Test Bank for Essentials of Nursing Leadership and Management, 7th Edition

Test Bank Essentials of Nursing Leaders
N N N N N




hip & Management 7th EditionSally A.
N N N N N N N




Weiss Complete All Chapters 2024
N N N N

,ChapterN1:NNursingNLeadershipNandNManagementN

MULTIPLENCHOICE

1. AccordingNtoNHenriNFayol,NtheNfunctionsNofNplanning,Norganizing,Ncoordinating,NandNcontrolli
ngNareNconsideredNwhichNaspectNofNmanagement?

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

ANS:NB,NTheNmanagementNprocessNincludesNplanning,Norganizing,Ncoordinating,NandNcontrolling.NManagementNrolesNinclude
NinformationNprocessing,NinterpersonalNrelationships,NandNdecisionNmaking.NManagementN functionsNincludeNplanning,Norganiz

ing,Nstaffing,Ndirecting,Ncoordinating,Nreporting,NandNbudgeting.NANtaxonomyNisNaNsystemNthatNordersNprinciplesNintoNaNgroup
ingNorNclassification.

2. WhichNofNtheNfollowingNisNconsideredNaNdecisionalNmanagerialNrole?

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

ANS:ND,NTheNdecisionalNmanagerialNrolesNincludeNentrepreneur,NdisturbanceNhandler,NallocatorNofNresources,NandNnegotiator.N
TheNinformationNprocessingNmanagerialNrolesNincludeNmonitor,Ndisseminator,NandNspokesperson.NTheNinterpersonalNmanageria
lNrolesNincludeNfigurehead,Nleader,NandNliaison.

3. ANnurseNmanagerN meetsN regularlyN withNotherN nurseN managers,N participatesN onNtheNorganizati
onsNcommittees,NandNattendsNmeetingsNsponsoredNbyNprofessionalNorganizationsNinNorderNtoNmana
geNrelationships.NTheseNactivitiesNareNconsideredNwhichNfunctionNofNaNmanager?

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

ANS:ND,NTheNroleNfunctionsNtoNmanageNrelationshipsNareNnetworking,Nsupporting,NdevelopingNandNmentoring,NmanagingNcon
flictNandNteamNbuilding,NmotivatingNandNinspiring,Nrecognizing,NandNrewarding.NTheNroleNfunctionsNtoNmanageNtheNworkNareN
planningNandNorganizing,NproblemNsolving,NclarifyingNrolesNandNobjectives,Ninforming,Nmonitoring,Nconsulting,NandNdelegatin
g.

4. ANnurseNwasNrecentlyNpromotedNtoNaNmiddle-
levelNmanagerNposition.NTheNnursesNtitleNwouldNmostNlikelyNbeNwhichNofNtheNfollowing?

a. First-lineNmanager
b. Director
c. ViceNpresidentNofNpatientNcareNservices
d. ChiefNnurseNexecutive

ANS:NB,NANmiddle-levelNmanagerNisNcalledNaNdirector.NANlowNmanagerial-NlevelNjobNisNcalledNtheNfirst-
lineNmanager.NANnurseNinNanNexecutiveNlevelNroleNisNcalledNaNchiefNnurseNexecutiveNorNviceNpresidentNofNpatientNcareNservices
.

5. ANnurseNmanagerNwhoNusesNFrederickNTaylorsNscientificNmanagementNapproach,NwouldNmostNlike
lyNfocusNonNwhichNofNtheNfollowing?

, a. GeneralNprinciples
b. PositionalNauthority
c. LaborNproductivity
d. ImpersonalNrelations

ANS:NC,NTheNareaNofNfocusNforNscientificNmanagementNisNlaborNproductivity.NInNbureaucraticNtheory,NefficiencyNisNachievedNt
hroughNimpersonalNrelationsNwithinNaNformalNstructureNandNisNbasedNonNpositionalNauthority.NAdministrativeNprincipleNtheoryN
consistsNofNprinciplesNofNmanagementNthatNareNrelevantNtoNanyNorganization.

6. AccordingNtoNVroomsNTheoryNofNMotivation,Nforce:

a. isNtheNperceivedNpossibilityNthatNtheNgoalNwillNbeNachieved.
b. describesNtheNamountNofNeffortNoneNwillNexertNtoNreachNonesNgoal.
c. describesNpeopleNwhoNhaveNfreeNwillNbutNchooseNtoNcomplyNwithNordersNtheyNareNgiven.
d. isNaNnaturallyNformingNsocialNgroupNthatNcanNbecomeNaNcontributorNtoNanNorganization.

ANS:NB,NAccordingNtoNVroomsNTheoryNofNMotivation,NForceNdescribesNtheNamountNofNeffortNoneNwillNexertNtoNreachNonesNg
oal.NValenceNspeaksNtoNtheNlevelNofNattractivenessNorNunattractivenessNofNtheNgoal.NExpectancyNisNtheNperceivedNpossibilityNth
atNtheNgoalNwillNbeNachieved.NVroomsNTheoryNofNMotivationNcanNbeNdemonstratedNinNtheNformNofNanNequation:NForceN=NVal
enceNExpectancyN(Vroom,N1964).NTheNtheoryNproposesNthatNthisNequationNcanNhelpNtoNpredictNtheNmotivation,NorNforce,NofNan
NindividualNasNdescribedNbyNVroom.



7. AccordingNtoNR.NN.NLussier,Nmotivation:

a. isNunconsciouslyNdemonstratedNbyNpeople.
b. occursNexternallyNtoNinfluenceNbehavior.
c. isNdeterminedNbyNothersNchoices.
d. occursNinternallyNtoNinfluenceNbehavior.

ANS:ND,NMotivationNisNaNprocessNthatNoccursNinternallyNtoNinfluenceNandNdirectNourNbehaviorNinNorderNtoNsatisfyNneeds.NMot
ivationNisNnotNexplicitlyNdemonstratedNbyNpeople,NbutNratherNitNisNinterpretedNfromNtheirNbehavior.NMotivationNisNwhateverNin
fluencesNourNchoicesNandNcreatesNdirection,Nintensity,NandNpersistenceNinN ourNbehavior.

8. AccordingNtoNR.NN.NLussier,NthereNareNcontentNmotivationNtheoriesNandNprocessNmotivati
onNtheories.NWhichNofNtheNfollowingNisNconsideredNaNprocessNmotivationNtheory?

a. EquityNtheory
b. HierarchyNofNneedsNtheory
c. Existence-relatedness-growthNtheory
d. HygieneNmaintenanceNandNmotivationNfactors

ANS:NA,NTheNprocessNmotivationNtheoriesNareNequityNtheoryNandNexpectancyNtheory.NTheNcontentNmotivationNtheoriesNinclud
eNMaslowsNhierarchyNofNneedsNtheory,NAldefersNexistence-Nrelatedness-
growthN(ERG)Ntheory,NandNHerzbergsNhygieneNmaintenanceNfactorsNandNmotivationNfactors.

9. TheNtheoryNthatNincludesNmaintenanceNandNmotivationNfactorsNis:

a. MaslowsNhierarchyNofNneeds.
b. HerzbergsNtwo-factorNtheory.
c. McGregorsNtheoryNXNandNtheoryNY.
d. OuchisNtheoryNZ.

, ANS:NB,NTheNtwo-
factorNtheoryNofNmotivationNincludesNmotivationNandNmaintenanceNfactors.NMaslowsNhierarchyNofNneedsNincludesNtheNfollowing
Nneeds:Nphysiological,Nsafety,N security,N belonging,NandNself-

actualization.NInNtheoryNX,NemployeesNpreferNsecurity,Ndirection,NandNminimalNresponsibility.NInNtheoryNY,NemployeesNenjoyNth
eirNwork,NshowNself-
controlNandNdiscipline,NareNableNtoNcontributeNcreatively,NandNareNmotivatedNbyNtiesNtoNtheNgroup,Norganization,NandNtheNworkNi
tself.NTheNfocusNofNtheoryNZNisNcollectiveNdecisionNmakingNandNlong-
termNemploymentNthatNinvolvesNslowerN promotionsNandNlessNdirectNsupervision.

10. ANnurseNisNappointedNtoNaNleadershipNpositionNinNtheNlocalNhospital.NTheNnursesNpositionNwould
N beN
consideredNwhichNofNtheNfollowing?

a. InformalNleadership
b.NNNNFormalNleadership
N

Nc. Leadership

d.NManagement

ANS:NB,NFormalNleadershipNisNbasedNonNoccupyingNaNpositionNinNanNorganization.NInformalNleadershipNisNshownNbyNanNindiv
idualNwhoNdemonstratesNleadershipNoutsideNtheNscopeNofNaNformalNleadershipNroleNorNasNaNmemberNofNaNgroup.NLeadershipNis
NaNprocessNofNinfluenceNwherebyNtheNleaderNinfluencesNothersNtowardNgoalNachievement.NManagementNisNaNprocessNtoNachiev

eNorganizationalNgoals.

11. ANnursingNinstructorNisNevaluatingNwhetherNtheNnursingNstudentsNunderstandNtheNthree
NfundamentalNqualitiesNthatN leadersNshare.NAccordingNtoNBennisNandNNanus,NtheNfundamen

talNqualitiesNofNeffectiveNleadersNare:

a. guidedNvision,Npassion,NandNintegrity.
b. knowledgeNofNself,Nhonesty,NandNmaturity.
c. intelligence,Nself-confidence,NandNdetermination.
d. honesty,Nself-awareness,NandNsociability.

ANS:NABennisNandNNanusNlistNguidedNvision,Npassion,NandNintegrityN asNfundamentalNqualitiesNofNeffectiveNleaders.NKnowled
geNofNself,NhonestyNandNmaturity;Nintelligence,Nself-confidenceNandNdetermination;N self-
awarenessN andN sociabilityN areN allN desirableNtraitsNinNleadersNasNwellNasNinNothers.

12. TheNsixNtraitsNidentifiedNbyNKirkpatrickNandNLockeNthatNseparateNleadersNfromNnon-leadersNwere:

a. respectability,N trustworthiness,Nflexibility,Nself-confidence,Nintelligence,N sociability.
b. self-
confidence,NprogressionNofNexperiences,NinfluenceNofNothers,NpersonalNlifeNfactors,Nhonesty,Ndr
ive.
c. intelligence,Nself-confidence,Ndetermination,Nintegrity,Nsociability,Nhonesty.
d. drive,NdesireNtoNlead,Nhonesty,Nself-confidence,NcognitiveNability,NknowledgeNofNbusiness.

ANS:ND,NResearchNbyNKirkpatrickNandNLockeNconcludedN thatNleadersNpossessNsixNtraits:Ndrive,NdesireNtoNlead,Nhonesty,Nself-
Nconfidence,N cognitiveNability,NandNknowledgeNofNtheNbusiness.NWoodsNidentifiedN fiveNdominantNfactorsNthatNinfluencedN lead

ershipNdevelopment:Nself-
confidence,NinnateNqualities,NprogressionNofNexperience,NinfluenceNofNsignificantNothers,NandNpersonalNlifeNfactors.NStogdillNi
dentifiedNtheNfollowingNtraitsNofNaNleader:Nintelligence,Nself-
Nconfidence,Ndetermination,Nintegrity,NandNsociability.NMurphyNandNDeBackNidentifiedNtheNfollowingNleaderNcharacteristics:N

caring,Nrespectability,Ntrustworthiness,NandNflexibility.

13. ANnurseNmanagerNwhoNusesNaNleadershipNstyleNthatNisNparticipatoryNandNwhereNauthor
ityNisNdelegatedNtoNothersNisNmostNlikelyNusingNwhichNofNtheNfollowingNleadershipNstyles?

a. Autocratic
b. Democratic
c. Laissez-faire