e h
a r
K
, e h
a r
K
, a. General principles
b. Positional authority
c. Labor productivity
d. Impersonal relations
ANS: C, The area of focus for scientific management is labor productivity. In bureaucratic theory, efficiency is achieved through
impersonal relations within a formal structure and is based on positional authority. Administrative principle theory consists of
principles of management that are relevant to any organization.
2. According to Vrooms Theory of Motivation, force:
a. is the perceived possibility that the goal will be achieved.
b. describes the amount of effort one will exert to reach ones goal.
c. describes people who have free will but choose to comply with orders they are given.
d. is a naturally forming social group that can become a contributor to an organization.
ANS: B, According to Vrooms Theory of Motivation, Force describes the amount of effort one will exert to reach ones goal.
Valence speaks to the level of attractiveness or unattractiveness of the goal. Expectancy is the perceived possibility that the goal
h
will be achieved. Vrooms Theory of Motivation can be demonstrated in the form of an equation: Force = Valence Expectancy
(Vroom, 1964). The theory proposes that this equation can help to predict the motivation, or force, of an individual as described
by Vroom.
e
3. According to R. N. Lussier, motivation:
a. is unconsciously demonstrated by people.
r
b. occurs externally to influence behavior.
a
c. is determined by others choices.
d. occurs internally to influence behavior.
K
ANS: D, Motivation is a process that occurs internally to influence and direct our behavior in order to satisfy needs. Motivation
is not explicitly demonstrated by people, but rather it is interpreted from their behavior. Motivation is whatever influences our
choices and creates direction, intensity, and persistence in our behavior.
4. According to R. N. Lussier, there are content motivation theories and process motivation
theories. Which of the following is considered a process motivation theory?
a. Equity theory
b. Hierarchy of needs theory
c. Existence-relatedness-growth theory
d. Hygiene maintenance and motivation factors
ANS: A, The process motivation theories are equity theory and expectancy theory. The content motivation theories include
Maslows hierarchy of needs theory, Aldefers existence- relatedness-growth (ERG) theory, and Herzbergs hygiene maintenance
factors and motivation factors.
5. The theory that includes maintenance and motivation factors is:
a. Maslows hierarchy of needs.
b. Herzbergs two-factor theory.
c. McGregors theory X and theory Y.
d. Ouchis theory Z.
ANS: B, The two-factor theory of motivation includes motivation and maintenance factors. Maslows hierarchy of needs includes
the following needs: physiological, safety, security, belonging, and self-actualization. In theory X, employees prefer security,
direction, and minimal responsibility. In theory Y, employees enjoy their work, show self-control and discipline, are able to
1
, contribute creatively, and are motivated by ties to the group, organization, and the work itself. The focus of theory Z is collective
decision making and long-term employment that involves slower promotions and less direct supervision.
6. A nurse is appointed to a leadership position in the local hospital. The nurses position would be
considered which of the following?
a. Informal leadership
b. Formal leadership
c. Leadership
d. Management
ANS: B, Formal leadership is based on occupying a position in an organization. Informal leadership is shown by an individual
who demonstrates leadership outside the scope of a formal leadership role or as a member of a group. Leadership is a process of
influence whereby the leader influences others toward goal achievement. Management is a process to achieve organizational
goals.
7. A nursing instructor is evaluating whether the nursing students understand the three
fundamental qualities that leaders share. According to Bennis and Nanus, the fundamental
qualities of effective leaders are:
h
a. guided vision, passion, and integrity.
b. knowledge of self, honesty, and maturity.
e
c. intelligence, self-confidence, and determination.
d. honesty, self-awareness, and sociability.
r
ANS: ABennis and Nanus list guided vision, passion, and integrity as fundamental qualities of effective leaders. Knowledge of
a
self, honesty and maturity; intelligence, self-confidence and determination; self-awareness and sociability are all desirable
traits in leaders as well as in others.
K
8. The six traits identified by Kirkpatrick and Locke that separate leaders from non-leaders were:
a. respectability, trustworthiness, flexibility, self-confidence, intelligence, sociability.
b. self-confidence, progression of experiences, influence of others, personal life factors, honesty,
drive.
c. intelligence, self-confidence, determination, integrity, sociability, honesty.
d. drive, desire to lead, honesty, self-confidence, cognitive ability, knowledge of business.
ANS: D, Research by Kirkpatrick and Locke concluded that leaders possess six traits: drive, desire to lead, honesty, self-
confidence, cognitive ability, and knowledge of the business. Woods identified five dominant factors that influenced leadership
development: self-confidence, innate qualities, progression of experience, influence of significant others, and personal life
factors. Stogdill identified the following traits of a leader: intelligence, self- confidence, determination, integrity, and
sociability. Murphy and DeBack identified the following leader characteristics: caring, respectability, trustworthiness, and
flexibility.
9. A nurse manager who uses a leadership style that is participatory and where authority
is delegated to others is most likely using which of the following leadership styles?
a. Autocratic
b. Democratic
c. Laissez-faire
d. Employee-centered
ANS: B, Democratic leadership is participatory, and authority is delegated to others. Autocratic leadership involves centralized
decision making, with the leader making decisions and using power to command and control others. Laissez-faire leadership is
passive and permissive, and the leader defers decision making. Employee-centered leadership focuses on the human needs of
subordinates.
2
a r
K
, e h
a r
K
, a. General principles
b. Positional authority
c. Labor productivity
d. Impersonal relations
ANS: C, The area of focus for scientific management is labor productivity. In bureaucratic theory, efficiency is achieved through
impersonal relations within a formal structure and is based on positional authority. Administrative principle theory consists of
principles of management that are relevant to any organization.
2. According to Vrooms Theory of Motivation, force:
a. is the perceived possibility that the goal will be achieved.
b. describes the amount of effort one will exert to reach ones goal.
c. describes people who have free will but choose to comply with orders they are given.
d. is a naturally forming social group that can become a contributor to an organization.
ANS: B, According to Vrooms Theory of Motivation, Force describes the amount of effort one will exert to reach ones goal.
Valence speaks to the level of attractiveness or unattractiveness of the goal. Expectancy is the perceived possibility that the goal
h
will be achieved. Vrooms Theory of Motivation can be demonstrated in the form of an equation: Force = Valence Expectancy
(Vroom, 1964). The theory proposes that this equation can help to predict the motivation, or force, of an individual as described
by Vroom.
e
3. According to R. N. Lussier, motivation:
a. is unconsciously demonstrated by people.
r
b. occurs externally to influence behavior.
a
c. is determined by others choices.
d. occurs internally to influence behavior.
K
ANS: D, Motivation is a process that occurs internally to influence and direct our behavior in order to satisfy needs. Motivation
is not explicitly demonstrated by people, but rather it is interpreted from their behavior. Motivation is whatever influences our
choices and creates direction, intensity, and persistence in our behavior.
4. According to R. N. Lussier, there are content motivation theories and process motivation
theories. Which of the following is considered a process motivation theory?
a. Equity theory
b. Hierarchy of needs theory
c. Existence-relatedness-growth theory
d. Hygiene maintenance and motivation factors
ANS: A, The process motivation theories are equity theory and expectancy theory. The content motivation theories include
Maslows hierarchy of needs theory, Aldefers existence- relatedness-growth (ERG) theory, and Herzbergs hygiene maintenance
factors and motivation factors.
5. The theory that includes maintenance and motivation factors is:
a. Maslows hierarchy of needs.
b. Herzbergs two-factor theory.
c. McGregors theory X and theory Y.
d. Ouchis theory Z.
ANS: B, The two-factor theory of motivation includes motivation and maintenance factors. Maslows hierarchy of needs includes
the following needs: physiological, safety, security, belonging, and self-actualization. In theory X, employees prefer security,
direction, and minimal responsibility. In theory Y, employees enjoy their work, show self-control and discipline, are able to
1
, contribute creatively, and are motivated by ties to the group, organization, and the work itself. The focus of theory Z is collective
decision making and long-term employment that involves slower promotions and less direct supervision.
6. A nurse is appointed to a leadership position in the local hospital. The nurses position would be
considered which of the following?
a. Informal leadership
b. Formal leadership
c. Leadership
d. Management
ANS: B, Formal leadership is based on occupying a position in an organization. Informal leadership is shown by an individual
who demonstrates leadership outside the scope of a formal leadership role or as a member of a group. Leadership is a process of
influence whereby the leader influences others toward goal achievement. Management is a process to achieve organizational
goals.
7. A nursing instructor is evaluating whether the nursing students understand the three
fundamental qualities that leaders share. According to Bennis and Nanus, the fundamental
qualities of effective leaders are:
h
a. guided vision, passion, and integrity.
b. knowledge of self, honesty, and maturity.
e
c. intelligence, self-confidence, and determination.
d. honesty, self-awareness, and sociability.
r
ANS: ABennis and Nanus list guided vision, passion, and integrity as fundamental qualities of effective leaders. Knowledge of
a
self, honesty and maturity; intelligence, self-confidence and determination; self-awareness and sociability are all desirable
traits in leaders as well as in others.
K
8. The six traits identified by Kirkpatrick and Locke that separate leaders from non-leaders were:
a. respectability, trustworthiness, flexibility, self-confidence, intelligence, sociability.
b. self-confidence, progression of experiences, influence of others, personal life factors, honesty,
drive.
c. intelligence, self-confidence, determination, integrity, sociability, honesty.
d. drive, desire to lead, honesty, self-confidence, cognitive ability, knowledge of business.
ANS: D, Research by Kirkpatrick and Locke concluded that leaders possess six traits: drive, desire to lead, honesty, self-
confidence, cognitive ability, and knowledge of the business. Woods identified five dominant factors that influenced leadership
development: self-confidence, innate qualities, progression of experience, influence of significant others, and personal life
factors. Stogdill identified the following traits of a leader: intelligence, self- confidence, determination, integrity, and
sociability. Murphy and DeBack identified the following leader characteristics: caring, respectability, trustworthiness, and
flexibility.
9. A nurse manager who uses a leadership style that is participatory and where authority
is delegated to others is most likely using which of the following leadership styles?
a. Autocratic
b. Democratic
c. Laissez-faire
d. Employee-centered
ANS: B, Democratic leadership is participatory, and authority is delegated to others. Autocratic leadership involves centralized
decision making, with the leader making decisions and using power to command and control others. Laissez-faire leadership is
passive and permissive, and the leader defers decision making. Employee-centered leadership focuses on the human needs of
subordinates.
2
