Leadership Exam 1 Questions And 100% Correct Answers
Leadership vs Management
Leaders: The art of getting work done through others willingly, taking risks and
challenging the status quo, empowering others; maximize workforce effectiveness, are
needed to implement planned change that is part of system improvement, determined
by a person's behavior - not job title.
Managers: Guide, direct, and motivate, intervene when goals are threatened, emphasize
control, assigned a position within an organization, have a legitimate source of power
due to the delegated authority that accompanies their position, and are expected to
carry out specific functions.
Together: Leadership and management have a symbiotic relationship and both are
needed for organizational success.
The Management Process
Planning → Organizing → Staffing → Directing → Controlling (repeat)
Planning
Includes determining the philosophy, goals, objectives, policies, procedures, and rules;
performing long- and short-range projections; determining a fiscal course of action; and
implementing planned change
Organizing
-Involves determining the structure through which plans will be carried out, determining
the most effective type of patient care delivery, and organizing activities to meet unit
goals
-Other responsibilities include functioning within the structure of the agency and being
in a position to comprehend and use power and authority effectively
Staffing
,Includes recruitment, interviewing, hiring, and orientation of staff. Often included as
staffing functions are: scheduling, staff development, employee socialization, and team
building
Controlling
Includes: performance appraisals, fiscal accountability, quality control, legal and ethical
control, and professional and collegial control
Management theory: Taylor - Scientific Management
-1900-1930
-increase labor productivity
-minimum standards = minimum work
-workers fit into the organization
Management theory: Weber - Bureaucratic functions
-formal authority-the top makes the decisions
-rules, regulations, structure
-lack the relationship element
Management theory: Fayol and Gulick- Management Organizations
-Planning, Directing, and Staffing
-"the circle"
Management theory: Follett - Participative management
-part of the "Human Relations Era" from 1930-1970
-focuses on human beings and relationships
-Managers should have authority with, not over
, Management theory: Mayo - Hawthorne effect
-People will modify their behavior if they are being observed-improve work
Management theory: McGregor - Theory X and Y
Theory X: authoritarian style. Hands on/micromanage. Assumes workers do not want to
work (Mistrust)
Theory Y: People like their work and will do a good job. Hands-off
The Evolution of Leadership Theory
Industrial: 1900-1930
Human Relations: 1930-1970
1970-Present
-Great man theory/trait theory
-Behavioral/situational/contingency leadership authorities: authoritarian, democratic,
Laissez-faire
-Transaction and transformational
-Full Range leadership theories
Great Man Trait Theories
-Some individuals are normally skilled leaders
-"leaders are born not made"
-People are born either to lead or born to follow
Contingency Leadership Styles
According to contingency leadership, no one style of leadership is fitting for every
situation
Leadership vs Management
Leaders: The art of getting work done through others willingly, taking risks and
challenging the status quo, empowering others; maximize workforce effectiveness, are
needed to implement planned change that is part of system improvement, determined
by a person's behavior - not job title.
Managers: Guide, direct, and motivate, intervene when goals are threatened, emphasize
control, assigned a position within an organization, have a legitimate source of power
due to the delegated authority that accompanies their position, and are expected to
carry out specific functions.
Together: Leadership and management have a symbiotic relationship and both are
needed for organizational success.
The Management Process
Planning → Organizing → Staffing → Directing → Controlling (repeat)
Planning
Includes determining the philosophy, goals, objectives, policies, procedures, and rules;
performing long- and short-range projections; determining a fiscal course of action; and
implementing planned change
Organizing
-Involves determining the structure through which plans will be carried out, determining
the most effective type of patient care delivery, and organizing activities to meet unit
goals
-Other responsibilities include functioning within the structure of the agency and being
in a position to comprehend and use power and authority effectively
Staffing
,Includes recruitment, interviewing, hiring, and orientation of staff. Often included as
staffing functions are: scheduling, staff development, employee socialization, and team
building
Controlling
Includes: performance appraisals, fiscal accountability, quality control, legal and ethical
control, and professional and collegial control
Management theory: Taylor - Scientific Management
-1900-1930
-increase labor productivity
-minimum standards = minimum work
-workers fit into the organization
Management theory: Weber - Bureaucratic functions
-formal authority-the top makes the decisions
-rules, regulations, structure
-lack the relationship element
Management theory: Fayol and Gulick- Management Organizations
-Planning, Directing, and Staffing
-"the circle"
Management theory: Follett - Participative management
-part of the "Human Relations Era" from 1930-1970
-focuses on human beings and relationships
-Managers should have authority with, not over
, Management theory: Mayo - Hawthorne effect
-People will modify their behavior if they are being observed-improve work
Management theory: McGregor - Theory X and Y
Theory X: authoritarian style. Hands on/micromanage. Assumes workers do not want to
work (Mistrust)
Theory Y: People like their work and will do a good job. Hands-off
The Evolution of Leadership Theory
Industrial: 1900-1930
Human Relations: 1930-1970
1970-Present
-Great man theory/trait theory
-Behavioral/situational/contingency leadership authorities: authoritarian, democratic,
Laissez-faire
-Transaction and transformational
-Full Range leadership theories
Great Man Trait Theories
-Some individuals are normally skilled leaders
-"leaders are born not made"
-People are born either to lead or born to follow
Contingency Leadership Styles
According to contingency leadership, no one style of leadership is fitting for every
situation
