Test Bank - Nursing Leadership and
g1 g1 g1 g1 g1
g1 Management for Patient Safety and Quality
g1 g1 g1 g1 g1
g1 Care, 3rd Edition
g1 g1
Chapter 1: Nursing Leadership and
g1 g1 g1 g1
Management MULTIPLE CHOICE
g1 g1 g1
1. According to Henri Fayol, the functions of planning, organizing, coordinating, and
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
controlling are considered which aspect of management?
g1 g1 g1 g1 g1 g1 g1
, a. Roles
b. Process
c. Functions
d. Taxonomy
ANS: g1B, g1The g1management g1process g1includes g1planning, g1organizing, g1coordinating, g1and g1controlling. g1Management g1roles
g1include g1information g1processing, g1interpersonal g1relationships, g1and g1decision g1 making. g1Management g1functions g1include
g1planning, g1organizing, g1staffing, g1directing, g1coordinating, g1reporting, g1and g1budgeting. g1A g1taxonomy g1is g1a g1system g1that
g1orders g1principles g1into g1a g1grouping g1or g 1 classification.
2. Which of the following is considered a decisional managerial role?
g1 g1 g1 g1 g1 g1 g1 g1 g1
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS: g1D, g1The g1decisional g1managerial g1roles g1include g1entrepreneur, g1disturbance g1handler, g1allocator g1of g1resources, g1and
g1negotiator. g1The g 1 information g 1 processing g 1 managerial g 1 roles g 1 include g 1 monitor, g 1 disseminator, g 1 and
g1spokesperson. g 1 The g 1 interpersonal g1managerial g1roles g1include g1 figurehead, g1leader, g1and g1liaison.
3. A nurse manager meets regularly with other nurse managers, participates on the
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
organizations committees, and attends meetings sponsored by professional organizations
g1 g1 g1 g1 g1 g1 g1 g1 g1
in order to manage relationships. These activities are considered which function of a
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
manager?
g1
a. Informing
b. Problem solving g1
c. Monitoring
d. Networking
ANS: g1D, g1The g1role g1functions g1to g1manage g1relationships g1are g1networking, g1supporting, g1developing g1and g1mentoring,
g1 managing g 1 conflict g 1 and g 1 team g 1 building, g 1 motivating g 1 and g 1 inspiring, g 1 recognizing, g 1 and g 1 rewarding. g 1 The g 1 role
g 1 functions g 1 to g 1 manage g 1 the g 1 work g1are g1planning g1and g1organizing, g1problem g1solving, g1clarifying g1roles g1and g1objectives,
g1informing, g1 monitoring, g1consulting, g1and g1delegating.
4. A nurse was recently promoted to a middle-level manager position. The nurses
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
title would most likely be which of the following?
g1 g1 g1 g1 g1 g1 g1 g1 g1
a. First-line manager g1
b. Director
c. Vice president of patient care services
g1 g1 g1 g1 g1
d. Chief nurse executive g1 g1
ANS: g1B, g 1 A g1middle-level g 1 manager g 1 is g1called g1a g1director. g 1 A g1low g1managerial- g1level g 1 job g1is g1called g1the g1first-line
g1 manager. g 1 A g1nurse g1in g1an g 1 executive g 1 level g 1 role g 1 is g 1 called g 1 a g 1 chief g1nurse g 1 executive g 1 or g 1 vice g 1 president g 1 of
g1patient g 1 care g 1 services.
5. A nurse manager who uses Frederick Taylors scientific management approach, would most
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
likely focus on which of the following?
g1 g1 g1 g1 g1 g1 g1
, a. General principles g1
b. Positional authority g1
c. Labor productivity
g1
d. Impersonal relations g1
ANS: g1C, g1The g1area g1of g1focus g1for g1scientific g1management g1is g1labor g1productivity. g1In g1bureaucratic g1theory, g1efficiency g1is
g1achieved g1through g1impersonal g1relations g1 within g1a g1 formal g1structure g1and g1is g1based g1on g1positional g1authority.
g 1 Administrative g1principle g1theory g1consists g1of g1principles g1of g1 management g1that g1are g1relevant g1to g1 any g1organization.
6. According to Vrooms Theory of Motivation, force:
g1 g1 g1 g1 g1 g1
a. is the perceived possibility that the goal will be achieved.
g1 g1 g1 g1 g1 g1 g1 g1 g1
b. describes the amount of effort one will exert to reach ones goal.
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
c. describes people who have free will but choose to comply with orders they are given.
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
d. is a naturally forming social group that can become a contributor to an organization.
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
ANS: g 1 B, g 1 According g1to g1Vrooms g 1 Theory g1of g 1 Motivation, g 1 Force g 1 describes g 1 the g 1 amount g 1 of g 1 effort g 1 one g 1 will
g 1 exert g 1 to g 1 reach g 1 ones g1 goal. g1 Valence g1speaks g1to g1the g1level g1of g1attractiveness g1or g1unattractiveness g1of g1the g1goal.
g 1 Expectancy g1is g1the g1perceived g1possibility g1that g1the g1goal g 1 will g1be g1achieved. g1Vrooms g1Theory g1of g1Motivation g1can g1be
g1demonstrated g1in g1the g1form g1of g1 an g1equation: g1Force g1= g 1 Valence g 1 Expectancy g 1 (Vroom, g11964). g1The g1theory g1proposes
g 1 that g1this g1equation g1can g1help g1to g1predict g1the g1 motivation, g1or g 1 force, g 1 of g1an g1individual g1as g1described g1by g1Vroom.
7. According to R. N. Lussier, motivation:
g1 g1 g1 g1 g1
a. is unconsciously demonstrated by people.
g1 g1 g1 g1
b. occurs externally to influence behavior.
g1 g1 g1 g1
c. is determined by others choices.
g1 g1 g1 g1
d. occurs internally to influence behavior.
g1 g1 g1 g1
ANS: g1D, g1Motivation g1is g1a g1process g1that g1occurs g1internally g1to g1influence g1and g1direct g1our g1behavior g1in g1order g1to g1satisfy
g1needs. g1Motivation g1is g1not g1explicitly g1demonstrated g1by g1people, g1but g1rather g1it g1is g1interpreted g1 from g1their g1behavior.
g1Motivation g1is g1whatever g 1 influences g 1 our g1choices g1and g1creates g1direction, g1intensity, g1and g1persistence g1in g1our
g1behavior.
8. According to R. N. Lussier, there are content motivation theories and process
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
motivation theories. Which of the following is considered a process motivation
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
theory?
g1
a. Equity theory g1
b. Hierarchy of needs theory g1 g1 g1
c. Existence-relatedness-growth theory g 1
d. Hygiene maintenance and motivation factors
g1 g1 g1 g1
ANS: g1A, g1The g1process g1motivation g1theories g1are g1equity g1theory g1and g1expectancy g1theory. g1The g1content g1motivation g1theories
g1include g1Maslows g1hierarchy g1of g1needs g1theory, g 1 Aldefers g1existence- g1relatedness-growth g1(ERG) g1theory, g1and g1Herzbergs
g1hygiene g1maintenance g1 factors g1and g1motivation g1factors.
9. The theory that includes maintenance and motivation factors is:
g1 g1 g1 g1 g1 g1 g1 g1
a. Maslows hierarchy of needs. g1 g1 g1
b. Herzbergs two-factor theory. g1 g1
c. McGregors theory X and theory Y. g1 g1 g1 g1 g1
d. Ouchis theory Z. g1 g1
, ANS: g1B, g 1 The g1two-factor g 1 theory g1of g1motivation g 1 includes g1motivation g 1 and g1maintenance g 1 factors. g1Maslows g1hierarchy
g1of g1needs g1includes g1the g1 following g1needs: g1physiological, g1safety, g1 security, g1belonging, g1and g1self-actualization. g1In g1theory
g1X, g1employees g1prefer g1security, g 1 direction, g 1 and g 1 minimal g 1 responsibility. g 1 In g 1 theory g 1 Y, g 1 employees g 1 enjoy g 1 their
g 1 work, g 1 show g 1 self-control g 1 and g 1 discipline, g1are g 1 able g 1 to g 1 contribute g 1 creatively, g 1 and g1are g 1 motivated g1by g1ties g 1 to g1the
g 1 group, g 1 organization, g 1 and g1the g1work g1itself. g1 The g 1 focus g 1 of g1theory g1Z g1is g1collective g 1 decision g 1 making g 1 and g1long-term
g1employment g1that g 1 involves g 1 slower g 1 promotions g1and g1less g1direct g 1 supervision.
10. A nurse is appointed to a leadership position in the local hospital. The nurses position would be
n n n n n n n n n n n n n n n n
considered which of the following?
n n n n n
a. Informal leadership n
b. Formal leadership n
c. Leadership
d. Management
ANS: g 1 nB, g 1 nFormalnleadershipnisnbasednonnoccupyingnanpositionninnannorganization. g 1 nInformal
g 1 nleadershipnisnshownnbynan
nindividual nwhondemonstratesnleadershipnoutsidenthenscopenofnanformal nleadershipnrolenornas g 1 na g 1 n membernofnangroup.
g 1 nLeadership
nisg1nag1nprocessnof ninfluence g1nwherebynthenleaderninfluencesnothersntoward g1ngoal g1nachievement.
g1nManagementnisnanprocessnto
nachievenorganizational goals.
11. A nursing instructor is evaluating whether the nursing students understand the
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
three fundamental qualities that leaders share. According to Bennis and Nanus,
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
the fundamental qualities of effective leaders are:
g1 g1 g1 g1 g1 g1 g1
a. guided vision, passion, and integrity.
g1 g1 g1 g1
b. knowledge of self, honesty, and maturity.
g1 g1 g1 g1 g1
c. intelligence, self-confidence, and determination.
g1 g1 g1
d. honesty, self-awareness, and sociability.
g1 g1 g1
ANS: g1ABennis g1and g 1 Nanus g1list g 1 guided g1vision, g1passion, g 1 and g1integrity g1as g 1 fundamental g 1 qualities g 1 of g 1 effective
g1leaders. g 1 Knowledge g1of g 1 self, g 1 honesty g 1 and g 1 maturity; g 1 intelligence, g 1 self-confidence g 1 and g 1 determination;
g 1 self-awareness g 1 and g 1 sociability g 1 are g 1 all g1desirable g 1 traits g1in g1leaders g1as g1 well g1as g1in g1others.
12. The six traits identified by Kirkpatrick and Locke that separate leaders from non-leaders
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
were:
g1
a. respectability, trustworthiness, flexibility, self-confidence, intelligence, sociability.
g1 g1 g1 g1 g1
b. self-confidence, progression of experiences, influence of others, personal life factors,
g1 g1 g1 g1 g1 g1 g1 g1 g1
honesty, drive.
g1 g1
c. intelligence, self-confidence, determination, integrity, sociability, honesty.
g1 g1 g1 g1 g1
d. drive, desire to lead, honesty, self-confidence, cognitive ability, knowledge of business.
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
ANS: g1D, g1Research g1by g1Kirkpatrick g1and g1Locke g1concluded g1that g1leaders g1possess g1six g1traits: g1drive, g1desire g1to g1lead,
g1honesty, g1self- g 1 confidence, g1cognitive g1ability, g 1 and g1knowledge g1of g1the g1business. g1Woods g1identified g1five g1dominant
g1factors g1that g1influenced g1leadership g1development: g1self-confidence, g1innate g1qualities, g1progression g1of g1experience,
g1influence g1of g1significant g1others, g1and g1personal g1life g1 factors. g1Stogdill g1identified g1the g1 following g1traits g1of g1a g1leader:
g1intelligence, g1self- g1confidence, g1 determination, g1integrity, g1and g1sociability. g1Murphy g1and g1DeBack g1 identified g1the
g1following g1leader g1characteristics: g1caring, g1respectability, g1trustworthiness, g1and g1flexibility.
13. A nurse manager who uses a leadership style that is participatory and where
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
authority is delegated to others is most likely using which of the following
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
leadership styles?
g1 g1
a. Autocratic
b. Democratic
c. Laissez-faire
g1 g1 g1 g1 g1
g1 Management for Patient Safety and Quality
g1 g1 g1 g1 g1
g1 Care, 3rd Edition
g1 g1
Chapter 1: Nursing Leadership and
g1 g1 g1 g1
Management MULTIPLE CHOICE
g1 g1 g1
1. According to Henri Fayol, the functions of planning, organizing, coordinating, and
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
controlling are considered which aspect of management?
g1 g1 g1 g1 g1 g1 g1
, a. Roles
b. Process
c. Functions
d. Taxonomy
ANS: g1B, g1The g1management g1process g1includes g1planning, g1organizing, g1coordinating, g1and g1controlling. g1Management g1roles
g1include g1information g1processing, g1interpersonal g1relationships, g1and g1decision g1 making. g1Management g1functions g1include
g1planning, g1organizing, g1staffing, g1directing, g1coordinating, g1reporting, g1and g1budgeting. g1A g1taxonomy g1is g1a g1system g1that
g1orders g1principles g1into g1a g1grouping g1or g 1 classification.
2. Which of the following is considered a decisional managerial role?
g1 g1 g1 g1 g1 g1 g1 g1 g1
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS: g1D, g1The g1decisional g1managerial g1roles g1include g1entrepreneur, g1disturbance g1handler, g1allocator g1of g1resources, g1and
g1negotiator. g1The g 1 information g 1 processing g 1 managerial g 1 roles g 1 include g 1 monitor, g 1 disseminator, g 1 and
g1spokesperson. g 1 The g 1 interpersonal g1managerial g1roles g1include g1 figurehead, g1leader, g1and g1liaison.
3. A nurse manager meets regularly with other nurse managers, participates on the
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
organizations committees, and attends meetings sponsored by professional organizations
g1 g1 g1 g1 g1 g1 g1 g1 g1
in order to manage relationships. These activities are considered which function of a
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
manager?
g1
a. Informing
b. Problem solving g1
c. Monitoring
d. Networking
ANS: g1D, g1The g1role g1functions g1to g1manage g1relationships g1are g1networking, g1supporting, g1developing g1and g1mentoring,
g1 managing g 1 conflict g 1 and g 1 team g 1 building, g 1 motivating g 1 and g 1 inspiring, g 1 recognizing, g 1 and g 1 rewarding. g 1 The g 1 role
g 1 functions g 1 to g 1 manage g 1 the g 1 work g1are g1planning g1and g1organizing, g1problem g1solving, g1clarifying g1roles g1and g1objectives,
g1informing, g1 monitoring, g1consulting, g1and g1delegating.
4. A nurse was recently promoted to a middle-level manager position. The nurses
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
title would most likely be which of the following?
g1 g1 g1 g1 g1 g1 g1 g1 g1
a. First-line manager g1
b. Director
c. Vice president of patient care services
g1 g1 g1 g1 g1
d. Chief nurse executive g1 g1
ANS: g1B, g 1 A g1middle-level g 1 manager g 1 is g1called g1a g1director. g 1 A g1low g1managerial- g1level g 1 job g1is g1called g1the g1first-line
g1 manager. g 1 A g1nurse g1in g1an g 1 executive g 1 level g 1 role g 1 is g 1 called g 1 a g 1 chief g1nurse g 1 executive g 1 or g 1 vice g 1 president g 1 of
g1patient g 1 care g 1 services.
5. A nurse manager who uses Frederick Taylors scientific management approach, would most
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
likely focus on which of the following?
g1 g1 g1 g1 g1 g1 g1
, a. General principles g1
b. Positional authority g1
c. Labor productivity
g1
d. Impersonal relations g1
ANS: g1C, g1The g1area g1of g1focus g1for g1scientific g1management g1is g1labor g1productivity. g1In g1bureaucratic g1theory, g1efficiency g1is
g1achieved g1through g1impersonal g1relations g1 within g1a g1 formal g1structure g1and g1is g1based g1on g1positional g1authority.
g 1 Administrative g1principle g1theory g1consists g1of g1principles g1of g1 management g1that g1are g1relevant g1to g1 any g1organization.
6. According to Vrooms Theory of Motivation, force:
g1 g1 g1 g1 g1 g1
a. is the perceived possibility that the goal will be achieved.
g1 g1 g1 g1 g1 g1 g1 g1 g1
b. describes the amount of effort one will exert to reach ones goal.
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
c. describes people who have free will but choose to comply with orders they are given.
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
d. is a naturally forming social group that can become a contributor to an organization.
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
ANS: g 1 B, g 1 According g1to g1Vrooms g 1 Theory g1of g 1 Motivation, g 1 Force g 1 describes g 1 the g 1 amount g 1 of g 1 effort g 1 one g 1 will
g 1 exert g 1 to g 1 reach g 1 ones g1 goal. g1 Valence g1speaks g1to g1the g1level g1of g1attractiveness g1or g1unattractiveness g1of g1the g1goal.
g 1 Expectancy g1is g1the g1perceived g1possibility g1that g1the g1goal g 1 will g1be g1achieved. g1Vrooms g1Theory g1of g1Motivation g1can g1be
g1demonstrated g1in g1the g1form g1of g1 an g1equation: g1Force g1= g 1 Valence g 1 Expectancy g 1 (Vroom, g11964). g1The g1theory g1proposes
g 1 that g1this g1equation g1can g1help g1to g1predict g1the g1 motivation, g1or g 1 force, g 1 of g1an g1individual g1as g1described g1by g1Vroom.
7. According to R. N. Lussier, motivation:
g1 g1 g1 g1 g1
a. is unconsciously demonstrated by people.
g1 g1 g1 g1
b. occurs externally to influence behavior.
g1 g1 g1 g1
c. is determined by others choices.
g1 g1 g1 g1
d. occurs internally to influence behavior.
g1 g1 g1 g1
ANS: g1D, g1Motivation g1is g1a g1process g1that g1occurs g1internally g1to g1influence g1and g1direct g1our g1behavior g1in g1order g1to g1satisfy
g1needs. g1Motivation g1is g1not g1explicitly g1demonstrated g1by g1people, g1but g1rather g1it g1is g1interpreted g1 from g1their g1behavior.
g1Motivation g1is g1whatever g 1 influences g 1 our g1choices g1and g1creates g1direction, g1intensity, g1and g1persistence g1in g1our
g1behavior.
8. According to R. N. Lussier, there are content motivation theories and process
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
motivation theories. Which of the following is considered a process motivation
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
theory?
g1
a. Equity theory g1
b. Hierarchy of needs theory g1 g1 g1
c. Existence-relatedness-growth theory g 1
d. Hygiene maintenance and motivation factors
g1 g1 g1 g1
ANS: g1A, g1The g1process g1motivation g1theories g1are g1equity g1theory g1and g1expectancy g1theory. g1The g1content g1motivation g1theories
g1include g1Maslows g1hierarchy g1of g1needs g1theory, g 1 Aldefers g1existence- g1relatedness-growth g1(ERG) g1theory, g1and g1Herzbergs
g1hygiene g1maintenance g1 factors g1and g1motivation g1factors.
9. The theory that includes maintenance and motivation factors is:
g1 g1 g1 g1 g1 g1 g1 g1
a. Maslows hierarchy of needs. g1 g1 g1
b. Herzbergs two-factor theory. g1 g1
c. McGregors theory X and theory Y. g1 g1 g1 g1 g1
d. Ouchis theory Z. g1 g1
, ANS: g1B, g 1 The g1two-factor g 1 theory g1of g1motivation g 1 includes g1motivation g 1 and g1maintenance g 1 factors. g1Maslows g1hierarchy
g1of g1needs g1includes g1the g1 following g1needs: g1physiological, g1safety, g1 security, g1belonging, g1and g1self-actualization. g1In g1theory
g1X, g1employees g1prefer g1security, g 1 direction, g 1 and g 1 minimal g 1 responsibility. g 1 In g 1 theory g 1 Y, g 1 employees g 1 enjoy g 1 their
g 1 work, g 1 show g 1 self-control g 1 and g 1 discipline, g1are g 1 able g 1 to g 1 contribute g 1 creatively, g 1 and g1are g 1 motivated g1by g1ties g 1 to g1the
g 1 group, g 1 organization, g 1 and g1the g1work g1itself. g1 The g 1 focus g 1 of g1theory g1Z g1is g1collective g 1 decision g 1 making g 1 and g1long-term
g1employment g1that g 1 involves g 1 slower g 1 promotions g1and g1less g1direct g 1 supervision.
10. A nurse is appointed to a leadership position in the local hospital. The nurses position would be
n n n n n n n n n n n n n n n n
considered which of the following?
n n n n n
a. Informal leadership n
b. Formal leadership n
c. Leadership
d. Management
ANS: g 1 nB, g 1 nFormalnleadershipnisnbasednonnoccupyingnanpositionninnannorganization. g 1 nInformal
g 1 nleadershipnisnshownnbynan
nindividual nwhondemonstratesnleadershipnoutsidenthenscopenofnanformal nleadershipnrolenornas g 1 na g 1 n membernofnangroup.
g 1 nLeadership
nisg1nag1nprocessnof ninfluence g1nwherebynthenleaderninfluencesnothersntoward g1ngoal g1nachievement.
g1nManagementnisnanprocessnto
nachievenorganizational goals.
11. A nursing instructor is evaluating whether the nursing students understand the
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
three fundamental qualities that leaders share. According to Bennis and Nanus,
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
the fundamental qualities of effective leaders are:
g1 g1 g1 g1 g1 g1 g1
a. guided vision, passion, and integrity.
g1 g1 g1 g1
b. knowledge of self, honesty, and maturity.
g1 g1 g1 g1 g1
c. intelligence, self-confidence, and determination.
g1 g1 g1
d. honesty, self-awareness, and sociability.
g1 g1 g1
ANS: g1ABennis g1and g 1 Nanus g1list g 1 guided g1vision, g1passion, g 1 and g1integrity g1as g 1 fundamental g 1 qualities g 1 of g 1 effective
g1leaders. g 1 Knowledge g1of g 1 self, g 1 honesty g 1 and g 1 maturity; g 1 intelligence, g 1 self-confidence g 1 and g 1 determination;
g 1 self-awareness g 1 and g 1 sociability g 1 are g 1 all g1desirable g 1 traits g1in g1leaders g1as g1 well g1as g1in g1others.
12. The six traits identified by Kirkpatrick and Locke that separate leaders from non-leaders
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
were:
g1
a. respectability, trustworthiness, flexibility, self-confidence, intelligence, sociability.
g1 g1 g1 g1 g1
b. self-confidence, progression of experiences, influence of others, personal life factors,
g1 g1 g1 g1 g1 g1 g1 g1 g1
honesty, drive.
g1 g1
c. intelligence, self-confidence, determination, integrity, sociability, honesty.
g1 g1 g1 g1 g1
d. drive, desire to lead, honesty, self-confidence, cognitive ability, knowledge of business.
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
ANS: g1D, g1Research g1by g1Kirkpatrick g1and g1Locke g1concluded g1that g1leaders g1possess g1six g1traits: g1drive, g1desire g1to g1lead,
g1honesty, g1self- g 1 confidence, g1cognitive g1ability, g 1 and g1knowledge g1of g1the g1business. g1Woods g1identified g1five g1dominant
g1factors g1that g1influenced g1leadership g1development: g1self-confidence, g1innate g1qualities, g1progression g1of g1experience,
g1influence g1of g1significant g1others, g1and g1personal g1life g1 factors. g1Stogdill g1identified g1the g1 following g1traits g1of g1a g1leader:
g1intelligence, g1self- g1confidence, g1 determination, g1integrity, g1and g1sociability. g1Murphy g1and g1DeBack g1 identified g1the
g1following g1leader g1characteristics: g1caring, g1respectability, g1trustworthiness, g1and g1flexibility.
13. A nurse manager who uses a leadership style that is participatory and where
g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1 g1
authority is delegated to others is most likely using which of the following
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leadership styles?
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a. Autocratic
b. Democratic
c. Laissez-faire
