Test Bank Essentials of Nursing Leaders
n n n n n
hip & Management 7th Edition Sally A.
n n n n n n n
Weiss Complete All Chapters 2024
n n n n
,Chapter n1:nNursingnLeadershipnandnManagementn
MULTIPLEnCHOICE
1. According ntonHenrinFayol,nthenfunctionsnofnplanning,norganizing,ncoordinating,nandncontrollingn
arenconsiderednwhichnaspectnofnmanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:n B,n Then managementn process n includes n planning,n organizing,n coordinating,n andn controlling.n Managementn roles n includen inf
ormationn processing,n interpersonaln relationships,n andn decisionn making.n Managementn functions n includen planning,n organizing,n sta
ffing,n directing,n coordinating,n reporting,n andn budgeting.n An taxonomyn is n an systemn thatn orders n principles n inton an groupingn orn classif
ication.
2. Whichnofnthenfollowing nisnconsideredna ndecisionalnmanagerialnrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:n D,n Then decisionaln managerialn roles n includen entrepreneur,n disturbancen handler,n allocatorn ofn resources,n andn negotiator.n Then
informationn processingn managerialn rolesn includen monitor,n disseminator,n andn spokesperson.n Then interpersonaln managerialn rolesn i
ncluden figurehead,n leader,n andn liaison.
3. Annursenmanagern meetsn regularlyn withnothernnursen managers,n participatesn onnthenorganization
sncommittees,nandnattendsnmeetingsnsponsorednbynprofessionalnorganizationsninnorderntonmanagenr
elationships.nThesenactivitiesnarenconsiderednwhichnfunctionnofna nmanager?
a. Informing
b. Problemn solving
c. Monitoring
d. Networking
ANS:n D,n Then rolen functions n ton managen relationships n aren networking,n supporting,n developingn andn mentoring,n managingn conflictn
andn teamn building,n motivatingn andn inspiring,n recognizing,n andn rewarding.n Then rolen functions n ton managen then workn aren planningn a
ndn organizing,n problemn solving,n clarifyingn roles n andn objectives,n informing,n monitoring,n consulting,n andn delegating.
4. Annursenwasnrecently npromotednto na nmiddle-
levelnmanager nposition.nThennursesntitlenwouldnmostnlikely nbenwhichnofnthenfollowing?
a. First-linen manager
b. Director
c. Vicen presidentn of n patientn caren services
d. Chief n nursen executive
ANS:n B,n An middle-leveln managern isn calledn an director.n An low n managerial-n leveln jobn isn calledn then first-
linen manager.n A n nursen inn ann executiven leveln rolen isn calledn an chiefn nursen executiven orn vicen presidentn ofn patientn caren services.
5. AnnursenmanagernwhonusesnFredericknTaylorsnscientificnmanagementnapproach,nwouldnmostnlikelyn
focusnonnwhichnofnthenfollowing?
, a. Generaln principles
b. Positionaln authority
c. Laborn productivity
d. Impersonaln relations
ANS:n C,n Then arean ofn focusn forn scientificn managementn isn laborn productivity.n Inn bureaucraticn theory,n efficiencyn isn achievedn throug
hn impersonaln relations n withinn an formaln structuren andn isn basedn onn positionaln authority.n Administrativen principlen theoryn consists n ofn
principlesn ofn managementn thatn aren relevantn ton anyn organization.
6. According nto nVroomsnTheory nofnMotivation,nforce:
a. isn then perceived n possibility n thatn then goaln willn ben achieved.
b. describesn then amountn of n effortn onen willn exertn to n reach n onesn goal.
c. describesn people n who n haven freen willn butn choose n to n comply n with n ordersn they n aren given.
d. isn an naturally n formingn socialn group n thatn can n become n an contributorn to n an n organization.
ANS:n B,n Accordingn ton Vrooms n Theoryn ofnMotivation,n Forcen describes n then amountn ofn effortn onen willn exertn ton reachn onesn goal.nV
alencen speaks n ton then leveln ofn attractiveness n orn unattractiveness n ofn then goal.n Expectancyn isn then perceivedn possibilityn thatn then goaln
willn ben achieved.n Vrooms n Theoryn ofn Motivationn cann ben demonstratedn inn then formn ofn ann equation:n Forcen =n Valencen Expectancyn
(Vroom,n 1964).n Then theoryn proposes n thatn thisn equationn cann helpn ton predictn then motivation,n orn force,n ofn ann individualn asn describe
dn byn Vroom.
7. According nto nR.nN.nLussier,nmotivation:
a. isn unconsciously n demonstrated n by n people.
b. occursn externally n to n influence n behavior.
c. isn determined n by n othersn choices.
d. occursn internally n to n influence n behavior.
ANS:n D,n Motivationn isn an process n thatn occurs n internallyn ton influencen andn directn ourn behaviorn inn ordern ton satisfyn needs.n Motivatio
nn isn notn explicitlyn demonstratedn byn people,n butn rathern itn isn interpretedn fromn theirn behavior.n Motivationn isn whatevern influences n ou
rn choicesn andn creates n direction,n intensity,n andn persistencen inn ourn behavior.
8. According ntonR.nN.nLussier,ntherenarencontentnmotivationntheoriesnandnprocessnmotivation
ntheories. nWhichnofnthe nfollowing nisnconsideredna nprocess nmotivationntheory?
a. Equity n theory
b. Hierarchy n of n needsn theory
c. Existence-relatedness-growth n theory
d. Hygiene n maintenance n and n motivation n factors
ANS:n A,n Then process n motivationn theoriesn aren equityn theoryn andn expectancyn theory.n Then contentn motivationn theories n includen Ma
slows n hierarchyn ofn needsn theory,n Aldefers n existence-n relatedness-
growthn (ERG)n theory,n andn Herzbergs n hygienen maintenancen factorsn andn motivationn factors.
9. Thentheory nthatnincludesnmaintenance nandnmotivationnfactorsnis:
a. Maslowsn hierarchy n of n needs.
b. Herzbergsn two-factorn theory.
c. McGregorsn theory n Xn and n theory n Y.
d. Ouchisn theory n Z.
, ANS:n B,n Then two-
factorn theoryn ofn motivationn includesn motivationn andn maintenancen factors.n Maslows n hierarchyn ofn needsn includes n then followingn nee
ds:n physiological,n safety,n security,n belonging,n andn self-
actualization.n Inn theoryn X,n employees n prefern security,n direction,n andn minimaln responsibility.n Inn theoryn Y,n employees n enjoyn theirn
work,n show n self-
controln andn discipline,n aren ablen ton contributen creatively,n andn aren motivatedn byn ties n ton then group,n organization,n andn then workn itself.n
Then focus n ofn theoryn Zn isn collectiven decisionn makingn andn long-
termn employmentn thatn involves n slowern promotions n andn less n directn supervision.
10. Annursenisnappointedntonanleadershipnpositionninnthenlocalnhospital.nThennursesnpositionnwouldnben
considerednwhichnofnthenfollowing?
a. Informaln leadership
b. Formaln leadership
c. Leadership
d. Management
ANS:n B,n Formaln leadershipn isn basedn onn occupyingn an positionn inn annorganization.n Informaln leadershipn is n shownn byn ann individualn
whon demonstrates n leadershipn outsiden then scopen ofn an formaln leadershipn rolen orn asn an membern ofn an group.nLeadershipn isn anprocess no
fn influencen wherebyn then leadern influences n others n towardn goaln achievement.n Managementn isn an process n ton achieven organizationaln
goals.
11. Annursing ninstructor nisnevaluatingnwhethernthennursingnstudentsnunderstandnthenthreenfu
ndamentalnqualitiesnthatnleadersnshare.nAccording ntonBennisnandnNanus,nthenfundamentalnq
ualitiesnofneffective nleadersnare:
a. guided n vision,n passion,n and n integrity.
b. knowledge n of n self,n honesty,n and n maturity.
c. intelligence,n self-confidence,n and n determination.
d. honesty,n self-awareness,n and n sociability.
ANS:n ABennis n andn Nanus n listn guidedn vision,npassion,n andn integrityn asn fundamentaln qualities n ofn effectiven leaders.n Knowledgen ofn s
elf,n honestyn andn maturity;n intelligence,n self-confidencen andn determination;n self-
awareness n andn sociabilityn aren alln desirablen traits n inn leaders n asn welln asn inn others.
12. Thensix ntraitsnidentifiednby nKirkpatricknandnLockenthatnseparate nleadersnfromnnon-leadersnwere:
a. respectability,n trustworthiness, n flexibility,n self-confidence,n intelligence,n sociability.
b. self-
confidence,nprogression nofn experiences,ninfluencenofnothers,npersonalnlifenfactors,nhonesty,ndrive
.
c. intelligence,n self-confidence,n determination, n integrity,n sociability,n honesty.
d. drive,n desiren to n lead,n honesty,n self-confidence, n cognitive n ability,n knowledge n of n business.
ANS:n D,n Researchn byn Kirkpatrickn andn Locken concludedn thatn leadersn possess n sixn traits:n drive,n desiren ton lead,n honesty,n self-
n confidence,n cognitiven ability,n andn knowledgen ofn then business.n Woods n identifiedn fiven dominantn factors n thatn influencedn leadershi
pn development:n self-
confidence,n innaten qualities,n progressionn ofn experience,n influencen ofn significantn others,n andn personaln lifen factors.n Stogdilln identi
fiedn then followingn traitsn ofn an leader:n intelligence,n self-
n confidence,n determination,n integrity,n andn sociability.n Murphyn andn DeBackn identifiedn then followingn leadern characteristics:n cari
ng,n respectability,n trustworthiness,n andn flexibility.
13. Annursenmanagernwhonusesna nleadershipnstylenthatnisnparticipatorynandnwherenauthority
nisndelegatednto nothers nisnmostnlikely nusing nwhichnofnthe nfollowing nleadershipnstyles?
a. Autocratic
b. Democratic
c. Laissez-faire
n n n n n
hip & Management 7th Edition Sally A.
n n n n n n n
Weiss Complete All Chapters 2024
n n n n
,Chapter n1:nNursingnLeadershipnandnManagementn
MULTIPLEnCHOICE
1. According ntonHenrinFayol,nthenfunctionsnofnplanning,norganizing,ncoordinating,nandncontrollingn
arenconsiderednwhichnaspectnofnmanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:n B,n Then managementn process n includes n planning,n organizing,n coordinating,n andn controlling.n Managementn roles n includen inf
ormationn processing,n interpersonaln relationships,n andn decisionn making.n Managementn functions n includen planning,n organizing,n sta
ffing,n directing,n coordinating,n reporting,n andn budgeting.n An taxonomyn is n an systemn thatn orders n principles n inton an groupingn orn classif
ication.
2. Whichnofnthenfollowing nisnconsideredna ndecisionalnmanagerialnrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:n D,n Then decisionaln managerialn roles n includen entrepreneur,n disturbancen handler,n allocatorn ofn resources,n andn negotiator.n Then
informationn processingn managerialn rolesn includen monitor,n disseminator,n andn spokesperson.n Then interpersonaln managerialn rolesn i
ncluden figurehead,n leader,n andn liaison.
3. Annursenmanagern meetsn regularlyn withnothernnursen managers,n participatesn onnthenorganization
sncommittees,nandnattendsnmeetingsnsponsorednbynprofessionalnorganizationsninnorderntonmanagenr
elationships.nThesenactivitiesnarenconsiderednwhichnfunctionnofna nmanager?
a. Informing
b. Problemn solving
c. Monitoring
d. Networking
ANS:n D,n Then rolen functions n ton managen relationships n aren networking,n supporting,n developingn andn mentoring,n managingn conflictn
andn teamn building,n motivatingn andn inspiring,n recognizing,n andn rewarding.n Then rolen functions n ton managen then workn aren planningn a
ndn organizing,n problemn solving,n clarifyingn roles n andn objectives,n informing,n monitoring,n consulting,n andn delegating.
4. Annursenwasnrecently npromotednto na nmiddle-
levelnmanager nposition.nThennursesntitlenwouldnmostnlikely nbenwhichnofnthenfollowing?
a. First-linen manager
b. Director
c. Vicen presidentn of n patientn caren services
d. Chief n nursen executive
ANS:n B,n An middle-leveln managern isn calledn an director.n An low n managerial-n leveln jobn isn calledn then first-
linen manager.n A n nursen inn ann executiven leveln rolen isn calledn an chiefn nursen executiven orn vicen presidentn ofn patientn caren services.
5. AnnursenmanagernwhonusesnFredericknTaylorsnscientificnmanagementnapproach,nwouldnmostnlikelyn
focusnonnwhichnofnthenfollowing?
, a. Generaln principles
b. Positionaln authority
c. Laborn productivity
d. Impersonaln relations
ANS:n C,n Then arean ofn focusn forn scientificn managementn isn laborn productivity.n Inn bureaucraticn theory,n efficiencyn isn achievedn throug
hn impersonaln relations n withinn an formaln structuren andn isn basedn onn positionaln authority.n Administrativen principlen theoryn consists n ofn
principlesn ofn managementn thatn aren relevantn ton anyn organization.
6. According nto nVroomsnTheory nofnMotivation,nforce:
a. isn then perceived n possibility n thatn then goaln willn ben achieved.
b. describesn then amountn of n effortn onen willn exertn to n reach n onesn goal.
c. describesn people n who n haven freen willn butn choose n to n comply n with n ordersn they n aren given.
d. isn an naturally n formingn socialn group n thatn can n become n an contributorn to n an n organization.
ANS:n B,n Accordingn ton Vrooms n Theoryn ofnMotivation,n Forcen describes n then amountn ofn effortn onen willn exertn ton reachn onesn goal.nV
alencen speaks n ton then leveln ofn attractiveness n orn unattractiveness n ofn then goal.n Expectancyn isn then perceivedn possibilityn thatn then goaln
willn ben achieved.n Vrooms n Theoryn ofn Motivationn cann ben demonstratedn inn then formn ofn ann equation:n Forcen =n Valencen Expectancyn
(Vroom,n 1964).n Then theoryn proposes n thatn thisn equationn cann helpn ton predictn then motivation,n orn force,n ofn ann individualn asn describe
dn byn Vroom.
7. According nto nR.nN.nLussier,nmotivation:
a. isn unconsciously n demonstrated n by n people.
b. occursn externally n to n influence n behavior.
c. isn determined n by n othersn choices.
d. occursn internally n to n influence n behavior.
ANS:n D,n Motivationn isn an process n thatn occurs n internallyn ton influencen andn directn ourn behaviorn inn ordern ton satisfyn needs.n Motivatio
nn isn notn explicitlyn demonstratedn byn people,n butn rathern itn isn interpretedn fromn theirn behavior.n Motivationn isn whatevern influences n ou
rn choicesn andn creates n direction,n intensity,n andn persistencen inn ourn behavior.
8. According ntonR.nN.nLussier,ntherenarencontentnmotivationntheoriesnandnprocessnmotivation
ntheories. nWhichnofnthe nfollowing nisnconsideredna nprocess nmotivationntheory?
a. Equity n theory
b. Hierarchy n of n needsn theory
c. Existence-relatedness-growth n theory
d. Hygiene n maintenance n and n motivation n factors
ANS:n A,n Then process n motivationn theoriesn aren equityn theoryn andn expectancyn theory.n Then contentn motivationn theories n includen Ma
slows n hierarchyn ofn needsn theory,n Aldefers n existence-n relatedness-
growthn (ERG)n theory,n andn Herzbergs n hygienen maintenancen factorsn andn motivationn factors.
9. Thentheory nthatnincludesnmaintenance nandnmotivationnfactorsnis:
a. Maslowsn hierarchy n of n needs.
b. Herzbergsn two-factorn theory.
c. McGregorsn theory n Xn and n theory n Y.
d. Ouchisn theory n Z.
, ANS:n B,n Then two-
factorn theoryn ofn motivationn includesn motivationn andn maintenancen factors.n Maslows n hierarchyn ofn needsn includes n then followingn nee
ds:n physiological,n safety,n security,n belonging,n andn self-
actualization.n Inn theoryn X,n employees n prefern security,n direction,n andn minimaln responsibility.n Inn theoryn Y,n employees n enjoyn theirn
work,n show n self-
controln andn discipline,n aren ablen ton contributen creatively,n andn aren motivatedn byn ties n ton then group,n organization,n andn then workn itself.n
Then focus n ofn theoryn Zn isn collectiven decisionn makingn andn long-
termn employmentn thatn involves n slowern promotions n andn less n directn supervision.
10. Annursenisnappointedntonanleadershipnpositionninnthenlocalnhospital.nThennursesnpositionnwouldnben
considerednwhichnofnthenfollowing?
a. Informaln leadership
b. Formaln leadership
c. Leadership
d. Management
ANS:n B,n Formaln leadershipn isn basedn onn occupyingn an positionn inn annorganization.n Informaln leadershipn is n shownn byn ann individualn
whon demonstrates n leadershipn outsiden then scopen ofn an formaln leadershipn rolen orn asn an membern ofn an group.nLeadershipn isn anprocess no
fn influencen wherebyn then leadern influences n others n towardn goaln achievement.n Managementn isn an process n ton achieven organizationaln
goals.
11. Annursing ninstructor nisnevaluatingnwhethernthennursingnstudentsnunderstandnthenthreenfu
ndamentalnqualitiesnthatnleadersnshare.nAccording ntonBennisnandnNanus,nthenfundamentalnq
ualitiesnofneffective nleadersnare:
a. guided n vision,n passion,n and n integrity.
b. knowledge n of n self,n honesty,n and n maturity.
c. intelligence,n self-confidence,n and n determination.
d. honesty,n self-awareness,n and n sociability.
ANS:n ABennis n andn Nanus n listn guidedn vision,npassion,n andn integrityn asn fundamentaln qualities n ofn effectiven leaders.n Knowledgen ofn s
elf,n honestyn andn maturity;n intelligence,n self-confidencen andn determination;n self-
awareness n andn sociabilityn aren alln desirablen traits n inn leaders n asn welln asn inn others.
12. Thensix ntraitsnidentifiednby nKirkpatricknandnLockenthatnseparate nleadersnfromnnon-leadersnwere:
a. respectability,n trustworthiness, n flexibility,n self-confidence,n intelligence,n sociability.
b. self-
confidence,nprogression nofn experiences,ninfluencenofnothers,npersonalnlifenfactors,nhonesty,ndrive
.
c. intelligence,n self-confidence,n determination, n integrity,n sociability,n honesty.
d. drive,n desiren to n lead,n honesty,n self-confidence, n cognitive n ability,n knowledge n of n business.
ANS:n D,n Researchn byn Kirkpatrickn andn Locken concludedn thatn leadersn possess n sixn traits:n drive,n desiren ton lead,n honesty,n self-
n confidence,n cognitiven ability,n andn knowledgen ofn then business.n Woods n identifiedn fiven dominantn factors n thatn influencedn leadershi
pn development:n self-
confidence,n innaten qualities,n progressionn ofn experience,n influencen ofn significantn others,n andn personaln lifen factors.n Stogdilln identi
fiedn then followingn traitsn ofn an leader:n intelligence,n self-
n confidence,n determination,n integrity,n andn sociability.n Murphyn andn DeBackn identifiedn then followingn leadern characteristics:n cari
ng,n respectability,n trustworthiness,n andn flexibility.
13. Annursenmanagernwhonusesna nleadershipnstylenthatnisnparticipatorynandnwherenauthority
nisndelegatednto nothers nisnmostnlikely nusing nwhichnofnthe nfollowing nleadershipnstyles?
a. Autocratic
b. Democratic
c. Laissez-faire
