NURSE EXECUTIVE CERTIFICATION EXAM
WITH CORRECT ACTUAL QUESTIONS AND
CORRECTLY WELL DEFINED ANSWERS
LATEST ALREADY GRADED A+ 2025 – 2026
Permissive or Laissez-faire Leaders
Leaders who use a "hands-off" approach and assume that people are
able to make their own decisions and complete their work unaided
by direction or facilitation.
Bureaucratic Leaders
Leaders who rely on organizational policies and rules to influence the
behavior of their subordinates.
Autocratic and Bureaucratic leaders.....
Assume that external motivators cause subordinates to change their
behavior.
Democratic and Laissez-faire leaders......
Believe that behavior change is internally inspired or has an internal
locus of control.
,Likert
Developed the four quadrant model known as "System 4
Management" to illustrate the relationship between management
style and outcomes; greater employee involvement yields greater
committment to the organization and it's outcomes.
Impoverished Leaders
show low concern for both production and people; do the minimum
required to remain employed
Contingency Theory
Also known as situational leadership; Refers to the ability to adapt
one's leadership style to the situation at hand.
Manager Follower Relationships
To what degree the manager enjoys the loyalty and support of her
followers.
Task Structure
The degree to which the task is clearly described or are there
operating procedures in place to guarantee a successful outcome.
Position Power
To what degree is the manager able to administer rewards and
punishment.
Job Maturity
The level of the employee's skills and technical knowledge relative to
the task being performed.
Psychological Maturity
An employee's self-confidence and self-respect.
,Hersey and Blanchard Leadership Style S1-High Task/Low
Relationship
Telling; The leader tells the worker what to do and provides close
supervision.
Hersey and Blanchard Leadership Style S2-High Task/High
Relationship
Selling; The leaders makes decisions and coaches followers; the
leader provides opporutnity for clarification
Hersey and Blanchard Leadership Style S3- Low Task/High
Relationship
Participating; Both leader and follower participate in projects and
decisions.
Hersey and Blanchard Leadership Style S4- Low Task/Low
Relationship
Delegating; The leaders gives subordinates the freedom to mae
decisions and carry out plans.
Hersey and Blanchard Subordinate Readiness
R1: unable and unwilling; insecure
R2: unable but willing; confident
R3: Able but unwilling; insecure
R4: Able and willing; confident
Vroom-Yetton's Expectancy Theory
Gives a prescriptive approach for managers to decide how much
participation they should solicit from their employees. They then use
one of the five decision making approaches- telling, selling, consult,
join, or delegate.
, Charismatic Leaders
Leaders who have the ability to engage others becuase of the power
of their personalities; inspire affection and emotional connection and
may use the power of their personalities ot advance revolutionary
ideas.
Transactional Leaders
Derived from social-exchange theory; Both manager and employee
derive equal benefit form their relationship and the interactions
between them are meant to achieve and maintain balance and status
quo.
Transformational Leaders
Transforms the organization through contextual and cultural changes;
aware of all that is going on in the organization; encourages risk-
taking by subordinates and encourages and atmosphere of
supportive trust and self-actualization of employees; moves the
organization well beyond the current reality.
Connective Leaders
Draws on the leaders ability to bring others together as a means of
effecting a change. Realize the whole is greater than the sum of it's
parts and achieve results through collaboration, cooperations,
coordination, and collegiality. Foster interconnectedness between
disparate groups; known as bridge builders and able to overcome
obstacles from hierarchical structures.
Shared Leadership
Based on the concept of empowerment; recognizes the significance
of informal as well as formal leadership to the success of the
organization. Acknowledges that no one power can have all the
WITH CORRECT ACTUAL QUESTIONS AND
CORRECTLY WELL DEFINED ANSWERS
LATEST ALREADY GRADED A+ 2025 – 2026
Permissive or Laissez-faire Leaders
Leaders who use a "hands-off" approach and assume that people are
able to make their own decisions and complete their work unaided
by direction or facilitation.
Bureaucratic Leaders
Leaders who rely on organizational policies and rules to influence the
behavior of their subordinates.
Autocratic and Bureaucratic leaders.....
Assume that external motivators cause subordinates to change their
behavior.
Democratic and Laissez-faire leaders......
Believe that behavior change is internally inspired or has an internal
locus of control.
,Likert
Developed the four quadrant model known as "System 4
Management" to illustrate the relationship between management
style and outcomes; greater employee involvement yields greater
committment to the organization and it's outcomes.
Impoverished Leaders
show low concern for both production and people; do the minimum
required to remain employed
Contingency Theory
Also known as situational leadership; Refers to the ability to adapt
one's leadership style to the situation at hand.
Manager Follower Relationships
To what degree the manager enjoys the loyalty and support of her
followers.
Task Structure
The degree to which the task is clearly described or are there
operating procedures in place to guarantee a successful outcome.
Position Power
To what degree is the manager able to administer rewards and
punishment.
Job Maturity
The level of the employee's skills and technical knowledge relative to
the task being performed.
Psychological Maturity
An employee's self-confidence and self-respect.
,Hersey and Blanchard Leadership Style S1-High Task/Low
Relationship
Telling; The leader tells the worker what to do and provides close
supervision.
Hersey and Blanchard Leadership Style S2-High Task/High
Relationship
Selling; The leaders makes decisions and coaches followers; the
leader provides opporutnity for clarification
Hersey and Blanchard Leadership Style S3- Low Task/High
Relationship
Participating; Both leader and follower participate in projects and
decisions.
Hersey and Blanchard Leadership Style S4- Low Task/Low
Relationship
Delegating; The leaders gives subordinates the freedom to mae
decisions and carry out plans.
Hersey and Blanchard Subordinate Readiness
R1: unable and unwilling; insecure
R2: unable but willing; confident
R3: Able but unwilling; insecure
R4: Able and willing; confident
Vroom-Yetton's Expectancy Theory
Gives a prescriptive approach for managers to decide how much
participation they should solicit from their employees. They then use
one of the five decision making approaches- telling, selling, consult,
join, or delegate.
, Charismatic Leaders
Leaders who have the ability to engage others becuase of the power
of their personalities; inspire affection and emotional connection and
may use the power of their personalities ot advance revolutionary
ideas.
Transactional Leaders
Derived from social-exchange theory; Both manager and employee
derive equal benefit form their relationship and the interactions
between them are meant to achieve and maintain balance and status
quo.
Transformational Leaders
Transforms the organization through contextual and cultural changes;
aware of all that is going on in the organization; encourages risk-
taking by subordinates and encourages and atmosphere of
supportive trust and self-actualization of employees; moves the
organization well beyond the current reality.
Connective Leaders
Draws on the leaders ability to bring others together as a means of
effecting a change. Realize the whole is greater than the sum of it's
parts and achieve results through collaboration, cooperations,
coordination, and collegiality. Foster interconnectedness between
disparate groups; known as bridge builders and able to overcome
obstacles from hierarchical structures.
Shared Leadership
Based on the concept of empowerment; recognizes the significance
of informal as well as formal leadership to the success of the
organization. Acknowledges that no one power can have all the
