NR 446 Leadership CJE – UPDATED Questions with 100% Verified Answers
NR 446 Leadership CJE – UPDATED Questions with
100% Verified Answers
Section 1: Leadership, Theory, Lack (Q1–Q11)
Question & Answer
Q1 o Critical thinking o Problem-solving o Decision-making
A Key cognitive skills for leading
Q2 Leadership
A - Inspire others to follow a shared vision - Have less delegated authority than managers - Informal
role - Emphasize interpersonal relationships
Q3 Management
A - Focus on guiding colleagues to complete tasks that support organizational goals - Control over
direct subordinates- Manipulate resources to achieve goals- Emphasize control and results
Q4 Great Man Theory (Leader as Hero)
A - Leaders are shaped by the prevailing social conditions in which they live - Theory has developed
over time, but heroic leader retains a cultural influence
Q5 Behavioral Theory (Nature vs Nurture)
A - Idea that a combination of personal traits (nature) and lived experience (nurture) are critical
factors for being a good leader
Q6 Leader-Follower Theory (Role of Followers)
A - Focuses on how followers influence outcome achievement- Servant leadership emphasizes the
choice of leaders to empower followers to live and work to their full potential
Q7 Transformational Leadership (Extending Learner-Follower Theory)
A - Idealize behaviors, inspire motivation with a compelling vision, approach problems from multiple
angles - Work for the good of the whole
Q8 System Leadership (Interconnectedness of Issues)
A - Views organization as a living system, acknowledging the complexities of the changing social and
economic cultures
Q9 Leadership Characteristics
A - Own and live company values- Communicate openly and early- Inspire people to reach higher-
Own mistakes- Recognize big and small wins- Trust people to do the right thing- Make the right
decision, not popular decision - Add value to teams- Be genuine and visible- Compassion and
kindness
Q10 Outcomes of Ineffective - Lack of communication - Increased turnover- Micromanaging-
Lack of vision - Lack of clear expectations Leadership
A - Lack of communication - Increased turnover- Micromanaging- Lack of vision - Lack of clear
expectations
Page 1 of 7
, NR 446 Leadership CJE – UPDATED Questions with 100% Verified Answers
Question & Answer
Q11 Informal leader
A those who have influence over their peers, despite not being in an organizationally recognized
position of authority o Ex: a staff nurse whose peers seek their input on returning to school o Ex: a
licensed practical nurse who encourages a colleague to join a unit's shared governance committee
Section 2: Transactional, Transformational, Servant (Q12–Q22)
Question & Answer
Q12 Transactional
A - Traditional managerial role, focused on operations, was termed the transactional leader - Focuses
on accomplishing tasks using a system of rewards for completing assigned activities Traits-
Orientation: tasks to be done- Motivation: directive and results-oriented - Meeting goals: uses
trade-offs- Values: no identified shared values- Focus: causes- Rewards: contingency reward
Q13 Transformational
A Traditional leadership role, focused on vision and empowering others- Strongest leaders foster a
culture that promotes positive relationships between leaders and followers Traits- Orientation:
common values- Motivation: caring for colleagues - Meeting goals: uses inspiration- Values: shared
common vision- Focus: effects- Rewards: empowering others
Q14 Servant (strength-based leadership)
A - Open-minded and not judgmental, who listen deeply and try to fully understand others - Shares
power, puts the needs of the employees first, and helps people develop and perform as highly as
possible- Inverts the norm, which puts subordinates as the main priority
Q15 System
A - Aims to resolve challenges "beyond the reach of existing institutions and hierarchical authority
structures" - Redirecting attention to seeing how the problems outside the organization impact
what happens within the organization, reorienting strategies by creating a space for change
through collective wisdom, and 'learning by doing' the methods that can change the norms Traits -
learning on the job - balancing advocacy and inquiry - engaging people across boundaries - letting
go - building your own toolkit - working with other system leaders
Q16 Authentic
A - Leaders are true to themselves and their values- Followers gain trust and choose to follow a leader
when the leader's actions reflect what they believe and values- These leaders are not influenced by
external forces, simply by their trust that what they are doing expresses their actual values
Q17 Laissez-faire
A - Most effective with highly motivated, self-directed teams- Focuses on relationships with and within
the group, trusting the group to achieve shared goals- Provides guidance, intervening only when
needed and leaving the team to be the actual leaders
Q18 Democratic
A - Seeks input- Long-term teams, groups who need to coordinate efforts
Less control is maintained- Monetary and ego awards are used to motivate- Others are directed
through suggestions and guidance - Communication flows up and down- Decision-making involves
others Emphasis is on "we" rather than I and you - Criticism is constructive
Page 2 of 7
NR 446 Leadership CJE – UPDATED Questions with
100% Verified Answers
Section 1: Leadership, Theory, Lack (Q1–Q11)
Question & Answer
Q1 o Critical thinking o Problem-solving o Decision-making
A Key cognitive skills for leading
Q2 Leadership
A - Inspire others to follow a shared vision - Have less delegated authority than managers - Informal
role - Emphasize interpersonal relationships
Q3 Management
A - Focus on guiding colleagues to complete tasks that support organizational goals - Control over
direct subordinates- Manipulate resources to achieve goals- Emphasize control and results
Q4 Great Man Theory (Leader as Hero)
A - Leaders are shaped by the prevailing social conditions in which they live - Theory has developed
over time, but heroic leader retains a cultural influence
Q5 Behavioral Theory (Nature vs Nurture)
A - Idea that a combination of personal traits (nature) and lived experience (nurture) are critical
factors for being a good leader
Q6 Leader-Follower Theory (Role of Followers)
A - Focuses on how followers influence outcome achievement- Servant leadership emphasizes the
choice of leaders to empower followers to live and work to their full potential
Q7 Transformational Leadership (Extending Learner-Follower Theory)
A - Idealize behaviors, inspire motivation with a compelling vision, approach problems from multiple
angles - Work for the good of the whole
Q8 System Leadership (Interconnectedness of Issues)
A - Views organization as a living system, acknowledging the complexities of the changing social and
economic cultures
Q9 Leadership Characteristics
A - Own and live company values- Communicate openly and early- Inspire people to reach higher-
Own mistakes- Recognize big and small wins- Trust people to do the right thing- Make the right
decision, not popular decision - Add value to teams- Be genuine and visible- Compassion and
kindness
Q10 Outcomes of Ineffective - Lack of communication - Increased turnover- Micromanaging-
Lack of vision - Lack of clear expectations Leadership
A - Lack of communication - Increased turnover- Micromanaging- Lack of vision - Lack of clear
expectations
Page 1 of 7
, NR 446 Leadership CJE – UPDATED Questions with 100% Verified Answers
Question & Answer
Q11 Informal leader
A those who have influence over their peers, despite not being in an organizationally recognized
position of authority o Ex: a staff nurse whose peers seek their input on returning to school o Ex: a
licensed practical nurse who encourages a colleague to join a unit's shared governance committee
Section 2: Transactional, Transformational, Servant (Q12–Q22)
Question & Answer
Q12 Transactional
A - Traditional managerial role, focused on operations, was termed the transactional leader - Focuses
on accomplishing tasks using a system of rewards for completing assigned activities Traits-
Orientation: tasks to be done- Motivation: directive and results-oriented - Meeting goals: uses
trade-offs- Values: no identified shared values- Focus: causes- Rewards: contingency reward
Q13 Transformational
A Traditional leadership role, focused on vision and empowering others- Strongest leaders foster a
culture that promotes positive relationships between leaders and followers Traits- Orientation:
common values- Motivation: caring for colleagues - Meeting goals: uses inspiration- Values: shared
common vision- Focus: effects- Rewards: empowering others
Q14 Servant (strength-based leadership)
A - Open-minded and not judgmental, who listen deeply and try to fully understand others - Shares
power, puts the needs of the employees first, and helps people develop and perform as highly as
possible- Inverts the norm, which puts subordinates as the main priority
Q15 System
A - Aims to resolve challenges "beyond the reach of existing institutions and hierarchical authority
structures" - Redirecting attention to seeing how the problems outside the organization impact
what happens within the organization, reorienting strategies by creating a space for change
through collective wisdom, and 'learning by doing' the methods that can change the norms Traits -
learning on the job - balancing advocacy and inquiry - engaging people across boundaries - letting
go - building your own toolkit - working with other system leaders
Q16 Authentic
A - Leaders are true to themselves and their values- Followers gain trust and choose to follow a leader
when the leader's actions reflect what they believe and values- These leaders are not influenced by
external forces, simply by their trust that what they are doing expresses their actual values
Q17 Laissez-faire
A - Most effective with highly motivated, self-directed teams- Focuses on relationships with and within
the group, trusting the group to achieve shared goals- Provides guidance, intervening only when
needed and leaving the team to be the actual leaders
Q18 Democratic
A - Seeks input- Long-term teams, groups who need to coordinate efforts
Less control is maintained- Monetary and ego awards are used to motivate- Others are directed
through suggestions and guidance - Communication flows up and down- Decision-making involves
others Emphasis is on "we" rather than I and you - Criticism is constructive
Page 2 of 7
