Leadership Test (2025 TB) | Complete Solutions (Verified Answers)

Leadership Test (2025 TB) | Complete Solutions (Verified Answers) Which of the following would not be considered concepts related to leadership? a. Leaders are change agents. b. Leadership is relationship-based. c. Leadership is focused on orderly steps and coordination of details. d. Leadership involves influencing the thinking and actions of others. This is a description of management, not leadership. Examples of management activities would include __________. a. coaching a soccer team b. party planning c. motivational speaking d. teaching Management involves directing activities. Leadership theories developed out of management theories in what order? a. great man and trait theories, behavioural theories, contingency theories, interactional theories b. transactional theory, great man theories, behavioural theory, contingency theory c. transformational theory, great man theories, behavioural theory, contingency theory d. contingency theories, great man theories, transactional theory, behavioural theories The theories were built one upon the other. Great man theory included cultural and societal views that suggested that great leaders were born with inherited traits. This was abandoned because it did little to predict who would turn out to be a leader. In behavioural theories, leaders were divided into those who were task-oriented vs. people-oriented. This was determined to be unhelpful—no one style was better than another and effectiveness was setting-dependent. Contingency theories were based on the assumption that leadership varied based on the situation and there was a need for innovation. Interactional theories look at leadership style but focus on how it varies depending on characteristics of followers. Authoritarian style and a focus on performance and production would be behaviours demonstrated by what team leader style? a. participative b. laissez-faire c. autocratic d. innovative The term "follower" has replaced which of the following terms? a. superior b. leader c. Subordinate d. participant Superior is the term replaced by leader. Leader replaced the previously used term superior. A participant can be both a follower and a leader in various circumstances Which of the following is not a basic tenet of active followership theory? a. Followers and leaders share a common purpose. b. Followers are active, not passive. c. Followers and leaders are people with inherent characteristics. d. Followers and leaders must be studied in the context of their relationship. Followers and leaders are roles, not people with inherent characteristics. Resonant leadership styles __________. a. create conflict b. build energy in the group c. set pace d. command followers This reflects a resonant leadership style. Which of the following aspects of authentic leadership is particularly relevant to nursing leadership? a. moral/ethical aspects b. servant/leader c. inspiring others d. rewards in exchange for meeting objectives The health care field is interested in developing research related to emotional intelligence because __________. a. it directly improves patient satisfaction b. it directly decreases mortality rates c. it improves human performance d. it directly improves working conditions This fits with the view that human relations are central to management and transformational leaders as those who inspire other to achieve goals within organizations. Goleman, Boyatis, and McKee (2002) identify the four domains of emotional intelligence as __________. a. relationship building, social awareness, self-reflection, and self-management b. self-awareness, self-management, social awareness, and relationship management c. social activism, self-awareness, self-management, and relationship management d. social advocacy, self-awareness, relationship management, and self-management Your clinical instructor has been described by others as collaborative, democratic, and student-focused. Your instructor's leadership style is __________. a. autocratic b. diplomatic c. participative d. laissez-faire __________ is the type of emotionally intelligent leadership style used to help an employee improve performance and build long-term abilities. a. Visionary b. Affiliative c. Pace-setting d. Coaching Transformational leadership has shown what effects among staff nurses? a. improved staff health b. increased anxiety c. emotional exhaustion d. increased stress High quality relationships between nurses and nurse leaders __________. a. decrease medication errors b. decrease retention of nurses c. decrease patient safety outcomes d. decrease patient satisfaction Decreased medication errors were the outcome of the study conducted by Squires et al in 2010. Fayol's principles of management that continue today include __________. a. division of work, authority, hierarchy, and democracy b. unity of command, scalar chain, centralization, and discipline c. division of work, scalar chain, hierarchy, and discipline d. unity of command, scalar chain, centralization, and democracy These principles, along with division of work, authority, and subordination of interest, are all included in Fayol's principles of management. Fayol's categories of management functions include __________. a. controlling, leading, staffing, organizing, and planning b. controlling, leading, staffing, organizing and productivity c. controlling, leading, staffing, organizing and promotion d. controlling, leading, staffing, organizing and priority These are all included in Fayol's categories of management functions. Concerns of __________ include dealing with complexity and producing results, quality and planning, and setting targets and goals while dealing with budgeting and allocating resources. a. management b. administration c. leadership d. frontline staff _________ includes motivating, inspiring, and empowering people to pursue change and overcome barriers by coaching and role modelling. a. Management b. Administration c. Leadership d. frontline staff A(n) __________ health care delivery system that has an evident private market and provides public funding for the poor and/or elderly is: a. universal and comprehensive b. entrepreneurial and permissive c. socialist and centrally planned d. welfare-oriented In entrepreneurial systems, individuals purchase health insurance or work for employers that purchase such insurance for employees under private insurance schemes, and most health care is paid for in this way. Such systems often feature a mix of publicly funded services for the poor and/or elderly, with most services being provided and paid for privately. Canada's health care system is classified as __________. a. universal and comprehensive b. entrepreneurial and permissive c. socialist and centrally planned d. welfare-oriented Canada and Japan are examples of welfare-oriented health systems. In Canada, the __________ level of government is responsible for the health care of military members. a. provincial b. territorial c. municipal d. federal Under the Constitution Act of 1982, Canada's federal government carries responsibility for a limited range of health services, such as service for members of the military and for Aboriginal people on reserves. In Canada, the ___________ level of government has no obligation to health care. a. provincial b. territorial c. municipal d. federal Municipal governments are responsible for local matters in cities, towns and smaller communities. Depending on the jurisdiction, the government may have responsibilities with respect to health care by having municipal representatives on boards of public health units. They do not, however, have any obligation to health care __________ is the comprehensive system of essential health care that is focused on preventing illness and promoting health. a. Secondary health care b. Tertiary health care c. Strategic initiative care d. Primary health care This is the definition of primary health care. __________ is most often funded by the provincial governments, governed by community boards, and more specialized in a variety of settings. This level of health care is where someone in a doctor's office normally refers individuals. a. Primary health care b. Secondary health care c. Tertiary health care d. Quaternary health care Secondary health care is a specialized level of care in a variety of settings, such as community hospitals, home care, and long-term and chronic care settings. Someone usually refers individuals here from a primary health care level. __________ is the organization and management of health services to enable people to get the care they need when they need it in a user friendly way, provide value for money, and achieve desired results. a. Integrated service delivery b. Quality service delivery c. Value added delivery d. Balanced scorecard delivery This is the definition of integrated service delivery (as defined by the WHO in 2008). Canada uses data from the __________ to rank itself against other countries to determine its effectiveness in the delivery of health care. a. OECD b. OCDE c. ODEC d. OCED A senior executive in a pharmaceutical company holds an employee meeting to discuss its quarterly sales. Sales have decreased from the previous quarter and incentives have been put in place to encourage employees to perform better. These incentives include pay increases, promotions, and time off. In offering these incentives, the type of power the senior executive is demonstrating __________ power. a. legitimate b. referent c. expert d. reward Reward power is based on the ability of the person in the senior position to provide rewards, such as pay increases, promotions, special privileges, and other benefits. Politics can be defined as a. tactical activities a person takes to influence the decisions or actions of others. b. the ability to exert actions that directly or indirectly cause change in the behaviour of others. c. a person's ability to apply punishment or withhold rewards. d. a person's formal position and the perception that the person has a right to exert influence. The three groups of people that affect power relations in an organization are the __________ groups. a. naïve, cynics, and in between b. politicians, cynics, and in between c. unions, management, and cynics d. management, cynics, and politicians According to Kotter (1985), those who are naïve (believing that power and influence don't exist at all in organizations and that all is harmonious), those who are cynics (believing that organizations are rife with power struggles), and those who hold a middle view (in between these two extremes) all affect power relations in organizations. According to Kanter, the key source of power for productivity and accomplishment in the workplace is __________. a. the individual b. a person's position and power built into the position c. the person's ability to communicate d. the person's adaptability to change The key source of power for productivity and accomplishment in the workplace is a person's position and the power that is built into that position. Positive perceptions of power in the workplace include __________. a. dominance over others b. the contribution to order and effectiveness c. differing cultural views d. differing psychological and behavioural consequences Positive perceptions of power in the workplace include the contribution to order and effectiveness. Negative perceptions of politics in the workplace include __________. a. competing interests and goals b. diverse interests can be sorted out in a just way c. association between power and reward d. organizational structure Mintzberg's (1983) negative view of politics in the workplace describes politics as 1) behaviour outside of the legitimate systems of influence, and often in opposition to them; 2) behaviour designed to benefit the individual or group, ostensibly at the expense of the organization at large; and 3) behaviour that is divisive or conflictive in nature, pitting individuals or groups against the organization or against each other. Which of the following workplace scenarios empowers employees? a. There are many rules inherent in the job. b. There is little publicity about job activities. c. There is a high level of contact with senior officials. d. There is little opportunity for advancement of subordinates. Workplace scenarios in which employees are more likely to feel empowered include workplaces where there is flexibility around the use of people; where there is interpersonal contact in the job; where there is contact with senior officials; where there is an opportunity to participate in programs, conferences, and meetings; where there is participation in problem-solving task forces; and where there are advancement prospects for subordinates (see Table 3.1, p. 74, in your textbook). When developing the strategic plan for an organization, the types of power that might be articulated by organizations to empower employees would be __________. a. reward, expert, and referent power b. public, reward, and expert power c. politics, expert, and reward power d. salary, expert, and referent power A board of directors and senior physician in a tertiary care centre are described as being __________. a. powerless in hospital decision-making b. oppressed in the hospital decision-making process c. influential in hospital decision-making d. support staff to those who make decisions in hospitals Members of the board of directors and senior physicians in a tertiary care centre fall under the system of authority, which gives formal power and legitimate authority to the holder of an official position. As such, they are influential in the decision-making process. Which system of influence in an organization involves a sense of mission and shared goals, traditions, socialization, and loyalty? a. the system of ideology b. the system of authority c. the system of expertise d. the system of politics The system of ideology refers to a system of beliefs about the organization that integrates personal and institutional goals, so that this ideology has an influence on the way members think and act. The local member of the legislative assembly has made a promise to decrease the wait times for surgery in the hospital in his riding. There has not been an evaluation of the methodology he has proposed. In fact, the proposed plan will cause budgetary problems for other areas of the hospital. This is an example of a __________. a. political action b. political ploy c. political game d. political pattern Political games are patterns of behaviours engaged in by political actors who attempt to achieve their own ends, rather than the overall good of the whole organization. A ________ strategy is when a group of people are threatened or forced to change their behaviour through assertiveness, sanctions, or blocking through non-cooperation. a. push b. pull c. persuasion d. preventive Push strategies threaten or force others to change behaviour through assertiveness, sanctions, or blocking through non-cooperation. During an interview about her career, the local Director of Nursing identified situations where power and politics were used in her career. One of situations she identified might have been ________. a. provision of patient care b. leadership changes c. educational opportunities d. operating room efficiencies Situations in which politics and power may be at work in an organization include strategic planning processes, budgeting processes, capital planning processes, periods of constrained resources in health care (e.g., downsizing), leadership change, implementation of changes in work (e.g., reorganization, reengineering), and any process involving allocation of resources. The theory used to explain how innovation is adopted within a population depends upon __________. a. compatibility b. connectivity c. complacency d. continuance Diffusion of innovations theory is a marketing theory that was developed to explain how an innovation was adopted throughout a population. According to this theory, innovation depends on five features: relative change, compatibility, complexity, trialability, and observability. Eliminating the obstacles to change, adjusting systems, and encouraging risk taking represent which part of the change process? a. planning for and creating short-term wins b. institutionalizing new approaches c. creating a vision d. empowering others to act on the vision Within Kotter's "Eight-Stage Change Process," stage 5, empowering others to act on a vision, includes getting rid of obstacles to change; changing systems or structures that seriously undermine the vision; and encouraging risk-taking and non-traditional ideas, activities, and actions. The medical-surgical unit in the local hospital has implemented a new closed drainage suction dressing for wound care. The staff are resistant to this new equipment. What may be one of the reasons for their resistance to the new method of wound care? a. They know that there is a need for change. b. They believe that they may not be able to do the things now required of them. c. They received an in-service that prepared them to use the equipment. d. Previous practices were acknowledged as having been well done. Austin and Claassen (2008) identified six potential reasons for resistance to change in the workplace: 1) fear that employees may be unable to perform well; 2) belief that they may not be able to do things now required; 3) sense of loss experienced about the former way of doing things; 4) perception that this means previous practices were not good; 5) not understanding or knowing how to do things differently; and 6) not understanding the need for change. The medical-surgical unit in the local hospital has implemented a new closed drainage suction dressing for wound care. The staff are resistant to this new equipment. How might the nurse manager or nurse educator on the unit assist the staff to lessen their resistance to the change? a. discourage discussion of their feelings toward the change b. present the change as a continuation of their previous practice c. explain that previous practices were deficient d. ignore any negative comments about the change Austin and Claassen (2008) note, "If the change is presented as a continuation of previous practice, the resistance can be decreased." This can prevent employees from feeling bad about their former practices and also increase their confidence that they can do things differently because the new ways have something in common with the old ways. __________ is an emerging area of research that is largely invisible, has an impact on outcomes, and is socially constructed. a. Organizational identity b. Organizational culture c. Organizational competence d. Organizational change According to Bellot (2011), organizational culture is an emerging area of research that exists but is largely invisible, has an impact on outcomes, and is "socially constructed" because it is based on shared experiences of its members. Organizational culture __________. a. guides employees' interpretation of events and behaviour b. guides employees' reaction to events c. refers to how employees feel in the workplace d. is a temporary perception According to Quinn (2011), organizational culture encompasses the taken-for-granted values, underlying assumptions, expectations, collective memories, and definitions present in an organization. Organizational climate __________. a. refers to how employees feel in the workplace b. guides employees' interpretation of events c. is the same as organizational culture d. is outlined in the strategic plan of the organization A is the correct definition of organizational climate, which refers to how employees feel in their workplace and their perception of different aspects of the workplace (e.g., their perceptions about leadership, reward systems, conflict, or safety practices). When a new documentation tool is implemented in various units of the hospital, nurses on the medical unit find the tool to be very user-friendly, yet nurses on the surgical unit find it to be problematic. This is an example of ________. a. organizational culture b. organizational climate c. change theory d. trainability According to Rousseau (1988), organizational climate or employees' perceptions of their workplace are often described as positive and negative; however, different persons viewing the same aspect of the workplace may see it differently. Nurses from a hemodialysis unit have been dissatisfied with their work environment and a high turnover rate among new staff has been identified. During their exit interviews nurses, identified horizontal violence as being endemic because of infighting. This created a _________. a. culture of bullying b. culture of change c. culture of empowerment d. culture of sustainability A culture of bullying is one where horizontal and/or vertical violence is endemic. When employees are treated fairly and respectfully, an organization may see _________. a. decreased employee productivity b. increased rates of absenteeism c. decreased rates of absenteeism d. a decrease in helpful behaviours Researchers have found that organizational cultures in which employees are treated fairly and respectfully have been associated with higher employee productivity and helpful behaviours, and lower rates of absence from work. When an organization has a positive culture, patient care is impacted in which of the following ways? a. There is a decreased incidence of medication errors. b. There is an increased length of hospital stay. c. There is an increased incidence of nosocomial infections. d. There is a decrease in reported satisfaction by patients and families. In a positive organizational culture, impacts on patient care can include decrease in medication errors and an increase in report patient satisfaction. Which of the following is an appropriate order of steps for the step-by-step process to change an organization's culture? a. identify ways to communicate change; collect and reach agreement about culture; form a group b. collect and reach agreement about organization's actual culture; identify discrepancies between actual and ideal culture; develop a strategic action plan c. develop an action plan; come to agreement on preferred culture of organization; celebrate small changes d. celebrate small changes; repeat the change; collect input and reach agreement about success of change In Cameron and Quinn's nine-step process for changing an organization's culture, the steps occur in the following order: 1) form a group of key employees in the organization, including those responsible for implementing the change; 2) collect input and reach agreement about organization's current culture; 3) discuss what the organization's ideal culture would look like; 4) figure out what to keep and what to change to shift the culture; 5) develop a strategic action plan; 6) celebrate small, easy changes; 7) leaders develop their skills in leading change; 8) measure progress in achieving cultural change by identifying measures and milestones of change; 9) identify ways to communicate change to help employees become aware of how things have changed. Why might making a change in an organization be challenging? a. It is easy to change things that people are unaware of. b. Culture is easily identified by employees and managers alike. c. Culture is pervasive and largely hidden from employees and managers. d. It is difficult to change things that people identify as problematic. Making change in an organization can be difficult because an organization's culture is pervasive and largely hidden from employees and managers, and it is hard for anyone to change something they are unaware of. When using an innovative decision-making model, in order to help reduce the potential of group members' reluctance to share their ideas with the group, the group leader will __________. a. credit the individual for their creativity with a reward b. ask each group member to write their idea on a piece of paper, then read the ideas to the group, identifying the member who developed the idea c. Ask each group member to write their idea on a piece of paper, then read the ideas to the group without identifying the member who developed the idea d. credit the group with a reward, pointing out who the individual was who generated the starting point When using an innovative decision-making model, in order to help reduce the potential reluctance of group members to share their ideas, the group leader might ask each group member to write one idea down on a piece of paper, collect these ideas and read them to the group, and then continue the process by having members write down another idea. Which of the following represents the correct order of steps for rational decision making? a. identifying an issue, generating all potential solutions and their consequences, selecting the optimal solution, and implementing the decision b. implementing a decision, identifying an issue, generating possible solutions and their consequences, and selecting the optimal solution c. identifying an issue, generating all potential solutions and their consequences, implementing the decision, and selecting the optimal solution from those implemented d. identifying an issue, selecting the optimal solution, generating possible solutions and their consequences, and implementing a decision Rational decision-making models are developed on the assumption that a person determines the best course of action through logically thinking about all possible options. The number of steps in different models may vary, but in general these models include the following sequence of steps: identifying an issue that needs a decision; generating all potential solutions; generating all possible consequences for each potential solution; selecting an optimal solution; and implementing the decision. The type of decision making where a manager makes a decision without any input from others in the organization, and then implements the decision, is called __________. a. participatory decision making b. consultative decision making c. collaborative decision making d. autocratic decision making This is the definition of autocratic decision making. A generous donor has provided funds to a nursing unit. The nurse manager requests the input of the staff to determine how the funds will be spent. Options include redecorating the staff lounge, registration for some staff to attend educational conferences, or directing the funds towards the staff holiday party. The manager asks the staff to vote on their preferred choice. In order to ensure the staff feel valued and not betrayed, the manager indicates that not everyone will agree with the final decision, but that when it is announced, the rationale for the decision will be transparent. The decision making style used in this scenario is __________. a. transparency b. consensus decision making c. autocratic decision making d. equity Consensus decision-making refers to the decision-making process in which the group makes the decision and there is general agreement about the decision. However, if group members believe a decision made by consensus means that all are in agreement with the decision, then those who are not in agreement may feel betrayed. When developing strategic plans __________. a. in small organizations, it may be possible for everyone in the building to be involved b. in large organizations, it may be possible for everyone in the building to be involved c. there is no link to financial and human resources required d. in large organizations, it is considered the only plan to be followed at the organizational and departmental levels In small organizations, it may be possible for everyone in the building to be involved in the organization's strategic plan. Strategic planning generally includes __________. a. an organization's mission, values and vision b. an organization's human resources, financial, and succession planning c. an organization's mission, values, and leadership d. only an organization's short-term goals Strategic plans usually include the organization's mission statement (description of focus or purpose), values, and vision statement (description of where the organization would like to be in the future). Which of the following is a true statement about the core values of an organization? a. They are not released to the public. b. They are respect, equity, and transparency.