Test Bank Essentials of Nursing
s3 s3 s3 s3
s3 Leadership & Management 7th Edition
s3 s3 s3 s3
Sally A. Weiss Complete All Chapters
s3 s3 s3 s3 s3 s3
2026 s3
,Chapter 1: Nursing Leadership and Management
s3 s3 s3 s3 s3
s3 MULTIPLE CHOICE s3
1. According to Henri Fayol, the functions of planning, organizing, coordinating, and
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
controlling are considered which aspect of management?
s3 s3 s3 s3 s3 s3 s3
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS: s3B, s3The s3management s3process s3includes s3planning, s3organizing, s3coordinating, s3and s3controlling. s3Management s3roles
s3include s3information s3processing, s3interpersonal s3relationships, s3and s3decision s3 making. s3Management s3functions s3include
s3planning, s3organizing, s3staffing, s3directing, s3coordinating, s3reporting, s3and s3budgeting. s3A s3taxonomy s3is s3a s3system s3that s3orders
s3principles s3into s3a s3grouping s3or s3 classification.
2. Which of the following is considered a decisional managerial role?
s3 s3 s3 s3 s3 s3 s3 s3 s3
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS: s3D, s3The s3decisional s3managerial s3roles s3include s3entrepreneur, s3disturbance s3handler, s3allocator s3of s3resources, s3and
s3negotiator. s3The s3information s3processing s3 managerial s3roles s3include s3 monitor, s3disseminator, s3and s3spokesperson. s3The
s3interpersonal s3 managerial s3roles s3 include s3 figurehead, s3leader, s3and s3liaison.
3. A nurse manager meets regularly with other nurse managers, participates on the
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
organizations committees, and attends meetings sponsored by professional organizations in
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
order to manage relationships. These activities are considered which function of a manager?
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
a. Informing
b. Problem solving s3
c. Monitoring
d. Networking
ANS: s3D, s3The s3role s3functions s3to s3manage s3relationships s3are s3networking, s3supporting, s3developing s3and s3mentoring, s3managing
s3conflict s3and s3team s3building, s3 motivating s3and s3inspiring, s3recognizing, s3and s3rewarding. s3 The s3role s3 functions s3to s3 manage s3the
s3 work s3are s3planning s3and s3organizing, s3problem s3solving, s3clarifying s3roles s3and s3objectives, s3informing, s3 monitoring, s3consulting,
s3and s3delegating.
4. A nurse was recently promoted to a middle-level manager position. The nurses title
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
would most likely be which of the following?
s3 s3 s3 s3 s3 s3 s3 s3
a. First-line manager s3
b. Director
c. Vice president of patient care services
s3 s3 s3 s3 s3
d. Chief nurse executive s3 s3
ANS: s3B, s3A s3middle-level s3manager s3is s3called s3a s3director. s3A s3low s3managerial- s3level s3job s3is s3called s3the s3first-line s3manager. s3A
s3nurse s3in s3an s3executive s3level s3role s3is s3called s3a s3chief s3nurse s3executive s3or s3vice s3president s3of s3patient s3care s3services.
5. A nurse manager who uses Frederick Taylors scientific management approach, would most
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
likely focus on which of the following?
s3 s3 s3 s3 s3 s3 s3
, a. General principles s3
b. Positional authority s3
c. Labor productivity
s3
d. Impersonal relations s3
ANS: s3C, s3The s3area s3of s3focus s3for s3scientific s3management s3is s3labor s3productivity. s3In s3bureaucratic s3theory, s3efficiency s3is
s3achieved s3through s3impersonal s3relations s3within s3a s3formal s3structure s3and s3is s3based s3on s3positional s3authority. s3Administrative
s3principle s3theory s3consists s3of s3principles s3of s3 management s3that s3are s3relevant s3to s3any s3organization.
6. According to Vrooms Theory of Motivation, force:
s3 s3 s3 s3 s3 s3
a. is the perceived possibility that the goal will be achieved.
s3 s3 s3 s3 s3 s3 s3 s3 s3
b. describes the amount of effort one will exert to reach ones goal.
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
c. describes people who have free will but choose to comply with orders they are given.
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
d. is a naturally forming social group that can become a contributor to an organization.
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
ANS: s3B, s3According s3to s3Vrooms s3Theory s3of s3Motivation, s3Force s3describes s3the s3amount s3of s3effort s3one s3will s3exert s3to s3reach
s3ones s3 goal. s3Valence s3speaks s3to s3 the s3level s3of s3attractiveness s3or s3unattractiveness s3of s3the s3goal. s3Expectancy s3is s3the s3perceived
s3possibility s3that s3the s3goal s3 will s3be s3achieved. s3Vrooms s3 Theory s3of s3Motivation s3can s3be s3demonstrated s3in s3the s3form s3of s3an
s3equation: s3Force s3= s3Valence s3Expectancy s3(Vroom, s31964). s3The s3theory s3proposes s3that s3this s3equation s3can s3help s3to s3predict
s3the s3 motivation, s3or s3force, s3of s3an s3individual s3as s3described s3by s3Vroom.
7. According to R. N. Lussier, motivation:
s3 s3 s3 s3 s3
a. is unconsciously demonstrated by people.
s3 s3 s3 s3
b. occurs externally to influence behavior.
s3 s3 s3 s3
c. is determined by others choices.
s3 s3 s3 s3
d. occurs internally to influence behavior.
s3 s3 s3 s3
ANS: s3D, s3Motivation s3is s3a s3process s3that s3occurs s3internally s3to s3influence s3and s3direct s3our s3behavior s3in s3order s3to s3satisfy s3needs.
s3Motivation s3is s3not s3explicitly s3demonstrated s3by s3people, s3but s3rather s3it s3is s3interpreted s3 from s3their s3behavior. s3Motivation s3is
s3 whatever s3influences s3our s3choices s3and s3creates s3direction, s3intensity, s3and s3persistence s3in s3our s3behavior.
8. According to R. N. Lussier, there are content motivation theories and process
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
motivation theories. Which of the following is considered a process motivation theory?
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
a. Equity theory s3
b. Hierarchy of needs theory s3 s3 s3
c. Existence-relatedness-growth theory s3
d. Hygiene maintenance and motivation factors
s3 s3 s3 s3
ANS: s3A, s3The s3process s3motivation s3theories s3are s3equity s3theory s3and s3expectancy s3theory. s3The s3content s3motivation s3theories
s3include s3Maslows s3hierarchy s3of s3needs s3theory, s3 Aldefers s3existence- s3relatedness-growth s3(ERG) s3theory, s3and s3Herzbergs
s3hygiene s3maintenance s3 factors s3and s3motivation s3 factors.
9. The theory that includes maintenance and motivation factors is:
s3 s3 s3 s3 s3 s3 s3 s3
a. Maslows hierarchy of needs. s3 s3 s3
b. Herzbergs two-factor theory. s3 s3
c. McGregors theory X and theory Y. s3 s3 s3 s3 s3
d. Ouchis theory Z. s3 s3
, ANS: s3B, s3The s3two-factor s3theory s3of s3motivation s3includes s3motivation s3and s3maintenance s3factors. s3Maslows s3hierarchy s3of s3needs
s3includes s3the s3following s3needs: s3physiological, s3safety, s3security, s3 belonging, s3and s3self-actualization. s3In s3theory s3X, s3employees
s3prefer s3security, s3direction, s3and s3minimal s3responsibility. s3In s3theory s3Y, s3employees s3enjoy s3their s3 work, s3show s3self-control s3and
s3discipline, s3are s3able s3to s3contribute s3creatively, s3and s3are s3 motivated s3by s3ties s3to s3the s3 group, s3organization, s3and s3the s3 work s3itself.
s3The s3focus s3of s3theory s3Z s3is s3collective s3decision s3 making s3and s3long-term s3employment s3that s3involves s3slower s3promotions s3and
s3less s3direct s3supervision.
10. A nurse is appointed to a leadership position in the local hospital. The nurses position
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
would be considered which of the following?
s3 s3 s3 s3 s3 s3 s3
a. Informal leadership s3
b. Formal leadership s3
c. Leadership
d. Management
ANS: s3B, s3Formal s3leadership s3is s3based s3on s3occupying s3a s3position s3in s3an s3organization. s3Informal s3leadership s3is s3shown s3by s3an
s3individual s3who s3demonstrates s3leadership s3outside s3the s3scope s3of s3a s3formal s3leadership s3role s3or s3as s3 a s3member s3of s3a s3group.
s3Leadership s3is s3a s3process s3of s3influence s3 whereby s3the s3leader s3influences s3others s3toward s3 goal s3achievement. s3Management s3is s3a
s3process s3to s3achieve s3organizational s3goals.
11. A nursing instructor is evaluating whether the nursing students understand the
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
three fundamental qualities that leaders share. According to Bennis and Nanus, the
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
fundamental qualities of effective leaders are:
s3 s3 s3 s3 s3 s3
a. guided vision, passion, and integrity.
s3 s3 s3 s3
b. knowledge of self, honesty, and maturity. s3 s3 s3 s3 s3
c. intelligence, self-confidence, and determination. s3 s3 s3
d. honesty, self-awareness, and sociability.
s3 s3 s3
ANS: s3ABennis s3and s3Nanus s3list s3guided s3vision, s3passion, s3and s3integrity s3as s3fundamental s3qualities s3of s3effective s3leaders.
s3Knowledge s3of s3self, s 3 honesty s 3 and s 3 maturity; s 3 intelligence, s 3 self-confidence s 3 and s 3 determination; s 3 self-awareness
s 3 and s 3 sociability s 3 are s 3 all s 3 desirable s3traits s3in s3leaders s3as s3 well s3as s3in s3others.
12. The six traits identified by Kirkpatrick and Locke that separate leaders from non-leaders were:
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
a. respectability, trustworthiness, flexibility, self-confidence, intelligence, sociability.
s3 s3 s3 s3 s3
b. self-confidence, progression of experiences, influence of others, personal life factors,
s3 s3 s3 s3 s3 s3 s3 s3 s3
honesty, drive.
s3 s3
c. intelligence, self-confidence, determination, integrity, sociability, honesty.
s3 s3 s3 s3 s3
d. drive, desire to lead, honesty, self-confidence, cognitive ability, knowledge of business.
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
ANS: s3D, s3Research s3by s3Kirkpatrick s3and s3Locke s3concluded s3that s3leaders s3possess s3six s3traits: s3drive, s3desire s3to s3lead, s3honesty,
s3self- s3confidence, s3cognitive s3ability, s3and s3knowledge s3of s3the s3business. s3 Woods s3identified s3five s3dominant s3factors s3that
s3influenced s3leadership s3development: s3self-confidence, s3innate s3qualities, s3progression s3of s3experience, s3influence s3of s3significant
s3others, s3and s3personal s3life s3 factors. s3Stogdill s3identified s3the s3following s3traits s3of s3a s3leader: s3intelligence, s3self- s3confidence,
s3determination, s3integrity, s3and s 3 sociability. s3Murphy s3and s3DeBack s3identified s3the s3following s3leader s3characteristics: s3caring,
s3respectability, s3trustworthiness, s3and s3flexibility.
13. A nurse manager who uses a leadership style that is participatory and where
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
authority is delegated to others is most likely using which of the following leadership
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
styles?
s3
a. Autocratic
b. Democratic
c. Laissez-faire
s3 s3 s3 s3
s3 Leadership & Management 7th Edition
s3 s3 s3 s3
Sally A. Weiss Complete All Chapters
s3 s3 s3 s3 s3 s3
2026 s3
,Chapter 1: Nursing Leadership and Management
s3 s3 s3 s3 s3
s3 MULTIPLE CHOICE s3
1. According to Henri Fayol, the functions of planning, organizing, coordinating, and
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
controlling are considered which aspect of management?
s3 s3 s3 s3 s3 s3 s3
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS: s3B, s3The s3management s3process s3includes s3planning, s3organizing, s3coordinating, s3and s3controlling. s3Management s3roles
s3include s3information s3processing, s3interpersonal s3relationships, s3and s3decision s3 making. s3Management s3functions s3include
s3planning, s3organizing, s3staffing, s3directing, s3coordinating, s3reporting, s3and s3budgeting. s3A s3taxonomy s3is s3a s3system s3that s3orders
s3principles s3into s3a s3grouping s3or s3 classification.
2. Which of the following is considered a decisional managerial role?
s3 s3 s3 s3 s3 s3 s3 s3 s3
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS: s3D, s3The s3decisional s3managerial s3roles s3include s3entrepreneur, s3disturbance s3handler, s3allocator s3of s3resources, s3and
s3negotiator. s3The s3information s3processing s3 managerial s3roles s3include s3 monitor, s3disseminator, s3and s3spokesperson. s3The
s3interpersonal s3 managerial s3roles s3 include s3 figurehead, s3leader, s3and s3liaison.
3. A nurse manager meets regularly with other nurse managers, participates on the
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
organizations committees, and attends meetings sponsored by professional organizations in
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
order to manage relationships. These activities are considered which function of a manager?
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
a. Informing
b. Problem solving s3
c. Monitoring
d. Networking
ANS: s3D, s3The s3role s3functions s3to s3manage s3relationships s3are s3networking, s3supporting, s3developing s3and s3mentoring, s3managing
s3conflict s3and s3team s3building, s3 motivating s3and s3inspiring, s3recognizing, s3and s3rewarding. s3 The s3role s3 functions s3to s3 manage s3the
s3 work s3are s3planning s3and s3organizing, s3problem s3solving, s3clarifying s3roles s3and s3objectives, s3informing, s3 monitoring, s3consulting,
s3and s3delegating.
4. A nurse was recently promoted to a middle-level manager position. The nurses title
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
would most likely be which of the following?
s3 s3 s3 s3 s3 s3 s3 s3
a. First-line manager s3
b. Director
c. Vice president of patient care services
s3 s3 s3 s3 s3
d. Chief nurse executive s3 s3
ANS: s3B, s3A s3middle-level s3manager s3is s3called s3a s3director. s3A s3low s3managerial- s3level s3job s3is s3called s3the s3first-line s3manager. s3A
s3nurse s3in s3an s3executive s3level s3role s3is s3called s3a s3chief s3nurse s3executive s3or s3vice s3president s3of s3patient s3care s3services.
5. A nurse manager who uses Frederick Taylors scientific management approach, would most
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
likely focus on which of the following?
s3 s3 s3 s3 s3 s3 s3
, a. General principles s3
b. Positional authority s3
c. Labor productivity
s3
d. Impersonal relations s3
ANS: s3C, s3The s3area s3of s3focus s3for s3scientific s3management s3is s3labor s3productivity. s3In s3bureaucratic s3theory, s3efficiency s3is
s3achieved s3through s3impersonal s3relations s3within s3a s3formal s3structure s3and s3is s3based s3on s3positional s3authority. s3Administrative
s3principle s3theory s3consists s3of s3principles s3of s3 management s3that s3are s3relevant s3to s3any s3organization.
6. According to Vrooms Theory of Motivation, force:
s3 s3 s3 s3 s3 s3
a. is the perceived possibility that the goal will be achieved.
s3 s3 s3 s3 s3 s3 s3 s3 s3
b. describes the amount of effort one will exert to reach ones goal.
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
c. describes people who have free will but choose to comply with orders they are given.
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
d. is a naturally forming social group that can become a contributor to an organization.
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
ANS: s3B, s3According s3to s3Vrooms s3Theory s3of s3Motivation, s3Force s3describes s3the s3amount s3of s3effort s3one s3will s3exert s3to s3reach
s3ones s3 goal. s3Valence s3speaks s3to s3 the s3level s3of s3attractiveness s3or s3unattractiveness s3of s3the s3goal. s3Expectancy s3is s3the s3perceived
s3possibility s3that s3the s3goal s3 will s3be s3achieved. s3Vrooms s3 Theory s3of s3Motivation s3can s3be s3demonstrated s3in s3the s3form s3of s3an
s3equation: s3Force s3= s3Valence s3Expectancy s3(Vroom, s31964). s3The s3theory s3proposes s3that s3this s3equation s3can s3help s3to s3predict
s3the s3 motivation, s3or s3force, s3of s3an s3individual s3as s3described s3by s3Vroom.
7. According to R. N. Lussier, motivation:
s3 s3 s3 s3 s3
a. is unconsciously demonstrated by people.
s3 s3 s3 s3
b. occurs externally to influence behavior.
s3 s3 s3 s3
c. is determined by others choices.
s3 s3 s3 s3
d. occurs internally to influence behavior.
s3 s3 s3 s3
ANS: s3D, s3Motivation s3is s3a s3process s3that s3occurs s3internally s3to s3influence s3and s3direct s3our s3behavior s3in s3order s3to s3satisfy s3needs.
s3Motivation s3is s3not s3explicitly s3demonstrated s3by s3people, s3but s3rather s3it s3is s3interpreted s3 from s3their s3behavior. s3Motivation s3is
s3 whatever s3influences s3our s3choices s3and s3creates s3direction, s3intensity, s3and s3persistence s3in s3our s3behavior.
8. According to R. N. Lussier, there are content motivation theories and process
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
motivation theories. Which of the following is considered a process motivation theory?
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
a. Equity theory s3
b. Hierarchy of needs theory s3 s3 s3
c. Existence-relatedness-growth theory s3
d. Hygiene maintenance and motivation factors
s3 s3 s3 s3
ANS: s3A, s3The s3process s3motivation s3theories s3are s3equity s3theory s3and s3expectancy s3theory. s3The s3content s3motivation s3theories
s3include s3Maslows s3hierarchy s3of s3needs s3theory, s3 Aldefers s3existence- s3relatedness-growth s3(ERG) s3theory, s3and s3Herzbergs
s3hygiene s3maintenance s3 factors s3and s3motivation s3 factors.
9. The theory that includes maintenance and motivation factors is:
s3 s3 s3 s3 s3 s3 s3 s3
a. Maslows hierarchy of needs. s3 s3 s3
b. Herzbergs two-factor theory. s3 s3
c. McGregors theory X and theory Y. s3 s3 s3 s3 s3
d. Ouchis theory Z. s3 s3
, ANS: s3B, s3The s3two-factor s3theory s3of s3motivation s3includes s3motivation s3and s3maintenance s3factors. s3Maslows s3hierarchy s3of s3needs
s3includes s3the s3following s3needs: s3physiological, s3safety, s3security, s3 belonging, s3and s3self-actualization. s3In s3theory s3X, s3employees
s3prefer s3security, s3direction, s3and s3minimal s3responsibility. s3In s3theory s3Y, s3employees s3enjoy s3their s3 work, s3show s3self-control s3and
s3discipline, s3are s3able s3to s3contribute s3creatively, s3and s3are s3 motivated s3by s3ties s3to s3the s3 group, s3organization, s3and s3the s3 work s3itself.
s3The s3focus s3of s3theory s3Z s3is s3collective s3decision s3 making s3and s3long-term s3employment s3that s3involves s3slower s3promotions s3and
s3less s3direct s3supervision.
10. A nurse is appointed to a leadership position in the local hospital. The nurses position
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
would be considered which of the following?
s3 s3 s3 s3 s3 s3 s3
a. Informal leadership s3
b. Formal leadership s3
c. Leadership
d. Management
ANS: s3B, s3Formal s3leadership s3is s3based s3on s3occupying s3a s3position s3in s3an s3organization. s3Informal s3leadership s3is s3shown s3by s3an
s3individual s3who s3demonstrates s3leadership s3outside s3the s3scope s3of s3a s3formal s3leadership s3role s3or s3as s3 a s3member s3of s3a s3group.
s3Leadership s3is s3a s3process s3of s3influence s3 whereby s3the s3leader s3influences s3others s3toward s3 goal s3achievement. s3Management s3is s3a
s3process s3to s3achieve s3organizational s3goals.
11. A nursing instructor is evaluating whether the nursing students understand the
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
three fundamental qualities that leaders share. According to Bennis and Nanus, the
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
fundamental qualities of effective leaders are:
s3 s3 s3 s3 s3 s3
a. guided vision, passion, and integrity.
s3 s3 s3 s3
b. knowledge of self, honesty, and maturity. s3 s3 s3 s3 s3
c. intelligence, self-confidence, and determination. s3 s3 s3
d. honesty, self-awareness, and sociability.
s3 s3 s3
ANS: s3ABennis s3and s3Nanus s3list s3guided s3vision, s3passion, s3and s3integrity s3as s3fundamental s3qualities s3of s3effective s3leaders.
s3Knowledge s3of s3self, s 3 honesty s 3 and s 3 maturity; s 3 intelligence, s 3 self-confidence s 3 and s 3 determination; s 3 self-awareness
s 3 and s 3 sociability s 3 are s 3 all s 3 desirable s3traits s3in s3leaders s3as s3 well s3as s3in s3others.
12. The six traits identified by Kirkpatrick and Locke that separate leaders from non-leaders were:
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
a. respectability, trustworthiness, flexibility, self-confidence, intelligence, sociability.
s3 s3 s3 s3 s3
b. self-confidence, progression of experiences, influence of others, personal life factors,
s3 s3 s3 s3 s3 s3 s3 s3 s3
honesty, drive.
s3 s3
c. intelligence, self-confidence, determination, integrity, sociability, honesty.
s3 s3 s3 s3 s3
d. drive, desire to lead, honesty, self-confidence, cognitive ability, knowledge of business.
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
ANS: s3D, s3Research s3by s3Kirkpatrick s3and s3Locke s3concluded s3that s3leaders s3possess s3six s3traits: s3drive, s3desire s3to s3lead, s3honesty,
s3self- s3confidence, s3cognitive s3ability, s3and s3knowledge s3of s3the s3business. s3 Woods s3identified s3five s3dominant s3factors s3that
s3influenced s3leadership s3development: s3self-confidence, s3innate s3qualities, s3progression s3of s3experience, s3influence s3of s3significant
s3others, s3and s3personal s3life s3 factors. s3Stogdill s3identified s3the s3following s3traits s3of s3a s3leader: s3intelligence, s3self- s3confidence,
s3determination, s3integrity, s3and s 3 sociability. s3Murphy s3and s3DeBack s3identified s3the s3following s3leader s3characteristics: s3caring,
s3respectability, s3trustworthiness, s3and s3flexibility.
13. A nurse manager who uses a leadership style that is participatory and where
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
authority is delegated to others is most likely using which of the following leadership
s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3 s3
styles?
s3
a. Autocratic
b. Democratic
c. Laissez-faire
