TEST BANK ESSENTIALS OF NURSING LEADERSHIP MANA
GEMENT 7TH EDITION SALLY A WEISS QUESTIONS WITH
COMPLETE SOLUTIONS
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 |integrity.
b. knowledge |of |self, |honesty, |and |maturity.
c. intelligence, |self-confidence, |and |determination.
d. honesty, |self-awareness, |and |sociability.
ANS: |ABennis |and |Nanus |list |guided |vision, |passion, |and |integrity |as |fundamental |qualities |of |effective |leaders. |Knowledge |of
|self, |honesty |and |maturity; |intelligence, |self-confidence |and |determination; |self-awareness |and |sociability |are |all |desirable
| traits |in |leaders |as |well |as |in |others.
12. The |six |traits |identified |by |Kirkpatrick |and |Locke |that |separate |leaders |from |non-leaders |were:
a. respectability, |trustworthiness, |flexibility, |self-confidence, |intelligence, |sociability.
b. self-confidence, |progression |of |experiences, |influence |of |others, |personal |life |factors, |honesty,
|drive.
c. intelligence, |self-confidence, | determination, |integrity, | sociability, |honesty.
d. drive, |desire |to |lead, |honesty, |self-confidence, |cognitive |ability, |knowledge |of |business.
ANS: |D, |Research |by |Kirkpatrick |and |Locke |concluded |that |leaders |possess |six |traits: |drive, |desire |to |lead, |honesty, |self-
|confidence, |cognitive |ability, |and |knowledge |of |the |business. |Woods |identified |five |dominant |factors |that |influenced |leadership
|development: |self-confidence, |innate |qualities, |progression |of |experience, |influence |of |significant |others, |and |personal |life
|factors. |Stogdill |identified |the |following |traits |of |a |leader: |intelligence, |self- |confidence, |determination, |integrity, |and
|sociability. |Murphy |and |DeBack |identified |the |following |leader |characteristics: |caring, |respectability, |trustworthiness, |and
|flexibility.
13. A |nurse |manager |who |uses |a |leadership |style |that |is |participatory |and |where |authority |is
|delegated |to |others |is |most |likely |using |which |of |the |following |leadership |styles?
a. Autocratic
b. Democratic
c. Laissez-faire
GEMENT 7TH EDITION SALLY A WEISS QUESTIONS WITH
COMPLETE SOLUTIONS
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 |integrity.
b. knowledge |of |self, |honesty, |and |maturity.
c. intelligence, |self-confidence, |and |determination.
d. honesty, |self-awareness, |and |sociability.
ANS: |ABennis |and |Nanus |list |guided |vision, |passion, |and |integrity |as |fundamental |qualities |of |effective |leaders. |Knowledge |of
|self, |honesty |and |maturity; |intelligence, |self-confidence |and |determination; |self-awareness |and |sociability |are |all |desirable
| traits |in |leaders |as |well |as |in |others.
12. The |six |traits |identified |by |Kirkpatrick |and |Locke |that |separate |leaders |from |non-leaders |were:
a. respectability, |trustworthiness, |flexibility, |self-confidence, |intelligence, |sociability.
b. self-confidence, |progression |of |experiences, |influence |of |others, |personal |life |factors, |honesty,
|drive.
c. intelligence, |self-confidence, | determination, |integrity, | sociability, |honesty.
d. drive, |desire |to |lead, |honesty, |self-confidence, |cognitive |ability, |knowledge |of |business.
ANS: |D, |Research |by |Kirkpatrick |and |Locke |concluded |that |leaders |possess |six |traits: |drive, |desire |to |lead, |honesty, |self-
|confidence, |cognitive |ability, |and |knowledge |of |the |business. |Woods |identified |five |dominant |factors |that |influenced |leadership
|development: |self-confidence, |innate |qualities, |progression |of |experience, |influence |of |significant |others, |and |personal |life
|factors. |Stogdill |identified |the |following |traits |of |a |leader: |intelligence, |self- |confidence, |determination, |integrity, |and
|sociability. |Murphy |and |DeBack |identified |the |following |leader |characteristics: |caring, |respectability, |trustworthiness, |and
|flexibility.
13. A |nurse |manager |who |uses |a |leadership |style |that |is |participatory |and |where |authority |is
|delegated |to |others |is |most |likely |using |which |of |the |following |leadership |styles?
a. Autocratic
b. Democratic
c. Laissez-faire
