Test Bank for Nursing Leadership and Management
g g g g g g
Chapterg1:gNursinggLeadershipgandgManagementg
MULTIPLEgCHOICE
1. AccordinggtogHenrigFayol,gthegfunctionsgofgplanning,gorganizing,gcoordinating,gandgcontrollingg
aregconsideredgwhichgaspectgofgmanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:gB,gThegmanagementgprocessgincludesgplanning,gorganizing,gcoordinating,gandgcontrolling.gManagementgrolesgincludeginf
ormationgprocessing,ginterpersonalgrelationships,gandgdecisiongmaking.gManagementgfunctionsgincludegplanning,gorganizing,gstaf
fing,gdirecting,gcoordinating,greporting,gandgbudgeting.gAgtaxonomygisgagsystemgthatgordersgprinciplesgintogaggroupinggorgclassif
ication.
2. Whichgofgthegfollowinggisgconsideredgagdecisionalgmanagerialgrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:gD,gThegdecisionalgmanagerialgrolesgincludegentrepreneur,gdisturbanceghandler,gallocatorgofgresources,gandgnegotiator.gTh
eginformationgprocessinggmanagerialgrolesgincludegmonitor,gdisseminator,gandgspokesperson.gTheginterpersonalgmanagerialgrol
esgincludegfigurehead,gleader,gandgliaison.
3. Agnursegmanagergmeetsgregularlygwithgothergnursegmanagers,gparticipatesgongthegorganization
sgcommittees,gandgattendsgmeetingsgsponsoredgbygprofessionalgorganizationsgingordergtogmanagegre
lationships.gThesegactivitiesgaregconsideredgwhichgfunctiongofgagmanager?
a. Informing
b. Problemgsolving
c. Monitoring
d. Networking
ANS:gD,gThegrolegfunctionsgtogmanagegrelationshipsgaregnetworking,gsupporting,gdevelopinggandgmentoring,gmanaginggconflic
tgandgteamgbuilding,gmotivatinggandginspiring,grecognizing,gandgrewarding.gThegrolegfunctionsgtogmanagegthegworkgaregplanni
nggandgorganizing,gproblemgsolving,gclarifyinggrolesgandgobjectives,ginforming,gmonitoring,gconsulting,gandgdelegating.
4. Agnursegwasgrecentlygpromotedgtogagmiddle-
levelgmanagergposition.gThegnursesgtitlegwouldgmostglikelygbegwhichgofgthegfollowing?
a. First-linegmanager
b. Director
c. Vicegpresidentgofgpatientgcaregservices
d. Chiefgnursegexecutive
ANS:gB,gAgmiddle-levelgmanagergisgcalledgagdirector.gAglowgmanagerial-glevelgjobgisgcalledgthegfirst-
linegmanager.gAgnursegingangexecutiveglevelgrolegisgcalledgagchiefgnursegexecutivegorgvicegpresidentgofgpatientgcaregservices.
5. AgnursegmanagergwhogusesgFrederickgTaylorsgscientificgmanagementgapproach,gwouldgmostglikelyg
focusgongwhichgofgthegfollowing?
, a. Generalgprinciples
b. Positionalgauthority
c. Laborgproductivity
d. Impersonalgrelations
ANS:gC,gThegareagofgfocusgforgscientificgmanagementgisglaborgproductivity.gIngbureaucraticgtheory,gefficiencygisgachievedgthroug
hgimpersonalgrelationsgwithingagformalgstructuregandgisgbasedgongpositionalgauthority.gAdministrativegprinciplegtheorygconsistsg
ofgprinciplesgofgmanagementgthatgaregrelevantgtoganygorganization.
6. AccordinggtogVroomsgTheorygofgMotivation,gforce:
a. isgthegperceivedgpossibilitygthatgtheggoalgwillgbegachieved.
b. describesgthegamountgofgeffortgonegwillgexertgtogreachgonesggoal.
c. describesgpeoplegwhoghavegfreegwillgbutgchoosegtogcomplygwithgordersgtheygareggiven.
d. isgagnaturallygforminggsocialggroupgthatgcangbecomegagcontributorgtogangorganization.
ANS:gB,gAccordinggtogVroomsgTheorygofgMotivation,gForcegdescribesgthegamountgofgeffortgonegwillgexertgtogreachgonesggoal.g
Valencegspeaksgtogtheglevelgofgattractivenessgorgunattractivenessgofgtheggoal.g Expectancygisgthegperceivedgpossibilitygthatgtheggoal
gwillgbegachieved.gVroomsgTheorygofgMotivationgcangbegdemonstratedgingthegformgofgangequation:gForceg=gValencegExpectanc
yg(Vroom,g1964).gThegtheorygproposesgthatgthisgequationgcanghelpgtogpredictgthegmotivation,gorgforce,gofgangindividualgasgdescrib
edgbygVroom.
7. AccordinggtogR.gN.gLussier,gmotivation:
a. isgunconsciouslygdemonstratedgbygpeople.
b. occursgexternallygtoginfluencegbehavior.
c. isgdeterminedgbygothersgchoices.
d. occursginternallygtoginfluencegbehavior.
ANS:gD,gMotivationgisgagprocessgthatgoccursginternallygtoginfluencegandgdirectgourgbehaviorgingordergtogsatisfygneeds.gMotivatio
ngisgnotgexplicitlygdemonstratedgbygpeople,gbutgrathergitgisginterpretedgfromgtheirgbehavior.gMotivationgisgwhateverginfluencesgo
urgchoicesgandgcreatesgdirection,gintensity,gandgpersistencegingourgbehavior.
8. AccordinggtogR.gN.gLussier,gtheregaregcontentgmotivationgtheoriesgandgprocessgmotivationg
theories.gWhichgofgthegfollowinggisgconsideredgagprocessgmotivationgtheory?
a. Equitygtheory
b. Hierarchygofgneedsgtheory
c. Existence-relatedness-growthg theory
d. Hygienegmaintenancegandgmotivationgfactors
ANS:gA,gThegprocessgmotivationgtheoriesgaregequitygtheorygandgexpectancygtheory.gThegcontentgmotivationgtheoriesgincludegM
aslowsghierarchygofgneedsgtheory,gAldefersgexistence-grelatedness-
growthg(ERG)gtheory,gandgHerzbergsghygienegmaintenancegfactorsgandgmotivationgfactors.
9. Thegtheorygthatgincludesgmaintenancegandgmotivationgfactorsgis:
a. Maslowsghierarchygofgneeds.
b. Herzbergsgtwo-factorgtheory.
c. McGregorsgtheorygXgandgtheorygY.
d. OuchisgtheorygZ.
,ANS:gB,gThegtwo-
factorgtheorygofgmotivationgincludesgmotivationgandgmaintenancegfactors.gMaslowsghierarchygofgneedsgincludesgthegfollowinggne
eds:gphysiological,gsafety,gsecurity,gbelonging,gandgself-
actualization.gIngtheorygX,gemployeesgprefergsecurity,gdirection,gandgminimalgresponsibility.gIngtheorygY,gemployeesgenjoygthei
rgwork,gshowgself-
controlgandgdiscipline,garegablegtogcontributegcreatively,gandgaregmotivatedgbygtiesgtogtheggroup,gorganization,gandgthegworkgitself
.gThegfocusgofgtheorygZgisgcollectivegdecisiongmakinggandglong-
termgemploymentgthatginvolvesgslowergpromotionsgandglessgdirectgsupervision.
10. Agnursegisgappointedgtogagleadershipgpositiongingtheglocalghospital.gThegnursesgpositiongwouldgbeg
consideredgwhichgofgthegfollowing?
a. Informalgleadership
b. Formalgleadership
c. Leadership
d. Management
ANS:gB,gFormalgleadershipgisgbasedgongoccupyinggagpositiongingangorganization.gInformalgleadershipgisgshowngbygangindividualg
whogdemonstratesgleadershipgoutsidegthegscopegofgagformalgleadershipgrolegorgasgagmembergofgaggroup.gLeadershipgisgagprocessgo
fginfluencegwherebygthegleaderginfluencesgothersgtowardggoalgachievement.gManagementgisgagprocessgtogachievegorganizationalg
goals.
11. Agnursingginstructorgisgevaluatinggwhethergthegnursinggstudentsgunderstandgthegthreegf
undamentalgqualitiesgthatgleadersgshare.gAccordinggtogBennisgandgNanus,gthegfundamentalgq
ualitiesgofgeffectivegleadersgare:
a. guidedgvision,gpassion,gandgintegrity.
b. knowledgegofgself,ghonesty,gandgmaturity.
c. intelligence,gself-confidence,gandgdetermination.
d. honesty,gself-awareness,gandgsociability.
ANS:gABennisgandgNanusglistgguidedgvision,gpassion,gandgintegritygasgfundamentalgqualitiesgofgeffectivegleaders.gKnowledgego
fgself,ghonestygandgmaturity;gintelligence,g self-confidencegandgdetermination;gself-
awarenessgandgsociabilitygaregallgdesirablegtraitsgingleadersgasgwellgasgingothers.
12. ThegsixgtraitsgidentifiedgbygKirkpatrickgandgLockegthatgseparategleadersgfromgnon-leadersgwere:
a. respectability,gtrustworthiness,gflexibility,gself-confidence,gintelligence,gsociability.
b. self-
confidence,gprogressiongofgexperiences,ginfluencegofgothers,gpersonalglifegfactors,ghonesty,gdriv
e.
c. intelligence,gself-confidence,gdetermination,gintegrity,gsociability,ghonesty.
d. drive,gdesiregtoglead,ghonesty,gself-confidence,gcognitivegability,gknowledgegofgbusiness.
ANS:gD,gResearchgbygKirkpatrickgandgLockegconcludedgthatgleadersgpossessgsixgtraits:gdrive,gdesiregtoglead,ghonesty,gself-
gconfidence,gcognitivegability,gandgknowledgegofgthegbusiness.gWoodsgidentifiedgfivegdominantgfactorsgthatginfluencedgleadership
gdevelopment:gself-
confidence,ginnategqualities,gprogressiongofgexperience,ginfluencegofgsignificantgothers,gandgpersonalglifegfactors.gStogdillgident
ifiedgthegfollowinggtraitsgofgagleader:gintelligence,gself-
gconfidence,gdetermination,gintegrity,gandgsociability.gMurphygandgDeBackgidentifiedgthegfollowinggleadergcharacteristics:gcari
ng,grespectability,gtrustworthiness,gandgflexibility.
13. Agnursegmanagergwhogusesgagleadershipgstylegthatgisgparticipatorygandgwheregauthoritygi
sgdelegatedgtogothersgisgmostglikelygusinggwhichgofgthegfollowinggleadershipgstyles?
a. Autocratic
b. Democratic
c. Laissez-faire
, d. Employee-centered
ANS:gB,gDemocraticgleadershipgisgparticipatory,gandgauthoritygisgdelegatedgtogothers.gAutocraticgleadershipginvolvesgcentralized
gdecisiongmaking,gwithgthegleadergmakinggdecisionsgandgusinggpowergtogcommandgandgcontrolgothers.gLaissez-
fairegleadershipgisgpassivegandgpermissive,gandgthegleadergdefersgdecisiongmaking.gEmployee-
centeredgleadershipgfocusesgongtheghumangneedsgofgsubordinates.
14. Agcharacteristicgofgthegconsiderationgdimensiongofgleadershipgbehaviorgis:
a. focusgongthegworkgtogbegdone
b. focusgongthegtask.
c. focusgongproduction.
d. focusgongthegemployee.
ANS:gD,gThegleadershipgdimensiongofgconsiderationginvolvesgactivitiesgthatgfocusgongthegemployee.gInitiatinggstructuresgofgleade
rshipginvolvesgangemphasisgongthegworkgtogbegdone,gandgagfocusgongthegtaskgandgproduction.
15. Thegleadershipgtheorygthatgconsidersgfollowergreadinessgasgagfactorgingdeterminingg
leadershipgstylegis:
a. contingency.
b. pathggoal.
a. situational.
c. charismatic.
ANS:gC,gSituationalgleadershipgconsidersgthegfollowergreadinessgasgagfactorgingdetermininggleadershipgstyle.gContingencygtheoryg
viewsgthegpatterngofgleadergbehaviorgasgdependentgongtheginteractiongofgthegpersonalitygofgthegleadergandgthegneedsgofgthegsituatio
n.gIngpathggoalgtheory,gthegleadergworksgtogmotivategfollowersgandginfluenceggoalgaccomplishment.gCharismaticgleadershipghasga
nginspirationalgqualitygthatgpromotesgangemotionalgconnectiongfromgfollowers.
16. Ingcontingencygtheory,gthegfeelingsgandgattitudesgofgfollowersgregardinggacceptance,gtrust,gandg
credibilitygofgthegleadergaregcalled:
a. taskgstructure.
b. positiongpower.
c. lowgtaskgstructure.
d. leader-memberg relations.
ANS:gD,gIngcontingencygtheory,gleader-
membergrelationsgaregthegfeelingsgandgattitudesgofgfollowersgregardinggacceptance,gtrust,gandgcredibilitygofgthegleader.gTaskgstruc
turegofgcontingencygtheorygmeansgthegdegreegthatgworkgisgdefined,gwithgspecificgprocedures,gexplicitgdirections,gandggoals.gLow
gtaskgstructureginvolvesgworkgthatgisgnotgroutine,gpredictable,gorgclearlygdefined.gPositiongpowergingcontingencygtheorygisgthegde
greegofgformalgauthoritygandginfluencegassociatedgwithgthegleader.gREF:gFIEDLERSgCONTINGENCYgTHEORY
17. Ingsituationalgtheory,gagtellinggleadershipgstylegisgconsidered:
a. highgtask,ghighgrelationshipgbehavior.
b. highg task,g lowg relationshipg behavior.
c. lowg task,g highg relationshipg behavior.
d. lowgtask,glowgrelationshipgbehavior.
ANS:gB,gAgtellinggleadershipgstylegisghighgtaskgbehaviorgandglowgrelationshipgbehavior.gAghighgtask,ghighgr
elationshipgstylegisgcalledgagsellinggleadershipgstyle.gAglowgtaskgandghighgrelationshipgstylegisgcalledga
g g g g g g
Chapterg1:gNursinggLeadershipgandgManagementg
MULTIPLEgCHOICE
1. AccordinggtogHenrigFayol,gthegfunctionsgofgplanning,gorganizing,gcoordinating,gandgcontrollingg
aregconsideredgwhichgaspectgofgmanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:gB,gThegmanagementgprocessgincludesgplanning,gorganizing,gcoordinating,gandgcontrolling.gManagementgrolesgincludeginf
ormationgprocessing,ginterpersonalgrelationships,gandgdecisiongmaking.gManagementgfunctionsgincludegplanning,gorganizing,gstaf
fing,gdirecting,gcoordinating,greporting,gandgbudgeting.gAgtaxonomygisgagsystemgthatgordersgprinciplesgintogaggroupinggorgclassif
ication.
2. Whichgofgthegfollowinggisgconsideredgagdecisionalgmanagerialgrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:gD,gThegdecisionalgmanagerialgrolesgincludegentrepreneur,gdisturbanceghandler,gallocatorgofgresources,gandgnegotiator.gTh
eginformationgprocessinggmanagerialgrolesgincludegmonitor,gdisseminator,gandgspokesperson.gTheginterpersonalgmanagerialgrol
esgincludegfigurehead,gleader,gandgliaison.
3. Agnursegmanagergmeetsgregularlygwithgothergnursegmanagers,gparticipatesgongthegorganization
sgcommittees,gandgattendsgmeetingsgsponsoredgbygprofessionalgorganizationsgingordergtogmanagegre
lationships.gThesegactivitiesgaregconsideredgwhichgfunctiongofgagmanager?
a. Informing
b. Problemgsolving
c. Monitoring
d. Networking
ANS:gD,gThegrolegfunctionsgtogmanagegrelationshipsgaregnetworking,gsupporting,gdevelopinggandgmentoring,gmanaginggconflic
tgandgteamgbuilding,gmotivatinggandginspiring,grecognizing,gandgrewarding.gThegrolegfunctionsgtogmanagegthegworkgaregplanni
nggandgorganizing,gproblemgsolving,gclarifyinggrolesgandgobjectives,ginforming,gmonitoring,gconsulting,gandgdelegating.
4. Agnursegwasgrecentlygpromotedgtogagmiddle-
levelgmanagergposition.gThegnursesgtitlegwouldgmostglikelygbegwhichgofgthegfollowing?
a. First-linegmanager
b. Director
c. Vicegpresidentgofgpatientgcaregservices
d. Chiefgnursegexecutive
ANS:gB,gAgmiddle-levelgmanagergisgcalledgagdirector.gAglowgmanagerial-glevelgjobgisgcalledgthegfirst-
linegmanager.gAgnursegingangexecutiveglevelgrolegisgcalledgagchiefgnursegexecutivegorgvicegpresidentgofgpatientgcaregservices.
5. AgnursegmanagergwhogusesgFrederickgTaylorsgscientificgmanagementgapproach,gwouldgmostglikelyg
focusgongwhichgofgthegfollowing?
, a. Generalgprinciples
b. Positionalgauthority
c. Laborgproductivity
d. Impersonalgrelations
ANS:gC,gThegareagofgfocusgforgscientificgmanagementgisglaborgproductivity.gIngbureaucraticgtheory,gefficiencygisgachievedgthroug
hgimpersonalgrelationsgwithingagformalgstructuregandgisgbasedgongpositionalgauthority.gAdministrativegprinciplegtheorygconsistsg
ofgprinciplesgofgmanagementgthatgaregrelevantgtoganygorganization.
6. AccordinggtogVroomsgTheorygofgMotivation,gforce:
a. isgthegperceivedgpossibilitygthatgtheggoalgwillgbegachieved.
b. describesgthegamountgofgeffortgonegwillgexertgtogreachgonesggoal.
c. describesgpeoplegwhoghavegfreegwillgbutgchoosegtogcomplygwithgordersgtheygareggiven.
d. isgagnaturallygforminggsocialggroupgthatgcangbecomegagcontributorgtogangorganization.
ANS:gB,gAccordinggtogVroomsgTheorygofgMotivation,gForcegdescribesgthegamountgofgeffortgonegwillgexertgtogreachgonesggoal.g
Valencegspeaksgtogtheglevelgofgattractivenessgorgunattractivenessgofgtheggoal.g Expectancygisgthegperceivedgpossibilitygthatgtheggoal
gwillgbegachieved.gVroomsgTheorygofgMotivationgcangbegdemonstratedgingthegformgofgangequation:gForceg=gValencegExpectanc
yg(Vroom,g1964).gThegtheorygproposesgthatgthisgequationgcanghelpgtogpredictgthegmotivation,gorgforce,gofgangindividualgasgdescrib
edgbygVroom.
7. AccordinggtogR.gN.gLussier,gmotivation:
a. isgunconsciouslygdemonstratedgbygpeople.
b. occursgexternallygtoginfluencegbehavior.
c. isgdeterminedgbygothersgchoices.
d. occursginternallygtoginfluencegbehavior.
ANS:gD,gMotivationgisgagprocessgthatgoccursginternallygtoginfluencegandgdirectgourgbehaviorgingordergtogsatisfygneeds.gMotivatio
ngisgnotgexplicitlygdemonstratedgbygpeople,gbutgrathergitgisginterpretedgfromgtheirgbehavior.gMotivationgisgwhateverginfluencesgo
urgchoicesgandgcreatesgdirection,gintensity,gandgpersistencegingourgbehavior.
8. AccordinggtogR.gN.gLussier,gtheregaregcontentgmotivationgtheoriesgandgprocessgmotivationg
theories.gWhichgofgthegfollowinggisgconsideredgagprocessgmotivationgtheory?
a. Equitygtheory
b. Hierarchygofgneedsgtheory
c. Existence-relatedness-growthg theory
d. Hygienegmaintenancegandgmotivationgfactors
ANS:gA,gThegprocessgmotivationgtheoriesgaregequitygtheorygandgexpectancygtheory.gThegcontentgmotivationgtheoriesgincludegM
aslowsghierarchygofgneedsgtheory,gAldefersgexistence-grelatedness-
growthg(ERG)gtheory,gandgHerzbergsghygienegmaintenancegfactorsgandgmotivationgfactors.
9. Thegtheorygthatgincludesgmaintenancegandgmotivationgfactorsgis:
a. Maslowsghierarchygofgneeds.
b. Herzbergsgtwo-factorgtheory.
c. McGregorsgtheorygXgandgtheorygY.
d. OuchisgtheorygZ.
,ANS:gB,gThegtwo-
factorgtheorygofgmotivationgincludesgmotivationgandgmaintenancegfactors.gMaslowsghierarchygofgneedsgincludesgthegfollowinggne
eds:gphysiological,gsafety,gsecurity,gbelonging,gandgself-
actualization.gIngtheorygX,gemployeesgprefergsecurity,gdirection,gandgminimalgresponsibility.gIngtheorygY,gemployeesgenjoygthei
rgwork,gshowgself-
controlgandgdiscipline,garegablegtogcontributegcreatively,gandgaregmotivatedgbygtiesgtogtheggroup,gorganization,gandgthegworkgitself
.gThegfocusgofgtheorygZgisgcollectivegdecisiongmakinggandglong-
termgemploymentgthatginvolvesgslowergpromotionsgandglessgdirectgsupervision.
10. Agnursegisgappointedgtogagleadershipgpositiongingtheglocalghospital.gThegnursesgpositiongwouldgbeg
consideredgwhichgofgthegfollowing?
a. Informalgleadership
b. Formalgleadership
c. Leadership
d. Management
ANS:gB,gFormalgleadershipgisgbasedgongoccupyinggagpositiongingangorganization.gInformalgleadershipgisgshowngbygangindividualg
whogdemonstratesgleadershipgoutsidegthegscopegofgagformalgleadershipgrolegorgasgagmembergofgaggroup.gLeadershipgisgagprocessgo
fginfluencegwherebygthegleaderginfluencesgothersgtowardggoalgachievement.gManagementgisgagprocessgtogachievegorganizationalg
goals.
11. Agnursingginstructorgisgevaluatinggwhethergthegnursinggstudentsgunderstandgthegthreegf
undamentalgqualitiesgthatgleadersgshare.gAccordinggtogBennisgandgNanus,gthegfundamentalgq
ualitiesgofgeffectivegleadersgare:
a. guidedgvision,gpassion,gandgintegrity.
b. knowledgegofgself,ghonesty,gandgmaturity.
c. intelligence,gself-confidence,gandgdetermination.
d. honesty,gself-awareness,gandgsociability.
ANS:gABennisgandgNanusglistgguidedgvision,gpassion,gandgintegritygasgfundamentalgqualitiesgofgeffectivegleaders.gKnowledgego
fgself,ghonestygandgmaturity;gintelligence,g self-confidencegandgdetermination;gself-
awarenessgandgsociabilitygaregallgdesirablegtraitsgingleadersgasgwellgasgingothers.
12. ThegsixgtraitsgidentifiedgbygKirkpatrickgandgLockegthatgseparategleadersgfromgnon-leadersgwere:
a. respectability,gtrustworthiness,gflexibility,gself-confidence,gintelligence,gsociability.
b. self-
confidence,gprogressiongofgexperiences,ginfluencegofgothers,gpersonalglifegfactors,ghonesty,gdriv
e.
c. intelligence,gself-confidence,gdetermination,gintegrity,gsociability,ghonesty.
d. drive,gdesiregtoglead,ghonesty,gself-confidence,gcognitivegability,gknowledgegofgbusiness.
ANS:gD,gResearchgbygKirkpatrickgandgLockegconcludedgthatgleadersgpossessgsixgtraits:gdrive,gdesiregtoglead,ghonesty,gself-
gconfidence,gcognitivegability,gandgknowledgegofgthegbusiness.gWoodsgidentifiedgfivegdominantgfactorsgthatginfluencedgleadership
gdevelopment:gself-
confidence,ginnategqualities,gprogressiongofgexperience,ginfluencegofgsignificantgothers,gandgpersonalglifegfactors.gStogdillgident
ifiedgthegfollowinggtraitsgofgagleader:gintelligence,gself-
gconfidence,gdetermination,gintegrity,gandgsociability.gMurphygandgDeBackgidentifiedgthegfollowinggleadergcharacteristics:gcari
ng,grespectability,gtrustworthiness,gandgflexibility.
13. Agnursegmanagergwhogusesgagleadershipgstylegthatgisgparticipatorygandgwheregauthoritygi
sgdelegatedgtogothersgisgmostglikelygusinggwhichgofgthegfollowinggleadershipgstyles?
a. Autocratic
b. Democratic
c. Laissez-faire
, d. Employee-centered
ANS:gB,gDemocraticgleadershipgisgparticipatory,gandgauthoritygisgdelegatedgtogothers.gAutocraticgleadershipginvolvesgcentralized
gdecisiongmaking,gwithgthegleadergmakinggdecisionsgandgusinggpowergtogcommandgandgcontrolgothers.gLaissez-
fairegleadershipgisgpassivegandgpermissive,gandgthegleadergdefersgdecisiongmaking.gEmployee-
centeredgleadershipgfocusesgongtheghumangneedsgofgsubordinates.
14. Agcharacteristicgofgthegconsiderationgdimensiongofgleadershipgbehaviorgis:
a. focusgongthegworkgtogbegdone
b. focusgongthegtask.
c. focusgongproduction.
d. focusgongthegemployee.
ANS:gD,gThegleadershipgdimensiongofgconsiderationginvolvesgactivitiesgthatgfocusgongthegemployee.gInitiatinggstructuresgofgleade
rshipginvolvesgangemphasisgongthegworkgtogbegdone,gandgagfocusgongthegtaskgandgproduction.
15. Thegleadershipgtheorygthatgconsidersgfollowergreadinessgasgagfactorgingdeterminingg
leadershipgstylegis:
a. contingency.
b. pathggoal.
a. situational.
c. charismatic.
ANS:gC,gSituationalgleadershipgconsidersgthegfollowergreadinessgasgagfactorgingdetermininggleadershipgstyle.gContingencygtheoryg
viewsgthegpatterngofgleadergbehaviorgasgdependentgongtheginteractiongofgthegpersonalitygofgthegleadergandgthegneedsgofgthegsituatio
n.gIngpathggoalgtheory,gthegleadergworksgtogmotivategfollowersgandginfluenceggoalgaccomplishment.gCharismaticgleadershipghasga
nginspirationalgqualitygthatgpromotesgangemotionalgconnectiongfromgfollowers.
16. Ingcontingencygtheory,gthegfeelingsgandgattitudesgofgfollowersgregardinggacceptance,gtrust,gandg
credibilitygofgthegleadergaregcalled:
a. taskgstructure.
b. positiongpower.
c. lowgtaskgstructure.
d. leader-memberg relations.
ANS:gD,gIngcontingencygtheory,gleader-
membergrelationsgaregthegfeelingsgandgattitudesgofgfollowersgregardinggacceptance,gtrust,gandgcredibilitygofgthegleader.gTaskgstruc
turegofgcontingencygtheorygmeansgthegdegreegthatgworkgisgdefined,gwithgspecificgprocedures,gexplicitgdirections,gandggoals.gLow
gtaskgstructureginvolvesgworkgthatgisgnotgroutine,gpredictable,gorgclearlygdefined.gPositiongpowergingcontingencygtheorygisgthegde
greegofgformalgauthoritygandginfluencegassociatedgwithgthegleader.gREF:gFIEDLERSgCONTINGENCYgTHEORY
17. Ingsituationalgtheory,gagtellinggleadershipgstylegisgconsidered:
a. highgtask,ghighgrelationshipgbehavior.
b. highg task,g lowg relationshipg behavior.
c. lowg task,g highg relationshipg behavior.
d. lowgtask,glowgrelationshipgbehavior.
ANS:gB,gAgtellinggleadershipgstylegisghighgtaskgbehaviorgandglowgrelationshipgbehavior.gAghighgtask,ghighgr
elationshipgstylegisgcalledgagsellinggleadershipgstyle.gAglowgtaskgandghighgrelationshipgstylegisgcalledga
