Chapter 1: Nursing Leadership and Management
n n n n n
MULTIPLE CHOICE
n n
1. According to Henri Fayol, the functions of planning, organizing, coordinating, and controlling
n n n n n n n n n n n
are considered which aspect of management?
n n n n n n
, a. Roles
b. Process
c. Functions
d. Taxonomy
ANS: nB, nThe nmanagement nprocess nincludes nplanning, norganizing, ncoordinating, nand ncontrolling. nManagement nroles ninclude
ninformation nprocessing, ninterpersonal nrelationships, nand ndecision nmaking. nManagement nfunctions ninclude nplanning, norganizing,
nstaffing, ndirecting, ncoordinating, nreporting, nand nbudgeting. nA ntaxonomy nis na nsystem nthat norders nprinciples ninto na ngrouping nor
nclassification.
2. Which of the following is considered a decisional managerial role?
n n n n n n n n n
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS: nD, nThe ndecisional nmanagerial nroles ninclude nentrepreneur, ndisturbance nhandler, nallocator nof nresources, nand nnegotiator.
nThe ninformation nprocessing nmanagerial nroles ninclude nmonitor, ndisseminator, nand nspokesperson. nThe ninterpersonal
nmanagerial nroles ninclude nfigurehead, nleader, nand nliaison.
3. A nurse manager meets regularly with other nurse managers, participates on the
n n n n n n n n n n n
organizations committees, and attends meetings sponsored by professional organizations in
n n n n n n n n n n
order to manage relationships. These activities are considered which function of a manager?
n n n n n n n n n n n n n
a. Informing
b. Problem solving n
c. Monitoring
d. Networking
ANS: nD, nThe nrole nfunctions nto nmanage nrelationships nare nnetworking, nsupporting, ndeveloping nand nmentoring, nmanaging
nconflict nand nteam nbuilding, nmotivating nand ninspiring, nrecognizing, nand nrewarding. nThe nrole nfunctions nto nmanage nthe nwork
nare nplanning nand norganizing, nproblem nsolving, nclarifying nroles nand nobjectives, ninforming, nmonitoring, nconsulting, nand
ndelegating.
4. A nurse was recently promoted to a middle-level manager position. The nurses title
n n n n n n n n n n n n
would most likely be which of the following?
n n n n n n n n
a. First-line manager n
b. Director
c. Vice president of patient care services
n n n n n
d. Chief nurse executive
n n
ANS: nB, nA nmiddle-level nmanager nis ncalled na ndirector. nA nlow nmanagerial- nlevel njob nis ncalled nthe nfirst-line nmanager. nA nnurse nin
nan nexecutive nlevel nrole nis ncalled na nchief nnurse nexecutive nor nvice npresident nof npatient ncare nservices.
5. A nurse manager who uses Frederick Taylors scientific management approach, would most likely
n n n n n n n n n n n n
focus on which of the following?
n n n n n n
, a. General principles n
b. Positional authority n
c. Labor productivity
n
d. Impersonal relations n
ANS: nC, nThe narea nof nfocus nfor nscientific nmanagement nis nlabor nproductivity. nIn nbureaucratic ntheory, nefficiency nis nachieved nthrough
nimpersonal nrelations nwithin na nformal nstructure nand nis nbased non npositional nauthority. n Administrative nprinciple ntheory nconsists nof
nprinciples nof nmanagement nthat nare nrelevant nto nany norganization.
6. According to Vrooms Theory of Motivation, force:
n n n n n n
a. is the perceived possibility that the goal will be achieved.
n n n n n n n n n
b. describes the amount of effort one will exert to reach ones goal.
n n n n n n n n n n n
c. describes people who have free will but choose to comply with orders they are given.
n n n n n n n n n n n n n n
d. is a naturally forming social group that can become a contributor to an organization.
n n n n n n n n n n n n n
ANS: nB, nAccording nto nVrooms nTheory nof nMotivation, nForce ndescribes nthe namount nof neffort none nwill nexert nto nreach nones
ngoal. nValence nspeaks nto nthe nlevel nof nattractiveness nor nunattractiveness nof nthe ngoal. n Expectancy nis nthe nperceived npossibility nthat
nthe ngoal nwill nbe nachieved. nVrooms nTheory nof nMotivation ncan nbe ndemonstrated nin nthe nform nof nan nequation: nForce n= nValence
nExpectancy n(Vroom, n1964). nThe ntheory nproposes nthat nthis nequation ncan nhelp nto npredict nthe nmotivation, nor nforce, nof nan
nindividual nas ndescribed nby nVroom.
7. According to R. N. Lussier, motivation:
n n n n n
a. is unconsciously demonstrated by people.
n n n n
b. occurs externally to influence behavior.
n n n n
c. is determined by others choices.
n n n n
d. occurs internally to influence behavior.
n n n n
ANS: nD, nMotivation nis na nprocess nthat noccurs ninternally nto ninfluence nand ndirect nour nbehavior nin norder nto nsatisfy nneeds.
nMotivation nis nnot nexplicitly ndemonstrated nby npeople, nbut nrather nit nis ninterpreted nfrom ntheir nbehavior. nMotivation nis nwhatever
ninfluences n our nchoices nand ncreates ndirection, nintensity, nand npersistence nin nour nbehavior.
8. According to R. N. Lussier, there are content motivation theories and process motivation
n n n n n n n n n n n n
theories. Which of the following is considered a process motivation theory?
n n n n n n n n n n n
a. Equity theory n
b. Hierarchy of needs theory n n n
c. Existence-relatedness-growth theory n
d. Hygiene maintenance and motivation factors
n n n n
ANS: nA, nThe nprocess nmotivation ntheories nare nequity ntheory nand nexpectancy ntheory. nThe ncontent nmotivation ntheories ninclude
nMaslows nhierarchy nof nneeds ntheory, nAldefers nexistence- nrelatedness-growth n(ERG) ntheory, nand nHerzbergs nhygiene nmaintenance
nfactors nand nmotivation nfactors.
9. The theory that includes maintenance and motivation factors is:
n n n n n n n n
a. Maslows hierarchy of needs. n n n
b. Herzbergs two-factor theory. n n
c. McGregors theory X and theory Y. n n n n n
d. Ouchis theory Z. n n
, ANS: nB, nThe ntwo-factor ntheory nof nmotivation nincludes nmotivation nand nmaintenance nfactors. nMaslows nhierarchy nof nneeds
nincludes nthe nfollowing nneeds: nphysiological, nsafety, nsecurity, nbelonging, nand nself-actualization. nIn ntheory nX, nemployees nprefer
nsecurity, ndirection, nand nminimal nresponsibility. nIn ntheory nY, nemployees nenjoy ntheir nwork, nshow nself-control nand ndiscipline,
nare nable nto ncontribute ncreatively, nand nare nmotivated nby nties nto nthe ngroup, norganization, nand nthe nwork nitself. nThe nfocus nof ntheory
nZ nis ncollective ndecision nmaking nand nlong-term nemployment nthat ninvolves nslower npromotions nand nless ndirect nsupervision.
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: nB, nFormal nleadership nis nbased non noccupying na nposition nin nan norganization. nInformal nleadership nis nshown nby nan
nindividual nwho ndemonstrates nleadership noutside nthe nscope nof na nformal nleadership nrole nor nas na nmember nof na ngroup. nLeadership
nis na nprocess nof ninfluence nwhereby nthe nleader ninfluences nothers ntoward ngoal nachievement. nManagement nis na nprocess nto
nachieve norganizational ngoals.
11. A nursing instructor is evaluating whether the nursing students understand the three
n n n n n n n n n n n
fundamental qualities that leaders share. According to Bennis and Nanus, the
n n n n n n n n n n n
fundamental qualities of effective leaders are:
n n n n n n
a. guided vision, passion, and integrity.
n n n n
b. knowledge of self, honesty, and maturity.
n n n n n
c. intelligence, self-confidence, and determination.
n n n
d. honesty, self-awareness, and sociability.
n n n
ANS: nABennis nand nNanus nlist nguided nvision, npassion, nand nintegrity nas nfundamental nqualities nof neffective nleaders. nKnowledge
nof nself, nhonesty nand nmaturity; nintelligence, nself-confidence nand ndetermination; nself-awareness nand nsociability nare nall
ndesirable n traits nin nleaders nas nwell nas nin nothers.
12. The six traits identified by Kirkpatrick and Locke that separate leaders from non-leaders were:
n n n n n n n n n n n n n
a. respectability, trustworthiness, flexibility, self-confidence, intelligence, sociability.
n n n n n
b. self-confidence, progression of experiences, influence of others, personal life factors, honesty,
n n n n n n n n n n
drive.
n
c. intelligence, self-confidence, determination, integrity, sociability, honesty.
n n n n n
d. drive, desire to lead, honesty, self-confidence, cognitive ability, knowledge of business.
n n n n n n n n n n
ANS: nD, nResearch nby nKirkpatrick nand nLocke nconcluded nthat nleaders npossess nsix ntraits: ndrive, ndesire nto nlead, nhonesty, nself-
nconfidence, ncognitive nability, nand nknowledge nof nthe nbusiness. nWoods nidentified nfive ndominant nfactors nthat ninfluenced
nleadership ndevelopment: nself-confidence, ninnate nqualities, nprogression nof nexperience, ninfluence nof nsignificant nothers, nand
npersonal nlife nfactors. nStogdill nidentified nthe nfollowing ntraits nof na nleader: nintelligence, nself- nconfidence, ndetermination,
nintegrity, nand nsociability. nMurphy nand nDeBack nidentified nthe nfollowing nleader ncharacteristics: ncaring, nrespectability,
ntrustworthiness, nand nflexibility.
13. A nurse manager who uses a leadership style that is participatory and where
n n n n n n n n n n n n
authority is delegated to others is most likely using which of the following leadership
n n n n n n n n n n n n n n
styles?
n
a. Autocratic
b. Democratic
c. Laissez-faire
n n n n n
MULTIPLE CHOICE
n n
1. According to Henri Fayol, the functions of planning, organizing, coordinating, and controlling
n n n n n n n n n n n
are considered which aspect of management?
n n n n n n
, a. Roles
b. Process
c. Functions
d. Taxonomy
ANS: nB, nThe nmanagement nprocess nincludes nplanning, norganizing, ncoordinating, nand ncontrolling. nManagement nroles ninclude
ninformation nprocessing, ninterpersonal nrelationships, nand ndecision nmaking. nManagement nfunctions ninclude nplanning, norganizing,
nstaffing, ndirecting, ncoordinating, nreporting, nand nbudgeting. nA ntaxonomy nis na nsystem nthat norders nprinciples ninto na ngrouping nor
nclassification.
2. Which of the following is considered a decisional managerial role?
n n n n n n n n n
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS: nD, nThe ndecisional nmanagerial nroles ninclude nentrepreneur, ndisturbance nhandler, nallocator nof nresources, nand nnegotiator.
nThe ninformation nprocessing nmanagerial nroles ninclude nmonitor, ndisseminator, nand nspokesperson. nThe ninterpersonal
nmanagerial nroles ninclude nfigurehead, nleader, nand nliaison.
3. A nurse manager meets regularly with other nurse managers, participates on the
n n n n n n n n n n n
organizations committees, and attends meetings sponsored by professional organizations in
n n n n n n n n n n
order to manage relationships. These activities are considered which function of a manager?
n n n n n n n n n n n n n
a. Informing
b. Problem solving n
c. Monitoring
d. Networking
ANS: nD, nThe nrole nfunctions nto nmanage nrelationships nare nnetworking, nsupporting, ndeveloping nand nmentoring, nmanaging
nconflict nand nteam nbuilding, nmotivating nand ninspiring, nrecognizing, nand nrewarding. nThe nrole nfunctions nto nmanage nthe nwork
nare nplanning nand norganizing, nproblem nsolving, nclarifying nroles nand nobjectives, ninforming, nmonitoring, nconsulting, nand
ndelegating.
4. A nurse was recently promoted to a middle-level manager position. The nurses title
n n n n n n n n n n n n
would most likely be which of the following?
n n n n n n n n
a. First-line manager n
b. Director
c. Vice president of patient care services
n n n n n
d. Chief nurse executive
n n
ANS: nB, nA nmiddle-level nmanager nis ncalled na ndirector. nA nlow nmanagerial- nlevel njob nis ncalled nthe nfirst-line nmanager. nA nnurse nin
nan nexecutive nlevel nrole nis ncalled na nchief nnurse nexecutive nor nvice npresident nof npatient ncare nservices.
5. A nurse manager who uses Frederick Taylors scientific management approach, would most likely
n n n n n n n n n n n n
focus on which of the following?
n n n n n n
, a. General principles n
b. Positional authority n
c. Labor productivity
n
d. Impersonal relations n
ANS: nC, nThe narea nof nfocus nfor nscientific nmanagement nis nlabor nproductivity. nIn nbureaucratic ntheory, nefficiency nis nachieved nthrough
nimpersonal nrelations nwithin na nformal nstructure nand nis nbased non npositional nauthority. n Administrative nprinciple ntheory nconsists nof
nprinciples nof nmanagement nthat nare nrelevant nto nany norganization.
6. According to Vrooms Theory of Motivation, force:
n n n n n n
a. is the perceived possibility that the goal will be achieved.
n n n n n n n n n
b. describes the amount of effort one will exert to reach ones goal.
n n n n n n n n n n n
c. describes people who have free will but choose to comply with orders they are given.
n n n n n n n n n n n n n n
d. is a naturally forming social group that can become a contributor to an organization.
n n n n n n n n n n n n n
ANS: nB, nAccording nto nVrooms nTheory nof nMotivation, nForce ndescribes nthe namount nof neffort none nwill nexert nto nreach nones
ngoal. nValence nspeaks nto nthe nlevel nof nattractiveness nor nunattractiveness nof nthe ngoal. n Expectancy nis nthe nperceived npossibility nthat
nthe ngoal nwill nbe nachieved. nVrooms nTheory nof nMotivation ncan nbe ndemonstrated nin nthe nform nof nan nequation: nForce n= nValence
nExpectancy n(Vroom, n1964). nThe ntheory nproposes nthat nthis nequation ncan nhelp nto npredict nthe nmotivation, nor nforce, nof nan
nindividual nas ndescribed nby nVroom.
7. According to R. N. Lussier, motivation:
n n n n n
a. is unconsciously demonstrated by people.
n n n n
b. occurs externally to influence behavior.
n n n n
c. is determined by others choices.
n n n n
d. occurs internally to influence behavior.
n n n n
ANS: nD, nMotivation nis na nprocess nthat noccurs ninternally nto ninfluence nand ndirect nour nbehavior nin norder nto nsatisfy nneeds.
nMotivation nis nnot nexplicitly ndemonstrated nby npeople, nbut nrather nit nis ninterpreted nfrom ntheir nbehavior. nMotivation nis nwhatever
ninfluences n our nchoices nand ncreates ndirection, nintensity, nand npersistence nin nour nbehavior.
8. According to R. N. Lussier, there are content motivation theories and process motivation
n n n n n n n n n n n n
theories. Which of the following is considered a process motivation theory?
n n n n n n n n n n n
a. Equity theory n
b. Hierarchy of needs theory n n n
c. Existence-relatedness-growth theory n
d. Hygiene maintenance and motivation factors
n n n n
ANS: nA, nThe nprocess nmotivation ntheories nare nequity ntheory nand nexpectancy ntheory. nThe ncontent nmotivation ntheories ninclude
nMaslows nhierarchy nof nneeds ntheory, nAldefers nexistence- nrelatedness-growth n(ERG) ntheory, nand nHerzbergs nhygiene nmaintenance
nfactors nand nmotivation nfactors.
9. The theory that includes maintenance and motivation factors is:
n n n n n n n n
a. Maslows hierarchy of needs. n n n
b. Herzbergs two-factor theory. n n
c. McGregors theory X and theory Y. n n n n n
d. Ouchis theory Z. n n
, ANS: nB, nThe ntwo-factor ntheory nof nmotivation nincludes nmotivation nand nmaintenance nfactors. nMaslows nhierarchy nof nneeds
nincludes nthe nfollowing nneeds: nphysiological, nsafety, nsecurity, nbelonging, nand nself-actualization. nIn ntheory nX, nemployees nprefer
nsecurity, ndirection, nand nminimal nresponsibility. nIn ntheory nY, nemployees nenjoy ntheir nwork, nshow nself-control nand ndiscipline,
nare nable nto ncontribute ncreatively, nand nare nmotivated nby nties nto nthe ngroup, norganization, nand nthe nwork nitself. nThe nfocus nof ntheory
nZ nis ncollective ndecision nmaking nand nlong-term nemployment nthat ninvolves nslower npromotions nand nless ndirect nsupervision.
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: nB, nFormal nleadership nis nbased non noccupying na nposition nin nan norganization. nInformal nleadership nis nshown nby nan
nindividual nwho ndemonstrates nleadership noutside nthe nscope nof na nformal nleadership nrole nor nas na nmember nof na ngroup. nLeadership
nis na nprocess nof ninfluence nwhereby nthe nleader ninfluences nothers ntoward ngoal nachievement. nManagement nis na nprocess nto
nachieve norganizational ngoals.
11. A nursing instructor is evaluating whether the nursing students understand the three
n n n n n n n n n n n
fundamental qualities that leaders share. According to Bennis and Nanus, the
n n n n n n n n n n n
fundamental qualities of effective leaders are:
n n n n n n
a. guided vision, passion, and integrity.
n n n n
b. knowledge of self, honesty, and maturity.
n n n n n
c. intelligence, self-confidence, and determination.
n n n
d. honesty, self-awareness, and sociability.
n n n
ANS: nABennis nand nNanus nlist nguided nvision, npassion, nand nintegrity nas nfundamental nqualities nof neffective nleaders. nKnowledge
nof nself, nhonesty nand nmaturity; nintelligence, nself-confidence nand ndetermination; nself-awareness nand nsociability nare nall
ndesirable n traits nin nleaders nas nwell nas nin nothers.
12. The six traits identified by Kirkpatrick and Locke that separate leaders from non-leaders were:
n n n n n n n n n n n n n
a. respectability, trustworthiness, flexibility, self-confidence, intelligence, sociability.
n n n n n
b. self-confidence, progression of experiences, influence of others, personal life factors, honesty,
n n n n n n n n n n
drive.
n
c. intelligence, self-confidence, determination, integrity, sociability, honesty.
n n n n n
d. drive, desire to lead, honesty, self-confidence, cognitive ability, knowledge of business.
n n n n n n n n n n
ANS: nD, nResearch nby nKirkpatrick nand nLocke nconcluded nthat nleaders npossess nsix ntraits: ndrive, ndesire nto nlead, nhonesty, nself-
nconfidence, ncognitive nability, nand nknowledge nof nthe nbusiness. nWoods nidentified nfive ndominant nfactors nthat ninfluenced
nleadership ndevelopment: nself-confidence, ninnate nqualities, nprogression nof nexperience, ninfluence nof nsignificant nothers, nand
npersonal nlife nfactors. nStogdill nidentified nthe nfollowing ntraits nof na nleader: nintelligence, nself- nconfidence, ndetermination,
nintegrity, nand nsociability. nMurphy nand nDeBack nidentified nthe nfollowing nleader ncharacteristics: ncaring, nrespectability,
ntrustworthiness, nand nflexibility.
13. A nurse manager who uses a leadership style that is participatory and where
n n n n n n n n n n n n
authority is delegated to others is most likely using which of the following leadership
n n n n n n n n n n n n n n
styles?
n
a. Autocratic
b. Democratic
c. Laissez-faire
