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Test bank essentials of nursing leadership management 7th edition sally a Weiss exam questions and answers correct and verified 100%

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Test bank essentials of nursing leadership management 7th edition sally a Weiss exam questions and answers correct and verified 100%Test bank essentials of nursing leadership management 7th edition sally a Weiss exam questions and answers correct and verified 100% Chapter 1: Nursing Leadership and Management MULTIPLE CHOICE 1. According to Henri Fayol, the functions of planning, organizing, coordinating, and controlling are considered which aspect of management? a. Roles b. Process c. Functions d. Taxonomy ANS: B, The management process includes planning, organizing, coordinating, and controlling. Management roles include information processing, interpersonal relationships, and decision making. Management functions include planning, organizing, staffing, directing, coordinating, reporting, and budgeting. A taxonomy is a system that orders principles into a grouping or classification. 2. Which of the following is considered a decisional managerial role? a. Disseminator b. Figurehead c. Leader d. Entrepreneur ANS: D, The decisional managerial roles include entrepreneur, disturbance handler, allocator of resources, and negotiator. The information processing managerial roles include monitor, disseminator, and spokesperson. The interpersonal managerial roles include figurehead, leader, and liaison. 3. A nurse manager meets regularly with other nurse managers, participates on the organizations committees, and attends meetings sponsored by professional organizations in order to manage relationships. These activities are considered which function of a manager? a. Informing b. Problem solving c. Monitoring d. Networking ANS: D, The role functions to manage relationships are networking, supporting, developing and mentoring, managing conflict and team building, motivating and inspiring, recognizing, and rewarding. The role functions to manage the work are planning and organizing, problem solving, clarifying roles and objectives, informing, monitoring, consulting, and delegating. 4. A nurse was recently promoted to a middle-level manager position. The nurses title would most likely be which of the following? a. First-line manager b. Director c. Vice president of patient care services d. Chief nurse executive ANS: B, A middle-level manager is called a director. A low managerial- level job is called the first-line manager. A nurse in an executive level role is called a chief nurse executive or vice president of patient care services. 5. A nurse manager who uses Frederick Taylors scientific management approach, would most likely focus on which of the following? a. General principles b. Positional authority c. Labor productivity d. Impersonal relations ANS: C, The area of focus for scientific management is labor productivity. In bureaucratic theory, efficiency is achieved through impersonal relations within a formal structure and is based on positional authority. Administrative principle theory consists of principles of management that are relevant to any organization. 6. According to Vrooms Theory of Motivation, force: a. is the perceived possibility that the goal will be achieved. b. describes the amount of effort one will exert to reach ones goal. c. describes people who have free will but choose to comply with orders they are given. d. is a naturally forming social group that can become a contributor to an organization. ANS: B, According to Vrooms Theory of Motivation, Force describes the amount of effort one will exert to reach ones goal. Valence speaks to the level of attractiveness or unattractiveness of the goal. Expectancy is the perceived possibility that the goal will be achieved. Vrooms Theory of Motivation can be demonstrated in the form of an equation: Force = Valence Expectancy (Vroom, 1964). The theory proposes that this equation can help to predict the motivation, or force, of an individual as described by Vroom. 7. According to R. N. Lussier, motivation: a. is unconsciously demonstrated by people. b. occurs externally to influence behavior. c. is determined by others choices. d. occurs internally to influence behavior. ANS: D, Motivation is a process that occurs internally to influence and direct our behavior in order to satisfy needs. Motivation is not explicitly demonstrated by people, but rather it is interpreted from their behavior. Motivation is whatever influences our choices and creates direction, intensity, and persistence in our behavior. 8. According to R. N. Lussier, there are content motivation theories and process motivation theories. Which of the following is considered a process motivation theory? a. Equity theory b. Hierarchy of needs theory c. Existence-relatedness-growth theory d. Hygiene maintenance and motivation factors ANS: A, The process motivation theories are equity theory and expectancy theory. The content motivation theories include Maslows hierarchy of needs theory, Aldefers existence- relatedness-growth (ERG) theory, and Herzbergs hygiene maintenance factors and motivation factors. 9. The theory that includes maintenance and motivation factors is: a. Maslows 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 includes motivation and maintenance factors. Maslows hierarchy of needs includes the following needs: physiological, safety, security, belonging, and self-actualization. In theory X, employees prefer security, direction, and minimal responsibility. In theory Y, employees enjoy their work, show self-control and discipline, are able to contribute creatively, and are motivated by ties to the group, organization, and the work itself. The focus of theory Z is collective decision making and long-term employment that involves slower promotions and less direct supervision. 10. A nurse is appointed to a leadership position in the local hospital. The nurses position would be considered which of the following? a. Informal leadership b. Formal leadership c. Leadership d. Management ANS: B, Formal leadership is based on occupying a position in an organization. Informal leadership is shown by an individual who demonstrates leadership outside the scope of a formal leadership role or as a member of a group. Leadership is a process of influence whereby the leader influences others toward goal achievement. Management is a process to achieve organizational goals. 11. A nursing instructor is evaluating whether the nursing students understand the three fundamental qualities that leaders share. According to Bennis and Nanus, the fundamental qualities of effective leaders are: a. guided vision, passion, and

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Test bank essentials of nursing leadership ma
hf hf hf hf hf hf




nagement 7th edition sally a Weiss exam ques
hf hf hf hf hf hf hf




tions and answers correct and verified 100%
hf hf hf hf hf hf




Chapterhf1:hfNursinghfLeadershiphfandhfManageme

nthM
f ULTIPLEhfCHOICE

1. AccordinghftohfHenrihfFayol,hfthehffunctionshfofhfplanning,hforganizing,hfcoordinating,hfandhfcontrol
linghaf rehfconsideredhfwhichhfaspecthfofhfmanagement?

a. Roles
b. Process
c. Functions
d. Taxonomy

ANS:hfB,hfThehfmanagementhfprocesshfincludeshfplanning,hforganizing,hfcoordinating,hfandhfcontrolling.hfManagementhfroleshfinclu
dehfinformationhfprocessing,hfinterpersonalhfrelationships,hfandhfdecisionhfmaking.hfManagementhffunctionshfincludehfplanning,hforga
nizing,hfstaffing,hfdirecting,hfcoordinating,hfreporting,hfandhfbudgeting.hfAhftaxonomyhfishfahfsystemhfthathfordershfprincipleshfintohfahfgr
oupinghforhfclassification.

2. Whichhfofhfthehffollowinghfishfconsideredhfahfdecisionalhfmanagerialhfrole?

a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur

ANS:hfD,hfThehfdecisionalhfmanagerialhfroleshfincludehfentrepreneur,hfdisturbancehfhandler,hfallocatorhfofhfresources,hfandhfnegotiator.
hfThehfinformationhfprocessinghfmanagerialhfroleshfincludehfmonitor,hfdisseminator,hfandhfspokesperson.hfThehfinterpersonalhfmanage

rialhfroleshfincludehffigurehead,hfleader,hfandhfliaison.

3. Ahfnursehfmanagerhfmeetshfregularlyhfwithhfotherhfnursehfmanagers,hfparticipateshfonhfthehforganiz
ationshfcommittees,hfandhfattendshfmeetingshfsponsoredhfbyhfprofessionalhforganizationshfinhforderhtf ohf
managehfrelationships.hfThesehfactivitieshfarehfconsideredhfwhichhffunctionhfofhfahfmanager?

a. Informing
b. Problemhfsolving
c. Monitoring
d. Networking

ANS:hfD,hfThehfrolehffunctionshftohfmanagehfrelationshipshfarehfnetworking,hfsupporting,hfdevelopinghfandhfmentoring,hfmanaginghfc
onflicthfandhfteamhfbuilding,hfmotivatinghfandhfinspiring,hfrecognizing,hfandhfrewarding.hfThehfrolehffunctionshftohfmanagehfthehfwo
rkhfarehfplanninghfandhforganizing,hfproblemhfsolving,hfclarifyinghfroleshfandhfobjectives,hfinforming,hfmonitoring,hfconsulting,hfan
dhfdelegating.

4. Ahfnursehfwashfrecentlyhfpromotedhftohfahfmiddle-
levelhfmanagerhfposition.hfThehfnurseshftitlehfwouldhm
f osthflikelyhfbehfwhichhfofhfthehffollowing?



a. First-linehfmanager
b. Director
c. Vicehfpresidenthfofhfpatienthfcarehfservices
d. Chiefhfnursehfexecutive

ANS:hfB,hfAhfmiddle-levelhfmanagerhfishfcalledhfahfdirector.hfAhflowhfmanagerial-hflevelhfjobhfishfcalledhfthehffirst-

,linehfmanager.hfAhfnursehfinhfanhfexecutivehflevelhfrolehfishfcalledhfahfchiefhfnursehfexecutivehforhfvicehfpresidenthfofhfpatienthfcarehfser
vices.

5. AhfnursehfmanagerhfwhohfuseshfFrederickhfTaylorshfscientifichfmanagementhfapproach,hfwouldhfmosthfli
kelyfhf ocushfonhfwhichhfofhfthehffollowing?

, a. Generalhfprinciples
b. Positionalhfauthority
c. Laborhfproductivity
d. Impersonalhfrelations

ANS:hfC,hfThehfareahfofhffocushfforhfscientifichfmanagementhfishflaborhfproductivity.hfInhfbureaucratichftheory,hfefficiencyhfishfachievedhf
throughhfimpersonalhfrelationshfwithinhfahfformalhfstructurehfandhfishfbasedhfonhfpositionalhfauthority.hfAdministrativehfprinciplehftheor
yhfconsistshfofhfprincipleshfofhfmanagementhfthathfarehfrelevanthftohfanyhforganization.

6. AccordinghftohfVroomshfTheoryhfofhfMotivation,hfforce:

a. ishfthehfperceivedhfpossibilityhfthathfthehfgoalhfwillhfbehfachieved.
b. describeshfthehfamounthfofhfefforthfonehfwillhfexerthftohfreachhfoneshfgoal.
c. describeshfpeoplehfwhohfhavehffreehfwillhfbuthfchoosehftohfcomplyhfwithhfordershftheyhfarehfgiven.
d. ishfahfnaturallyhfforminghfsocialhfgrouphfthathfcanhfbecomehfahfcontributorhftohfanhforganization.

ANS:hfB,hfAccordinghftohfVroomshfTheoryhfofhfMotivation,hfForcehfdescribeshfthehfamounthfofhfefforthfonehfwillhfexerthftohfreachhfonesh
fgoal.hfValencehfspeakshftohfthehflevelhfofhfattractivenesshforhfunattractivenesshfofhfthehfgoal.hf Expectancyhfishfthehfperceivedhfpossibility

hfthathfthehfgoalhfwillhfbehfachieved.hfVroomshfTheoryhfofhfMotivationhfcanhfbehfdemonstratedhfinhfthehfformhfofhfanhfequation:hfForcehf

=hfValencehfExpectancyhf(Vroom,hf1964).hfThehftheoryhfproposeshfthathfthishfequationhfcanhfhelphftohfpredicthfthehfmotivation,hforhfforc
e,hfofhfanhfindividualhfashfdescribedhbf yhfVroom.

7. AccordinghftohfR.hfN.hfLussier,hfmotivation:

a. ishfunconsciouslyhfdemonstratedhfbyhfpeople.
b. occurshfexternallyhftohfinfluencehfbehavior.
c. ishfdeterminedhfbyhfothershfchoices.
d. occurshfinternallyhftohfinfluencehfbehavior.

ANS:hfD,hfMotivationhfishfahfprocesshfthathfoccurshfinternallyhftohfinfluencehfandhfdirecthfourhfbehaviorhfinhforderhftohfsatisfyhfneeds.hf
Motivationhfishfnothfexplicitlyhfdemonstratedhfbyhfpeople,hfbuthfratherhfithfishfinterpretedhffromhftheirhfbehavior.hfMotivationhfishfwhate
verhfinfluenceshfourhfchoiceshfandhfcreateshfdirection,hfintensity,hfandhfpersistencehfinhfourhfbehavior.

8. AccordinghftohfR.hfN.hfLussier,hftherehfarehfcontenthfmotivationhftheorieshfandhfprocesshfmotiva
tionhtf heories.hfWhichhfofhfthehffollowinghfishfconsideredhfahfprocesshfmotivationhftheory?

a. Equityhftheory
b. Hierarchyhfofhfneedshftheory
c. Existence-relatedness-growthhftheory
d. Hygienehfmaintenancehfandhfmotivationhffactors

ANS:hfA,hfThehfprocesshfmotivationhftheorieshfarehfequityhftheoryhfandhfexpectancyhftheory.hfThehfcontenthfmotivationhftheorieshfinclu
dehfMaslowshfhierarchyhfofhfneedshftheory,hfAldefershfexistence-hfrelatedness-
growthhf(ERG)hftheory,hfandhfHerzbergshfhygienehfmaintenancehffactorshfandhfmotivationhffactors.

9. Thehftheoryhfthathfincludeshfmaintenancehfandhfmotivationhffactorshfis:

a. Maslowshfhierarchyhfofhfneeds.
b. Herzbergshftwo-factorhftheory.
c. McGregorshftheoryhfXhfandhftheoryhfY.
d. OuchishftheoryhfZ.

, ANS:hfB,hfThehftwo-
factorhftheoryhfofhfmotivationhfincludeshfmotivationhfandhfmaintenancehffactors.hfMaslowshfhierarchyhfofhfneedshfincludeshfthehffollow
inghfneeds:hfphysiological,hfsafety,hfsecurity,hfbelonging,hfandhfself-
actualization.hfInhftheoryhfX,hfemployeeshfpreferhfsecurity,hfdirection,hfandhfminimalhfresponsibility.hfInhftheoryhfY,hfemployeeshfenjo
yhftheirhfwork,hfshowhfself-
controlhfandhfdiscipline,hfarehfablehftohfcontributehfcreatively,hfandhfarehfmotivatedhfbyhftieshftohfthehfgroup,hforganization,hfandhfthehfwo
rkhfitself.hfThehffocushfofhftheoryhfZhfishfcollectivehfdecisionhfmakinghfandhflong-
termhfemploymenthfthathfinvolveshfslowerhfpromotionshfandhflesshfdirecthfsupervision.

10. Ahfnursehfishfappointedhftohfahfleadershiphfpositionhfinhfthehflocalhfhospital.hfThehfnurseshfpositionhfwou
ldhfbehcf onsideredhfwhichhfofhfthehffollowing?

a. Informalhfleadershi
pbhf .
Formalhfleadershiphf
c. Leadership
d.h f Management

ANS:hfB,hfFormalhfleadershiphfishfbasedhfonhfoccupyinghfahfpositionhfinhfanhforganization.hfInformalhfleadershiphfishfshownhfbyhfanhfin
dividualhfwhohfdemonstrateshfleadershiphfoutsidehfthehfscopehfofhfahfformalhfleadershiphfrolehforhfashfahfmemberhfofhfahfgroup.hfLeader
shiphfishfahfprocesshfofhif nfluencehfwherebyhfthehfleaderhfinfluenceshfothershftowardhfgoalhfachievement.hfManagementhfishfahfprocesshft
ohfachievehforganizationalhfgoals.

11. Ahfnursinghfinstructorhfishfevaluatinghfwhetherhfthehfnursinghfstudentshfunderstandhfthehfthr
eehffundamentalhfqualitieshfthathfleadershfshare.hfAccordinghftohfBennishfandhfNanus,hfthehffunda
mentalhqf ualitieshfofhfeffectivehfleadershfare:



a. guidedhfvision,hfpassion,hfandhfintegrity.
b. knowledgehfofhfself,hfhonesty,hfandhfmaturity.
c. intelligence,hfself-confidence,hfandhfdetermination.
d. honesty,hfself-awareness,hfandhfsociability.

ANS:hfABennishfandhfNanushflisthfguidedhfvision,hfpassion,hfandhfintegrityhfashffundamentalhfqualitieshfofhfeffectivehfleaders.hfKnowl
edgehfofhfself,h f honestyh f andh f maturity;h f intelligence,h f self-confidenceh f andh f determination;h f self-
awarenessh f andh f sociabilityh f areh f allh f desirablehftraitshfinhfleadershfashfwellhfashfinhfothers.

12. ThehfsixhftraitshfidentifiedhfbyhfKirkpatrickhfandhfLockehfthathfseparatehfleadershffromhfnon-
leadershfwere:

a. respectability,hftrustworthiness,hfflexibility,hfself-confidence,hfintelligence,hfsociability.
b. self-
confidence,hfprogressionhfofhfexperiences,hfinfluencehfofhfothers,hfpersonalhflifehffactors,hfhonesty,hfd
rive.
c. intelligence,hfself-confidence,hfdetermination,hfintegrity,hfsociability,hfhonesty.
d. drive,hfdesirehftohflead,hfhonesty,hfself-confidence,hfcognitivehfability,hfknowledgehfofhfbusiness.

ANS:hfD,hfResearchhfbyhfKirkpatrickhfandhfLockehfconcludedhfthathfleadershfpossesshfsixhftraits:hfdrive,hfdesirehftohflead,hfhonesty,hfs
elf-
hfconfidence,hfcognitivehfability,hfandhfknowledgehfofhfthehfbusiness.hfWoodshfidentifiedhffivehfdominanthffactorshfthathfinfluencedhflea

dershiphfdevelopment:hfself-
confidence,hfinnatehfqualities,hfprogressionhfofhfexperience,hfinfluencehfofhfsignificanthfothers,hfandhfpersonalhflifehffactors.hfStogdil
lhfidentifiedhfthehffollowinghftraitshfofhfahfleader:hfintelligence,hfself-
hfconfidence,hfdetermination,hfintegrity,hfandhfsociability.hfMurphyhfandhfDeBackhfidentifiedhfthehffollowinghfleaderhfcharacteristic

s:hfcaring,hfrespectability,hftrustworthiness,hfandhfflexibility.

13. Ahfnursehfmanagerhfwhohfuseshfahfleadershiphfstylehfthathfishfparticipatoryhfandhfwherehfauth
orityhif shfdelegatedhftohfothershfishfmosthflikelyhfusinghfwhichhfofhfthehffollowinghfleadershiphfstyles
?

a. Autocratic
b. Democratic
c. Laissez-faire
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