheoriesvarevequityvtheoryvandvexpectancyvtheory.vThevcontentvmotivationvtheoriesvincludevMaslo
wsvhierarchyvofvneedsvtheory,vAldefersvexistence-vrelatedness-
growthv(ERG)vtheory,vandvHerzbergsvhygienevmaintenancevfactorsvandvmotivationvfactors.
9. Thevtheoryvthatvincludesvmaintenancevandvmotivationvfactorsvis:
a. Maslowsvhierarchyvofvneeds.
b. Herzbergsvtwo-factorvtheory.
c. McGregorsvtheoryvXvandvtheoryvY.
d. OuchisvtheoryvZ.
,ANS:vB,vThevtwo-
factorvtheoryvofvmotivationvincludesvmotivationvandvmaintenancevfactors.vMaslowsvhierarchyvofvneedsvincludesvthevfollowingvnee
ds:vphysiological,vsafety,vsecurity,vbelonging,vandvself-
actualization.vInvtheoryvX,vemployeesvprefervsecurity,vdirection,vandvminimalvresponsibility.vInvtheoryvY,vemployeesvenjoyvtheir
vwork,vshowvself-
controlvandvdiscipline,varevablevtovcontributevcreatively,vandvarevmotivatedvbyvtiesvtovthevgroup,vorganization,vandvthevworkvitself.
vThevfocusvofvtheoryvZvisvcollectivevdecisionvmakingvandvlong-
termvemploymentvthatvinvolvesvslowervpromotionsvandvlessvdirectvsupervision.
10. Avnursevisvappointedvtovavleadershipvpositionvinvthevlocalvhospital.vThevnursesvpositionvwouldvbevc
onsideredvwhichvofvthevfollowing?
a. Informalvleadershipv
b.
Formalvleadershipv
c. Leadership
d.v Management
ANS:vB,vFormalvleadershipvisvbasedvonvoccupyingvavpositionvinvanvorganization.vInformalvleadershipvisvshownvbyvanvindividual
vwhovdemonstratesvleadershipvoutsidevthevscopevofvavformalvleadershipvrolevorvasvavmembervofvavgroup.vLeadershipvisvavprocessv
ofvinfluencevwherebyvthevleadervinfluencesvothersvtowardvgoalvachievement.vManagementvisvavprocessvtovachievevorganizational
vgoals.
11. Avnursingvinstructorvisvevaluatingvwhethervthevnursingvstudentsvunderstandvthevthreevf
undamentalvqualitiesvthatvleadersvshare.vAccordingvtovBennisvandvNanus,vthevfundamentalvq
ualitiesvofveffectivevleadersvare:
a. guidedvvision,vpassion,vandvintegrity.
b. knowledgevofvself,vhonesty,vandvmaturity.
c. intelligence,vself-confidence,vandvdetermination.
d. honesty,vself-awareness,vandvsociability.
ANS:vABennisvandvNanusvlistvguidedvvision,vpassion,vandvintegrityvasvfundamentalvqualitiesvofveffectivevleaders.vKnowledgevo
fvself,vhonestyvandvmaturity;vintelligence,v self-confidencevandvdetermination;vself-
awarenessvandvsociabilityvarevallvdesirablevtraitsvinvleadersvasvwellvasvinvothers.
12. ThevsixvtraitsvidentifiedvbyvKirkpatrickvandvLockevthatvseparatevleadersvfromvnon-leadersvwere:
a. respectability,vtrustworthiness,vflexibility,vself-confidence,vintelligence,vsociability.
b. self-
confidence,vprogressionvofvexperiences,vinfluencevofvothers,vpersonalvlifevfactors,vhonesty,vdrive
.
c. intelligence,vself-confidence,vdetermination,vintegrity,vsociability,vhonesty.
d. drive,vdesirevtovlead,vhonesty,vself-confidence,vcognitivevability,vknowledgevofvbusiness.
ANS:vD,vResearchvbyvKirkpatrickvandvLockevconcludedvthatvleadersvpossessvsixvtraits:vdrive,vdesirevtovlead,vhonesty,vself-
vconfidence,vcognitivevability,vandvknowledgevofvthevbusiness.vWoodsvidentified vfivevdominantvfactorsvthatvinfluencedvleadershipv
development:vself-
confidence,vinnatevqualities,vprogressionvofvexperience,vinfluencevofvsignificantvothers,vandvpersonalvlifevfactors.vStogdillvident
ifiedvthevfollowingvtraitsvofvavleader:vintelligence,vself-
vconfidence,vdetermination,vintegrity, vandvsociability.vMurphyvandvDeBackvidentified vthevfollowingvleadervcharacteristics:vcari
ng,vrespectability,vtrustworthiness,vandvflexibility.
13. Avnursevmanagervwhovusesvavleadershipvstylevthatvisvparticipatoryvandvwherevauthorityvi
svdelegatedvtovothersvisvmostvlikelyvusingvwhichvofvthevfollowingvleadershipvstyles?
a. Autocratic
b. Democratic
c. Laissez-faire
, d. Employee-centered
ANS:vB,vDemocraticvleadershipvisvparticipatory,vandvauthorityvisvdelegatedvtovothers.vAutocraticvleadershipvinvolvesvcentralize
dvdecisionvmaking,vwithvthevleadervmakingvdecisionsvandvusingvpowervtovcommandvandvcontrolvothers.vLaissez-
fairevleadershipvisvpassivevandvpermissive,vandvthevleadervdefersvdecisionvmaking.vEmployee-
centeredvleadershipvfocusesvonvthevhumanvneedsvofvsubordinates.
14. Avcharacteristicvofvthevconsiderationvdimensionvofvleadershipvbehaviorvis:
a. focusvonvthevworkvtovbevdone
b. focusvonvthevtask.
c. focusvonvproduction.
d. focusvonvthevemployee.
ANS:vD,vThevleadershipvdimensionvofvconsiderationvinvolvesvactivitiesvthatvfocusvonvthevemployee.vInitiatingvstructuresvofvleader
shipvinvolvesvanvemphasisvonvthevworkvtovbevdone,vandvavfocusvonvthevtaskvandvproduction.
15. Thevleadershipvtheoryvthatvconsidersvfollowervreadinessvasvavfactorvinvdeterminingvl
eadershipvstylevis:
a. contingency.v
b.v pathvgoal.
a.
situational.v
c. charismatic.
ANS:vC,vSituationalvleadershipvconsidersvthevfollowervreadinessvasvavfactorvinvdeterminingvleadershipvstyle.vContingencyvtheoryv
viewsvthevpatternvofvleadervbehaviorvasvdependentvonvthevinteractionvofvthevpersonalityvofvthevleadervandvthevneedsvofvthevsituatio
n.vInvpathvgoalvtheory,vthevleadervworksvtovmotivatevfollowersvandvinfluencevgoalvaccomplishment.vCharismaticvleadershipvhasvan
vinspirationalvqualityvthatvpromotesvanvemotionalvconnectionvfromvfollowers.
16. Invcontingencyvtheory,vthevfeelingsvandvattitudesvofvfollowersvregardingvacceptance,vtrust,vandv
credibilityvofvthevleadervarevcalled:
a. taskvstructure.v
b.vpositionvpower.
c. lowvtaskvstructure.
d. leader-membervrelations.
ANS:vD,vInvcontingencyvtheory,vleader-
membervrelationsvarevthevfeelingsvandvattitudesvofvfollowersvregardingvacceptance,vtrust,vandvcredibilityvofvthevleader.vTaskvstr
ucturevofvcontingencyvtheoryvmeansvthevdegreevthatvworkvisvdefined,vwithvspecificvprocedures,vexplicitvdirections,vandvgoals.v
Lowvtaskvstructurevinvolvesvworkvthatvisvnotvroutine,vpredictable,vorvclearlyvdefined.vPositionvpowervinvcontingencyvtheoryvisvt
hevdegreevofvformalvauthorityvandvinfluencevassociatedvwithvthevleader.vREF:vFIEDLERSvCONTINGENCYvTHEORY
17. Invsituationalvtheory,vavtellingvleadershipvstylevisvconsidered:
a. highvtask,vhighvrelationshipvbehavior.v
b.vhighv task,v lowv relationshipv behavior.vc
.vlowvtask,vhighvrelationshipv behavior.vd.v
lowvtask,vlowvrelationshipvbehavior.
ANS:vB,vAvtellingvleadershipvstylevisvhighvtaskvbehaviorvandvlowvrelationshipvbehavior.vAvhighvtask,vhighvrelati
onshipvstylevisvcalledvavsellingvleadershipvstyle.vAvlowvtaskvandvhighvrelationshipvstylevisvcalledva
