Test Bank Essentials of Nursing
n n n n
Leadership & Management 7th Edition
n n n n
Sally A. Weiss Complete All Chapters 202
n n n n n n
4
Chaptern1:nNursingnLeadershipnandnManagement
,MULTIPLEnCHOICE
1. AccordingntonHenrinFayol,nthenfunctionsnofnplanning,norganizing,ncoordinating,nandncontrollingare
considerednwhichnaspectnofnmanagement?
n
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:nB,nThenmanagementnprocessnincludesnplanning,norganizing,ncoordinating,nandncontrolling.nManagementnrolesnincludeninf
ormationnprocessing,ninterpersonalnrelationships,nandndecisionnmaking.nManagementnfunctionsnincludenplanning,norganizing,nst
affing,ndirecting,ncoordinating,nreporting,nandnbudgeting.nAntaxonomynisnansystemnthatnordersnprinciplesnintonangroupingnor
classification.
2. Whichnofnthenfollowingnisnconsiderednandecisionalnmanagerialnrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:nD,nThendecisionalnmanagerialnrolesnincludenentrepreneur,ndisturbancenhandler,nallocatornofnresources,nandnnegotiator.nTh
eninformationnprocessingnmanagerialnrolesnincludenmonitor,ndisseminator,nandnspokesperson.nTheninterpersonalnmanagerialnrol
esnincludenfigurehead,nleader,nandnliaison.
3. Annursenmanagernmeetsnregularlynwithnothernnursenmanagers,nparticipatesnonntheorganizationsnco
mmittees,nandnattendsnmeetingsnsponsorednbynprofessionalnorganizationsninnorderntonmanagenrelationships.
nThesenactivitiesnarenconsiderednwhichnfunctionnofnanmanager?na. Informing
b. Problemnsolving
c. Monitoring
d. Networking
ANS:nD,nThenrolenfunctionsntonmanagenrelationshipsnarennetworking,nsupporting,ndevelopingnandnmentoring,nmanagingnconflict
nandnteamnbuilding,nmotivatingnandninspiring,nrecognizing,nandnrewarding.nThenrolenfunctionsntonmanagenthenworknarenplanning
nandnorganizing,nproblemnsolving,nclarifyingnrolesnandnobjectives,ninforming,nmonitoring,nconsulting,nandndelegating.
4. Annursenwasnrecentlynpromotedntonanmiddle-
levelnmanagernposition.nThennursesntitlenwouldmostnlikelynbenwhichnofnthenfollowing?
a. First-linenmanager
b. Director
c. Vicenpresidentnofnpatientncarenservices
d. Chiefnnursenexecutive
ANS:nB,nAnmiddle-levelnmanagernisncallednandirector.nAnlownmanagerial-nlevelnjobnisncallednthenfirst-
linenmanager.nAnnurseninnannexecutivenlevelnrolenisncallednanchiefnnursenexecutivenornvicenpresidentnofnpatientncarenservices.
5. AnnursenmanagernwhonusesnFredericknTaylorsnscientificnmanagementnapproach,nwouldnmostnlikely
focusnonnwhichnofnthenfollowing?
a. Generalnprinciples
b. Positionalnauthority
c. Labornproductivity
d. Impersonalnrelations
,ANS:nC,nThenareanofnfocusnfornscientificnmanagementnisnlabornproductivity.nInnbureaucraticntheory,nefficiencynisnachievednthroughni
mpersonalnrelationsnwithinnanformalnstructurenandnisnbasednonnpositionalnauthority.nAdministrativenprinciplentheorynconsistsnofnprinci
plesnofnmanagementnthatnarenrelevantntonanynorganization.
6. AccordingntonVroomsnTheorynofnMotivation,nforce:
a. isnthenperceivednpossibilitynthatnthengoalnwillnbenachieved.
b. describesnthenamountnofneffortnonenwillnexertntonreachnonesngoal.
c. describesnpeoplenwhonhavenfreenwillnbutnchoosentoncomplynwithnordersntheynarengiven.
d. isnannaturallynformingnsocialngroupnthatncannbecomenancontributorntonannorganization.
ANS:nB,nAccordingntonVroomsnTheorynofnMotivation,nForcendescribesnthenamountnofneffortnonenwillnexertntonreachnonesngoal.n
Valencenspeaksntonthenlevelnofnattractivenessnornunattractivenessnofnthengoal.nExpectancynisnthenperceivednpossibilitynthatntheng
oalnwillnbenachieved.nVroomsnTheorynofnMotivationncannbendemonstratedninnthenformnofnannequation:nForcen=nValencenExpecta
ncyn(Vroom,n1964).nThentheorynproposesnthatnthisnequationncannhelpntonpredictnthenmotivation,nornforce,nofnannindividualnasndes
cribednbynVroom.
7. AccordingntonR.nN.nLussier,nmotivation:
a. isnunconsciouslyndemonstratednbynpeople.
b. occursnexternallyntoninfluencenbehavior.
c. isndeterminednbynothersnchoices.
d. occursninternallyntoninfluencenbehavior.
ANS:nD,nMotivationnisnanprocessnthatnoccursninternallyntoninfluencenandndirectnournbehaviorninnorderntonsatisfynneeds.nMotivati
onnisnnotnexplicitlyndemonstratednbynpeople,nbutnrathernitnisninterpretednfromntheirnbehavior.nMotivationnisnwhateverninfluencesn
ournchoicesnandncreatesndirection,nintensity,nandnpersistenceninnournbehavior.
8. AccordingntonR.nN.nLussier,ntherenarencontentnmotivationntheoriesnandnprocessnmotivationtheories.n
Whichnofnthenfollowingnisnconsiderednanprocessnmotivationntheory?
a. Equityntheory
b. Hierarchynofnneedsntheory
c. Existence-relatedness-growthntheory
d. Hygienenmaintenancenandnmotivationnfactors
ANS:nA,nThenprocessnmotivationntheoriesnarenequityntheorynandnexpectancyntheory.nThencontentnmotivationntheoriesnincludenM
aslowsnhierarchynofnneedsntheory,nAldefersnexistence-nrelatedness-
growthn(ERG)ntheory,nandnHerzbergsnhygienenmaintenancenfactorsnandnmotivationnfactors.
9. Thentheorynthatnincludesnmaintenancenandnmotivationnfactorsnis:
a. Maslowsnhierarchynofnneeds.
b. Herzbergsntwo-factorntheory.
c. McGregorsntheorynXnandntheorynY.
d. OuchisntheorynZ.
ANS:nB,nThentwo-
factorntheorynofnmotivationnincludesnmotivationnandnmaintenancenfactors.nMaslowsnhierarchynofnneedsnincludesnthenfollowingnneeds
:nphysiological,nsafety,nsecurity,nbelonging,nandnself-
actualization.nInntheorynX,nemployeesnprefernsecurity,ndirection,nandnminimalnresponsibility.nInntheorynY,nemployeesnenjoyntheirnwo
rk,nshownself-
controlnandndiscipline,narenablentoncontributencreatively,nandnarenmotivatednbyntiesntonthengroup,norganization,nandnthenworknitself.nT
henfocusnofntheorynZnisncollectivendecisionnmakingnandnlong-
termnemploymentnthatninvolvesnslowernpromotionsnandnlessndirectnsupervision.
, p
11. Annursingninstructornisnevaluatingnwhethernthennursingnstudentsnunderstandnthenthreefundamentaln
qualitiesnthatnleadersnshare.nAccordingntonBennisnandnNanus,nthenfundamentalnqualitiesnofneffectivenleaders
nare:
a. guidednvision,npassion,nandnintegrity.
b. knowledgenofnself,nhonesty,nandnmaturity.
c. intelligence,nself-confidence,nandndetermination.
d. honesty,nself-awareness,nandnsociability.
ANS:nABennisnandnNanusnlistnguidednvision,npassion,nandnintegritynasnfundamentalnqualitiesnofneffectivenleaders.nKnowledgenofns
elf,nhonestynandnmaturity;nintelligence,nself-confidencenandndetermination;nself-
awarenessnandnsociabilitynarenallndesirablentraitsninnleadersnasnwellnasninnothers.
12. ThensixntraitsnidentifiednbynKirkpatricknandnLockenthatnseparatenleadersnfromnnon-leadersnwere:
a. respectability,ntrustworthiness,nflexibility,nself-confidence,nintelligence,nsociability.
b. self-
confidence,nprogressionnofnexperiences,ninfluencenofnothers,npersonalnlifenfactors,nhonesty,ndrive.
c. intelligence,nself-confidence,ndetermination,nintegrity,nsociability,nhonesty.
d. drive,ndesirentonlead,nhonesty,nself-confidence,ncognitivenability,nknowledgenofnbusiness.
ANS:nD,nResearchnbynKirkpatricknandnLockenconcludednthatnleadersnpossessnsixntraits:ndrive,ndesirentonlead,nhonesty,nselfconfi
dence,ncognitivenability,nandnknowledgenofnthenbusiness.nWoodsnidentifiednfivendominantnfactorsnthatninfluencednleadershipnde
velopment:nself-
confidence,ninnatenqualities,nprogressionnofnexperience,ninfluencenofnsignificantnothers,nandnpersonalnlifenfactors.nStogdillnidenti
fiednthenfollowingntraitsnofnanleader:nintelligence,nself-
nconfidence,ndetermination,nintegrity,nandnsociability.nMurphynandnDeBacknidentifiednthenfollowingnleaderncharacteristics:ncari
ng,nrespectability,ntrustworthiness,nand
flexibility.
13. Annursenmanagernwhonusesnanleadershipnstylenthatnisnparticipatorynandnwherenauthorityisndelegatedn
tonothersnisnmostnlikelynusingnwhichnofnthenfollowingnleadershipnstyles?na. Autocratic
b. Democratic
c. Laissez-faire
d. Employee-centered
ANS:nB,nDemocraticnleadershipnisnparticipatory,nandnauthoritynisndelegatedntonothers.nAutocraticnleadershipninvolvesncentralize
dndecisionnmaking,nwithnthenleadernmakingndecisionsnandnusingnpowerntoncommandnandncontrolnothers.nLaissez-
fairenleadershipnisnpassivenandnpermissive,nandnthenleaderndefersndecisionnmaking.nEmployee-
centerednleadershipnfocusesnonnthenhumannneedsnofnsubordinates.
n n n n
Leadership & Management 7th Edition
n n n n
Sally A. Weiss Complete All Chapters 202
n n n n n n
4
Chaptern1:nNursingnLeadershipnandnManagement
,MULTIPLEnCHOICE
1. AccordingntonHenrinFayol,nthenfunctionsnofnplanning,norganizing,ncoordinating,nandncontrollingare
considerednwhichnaspectnofnmanagement?
n
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:nB,nThenmanagementnprocessnincludesnplanning,norganizing,ncoordinating,nandncontrolling.nManagementnrolesnincludeninf
ormationnprocessing,ninterpersonalnrelationships,nandndecisionnmaking.nManagementnfunctionsnincludenplanning,norganizing,nst
affing,ndirecting,ncoordinating,nreporting,nandnbudgeting.nAntaxonomynisnansystemnthatnordersnprinciplesnintonangroupingnor
classification.
2. Whichnofnthenfollowingnisnconsiderednandecisionalnmanagerialnrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:nD,nThendecisionalnmanagerialnrolesnincludenentrepreneur,ndisturbancenhandler,nallocatornofnresources,nandnnegotiator.nTh
eninformationnprocessingnmanagerialnrolesnincludenmonitor,ndisseminator,nandnspokesperson.nTheninterpersonalnmanagerialnrol
esnincludenfigurehead,nleader,nandnliaison.
3. Annursenmanagernmeetsnregularlynwithnothernnursenmanagers,nparticipatesnonntheorganizationsnco
mmittees,nandnattendsnmeetingsnsponsorednbynprofessionalnorganizationsninnorderntonmanagenrelationships.
nThesenactivitiesnarenconsiderednwhichnfunctionnofnanmanager?na. Informing
b. Problemnsolving
c. Monitoring
d. Networking
ANS:nD,nThenrolenfunctionsntonmanagenrelationshipsnarennetworking,nsupporting,ndevelopingnandnmentoring,nmanagingnconflict
nandnteamnbuilding,nmotivatingnandninspiring,nrecognizing,nandnrewarding.nThenrolenfunctionsntonmanagenthenworknarenplanning
nandnorganizing,nproblemnsolving,nclarifyingnrolesnandnobjectives,ninforming,nmonitoring,nconsulting,nandndelegating.
4. Annursenwasnrecentlynpromotedntonanmiddle-
levelnmanagernposition.nThennursesntitlenwouldmostnlikelynbenwhichnofnthenfollowing?
a. First-linenmanager
b. Director
c. Vicenpresidentnofnpatientncarenservices
d. Chiefnnursenexecutive
ANS:nB,nAnmiddle-levelnmanagernisncallednandirector.nAnlownmanagerial-nlevelnjobnisncallednthenfirst-
linenmanager.nAnnurseninnannexecutivenlevelnrolenisncallednanchiefnnursenexecutivenornvicenpresidentnofnpatientncarenservices.
5. AnnursenmanagernwhonusesnFredericknTaylorsnscientificnmanagementnapproach,nwouldnmostnlikely
focusnonnwhichnofnthenfollowing?
a. Generalnprinciples
b. Positionalnauthority
c. Labornproductivity
d. Impersonalnrelations
,ANS:nC,nThenareanofnfocusnfornscientificnmanagementnisnlabornproductivity.nInnbureaucraticntheory,nefficiencynisnachievednthroughni
mpersonalnrelationsnwithinnanformalnstructurenandnisnbasednonnpositionalnauthority.nAdministrativenprinciplentheorynconsistsnofnprinci
plesnofnmanagementnthatnarenrelevantntonanynorganization.
6. AccordingntonVroomsnTheorynofnMotivation,nforce:
a. isnthenperceivednpossibilitynthatnthengoalnwillnbenachieved.
b. describesnthenamountnofneffortnonenwillnexertntonreachnonesngoal.
c. describesnpeoplenwhonhavenfreenwillnbutnchoosentoncomplynwithnordersntheynarengiven.
d. isnannaturallynformingnsocialngroupnthatncannbecomenancontributorntonannorganization.
ANS:nB,nAccordingntonVroomsnTheorynofnMotivation,nForcendescribesnthenamountnofneffortnonenwillnexertntonreachnonesngoal.n
Valencenspeaksntonthenlevelnofnattractivenessnornunattractivenessnofnthengoal.nExpectancynisnthenperceivednpossibilitynthatntheng
oalnwillnbenachieved.nVroomsnTheorynofnMotivationncannbendemonstratedninnthenformnofnannequation:nForcen=nValencenExpecta
ncyn(Vroom,n1964).nThentheorynproposesnthatnthisnequationncannhelpntonpredictnthenmotivation,nornforce,nofnannindividualnasndes
cribednbynVroom.
7. AccordingntonR.nN.nLussier,nmotivation:
a. isnunconsciouslyndemonstratednbynpeople.
b. occursnexternallyntoninfluencenbehavior.
c. isndeterminednbynothersnchoices.
d. occursninternallyntoninfluencenbehavior.
ANS:nD,nMotivationnisnanprocessnthatnoccursninternallyntoninfluencenandndirectnournbehaviorninnorderntonsatisfynneeds.nMotivati
onnisnnotnexplicitlyndemonstratednbynpeople,nbutnrathernitnisninterpretednfromntheirnbehavior.nMotivationnisnwhateverninfluencesn
ournchoicesnandncreatesndirection,nintensity,nandnpersistenceninnournbehavior.
8. AccordingntonR.nN.nLussier,ntherenarencontentnmotivationntheoriesnandnprocessnmotivationtheories.n
Whichnofnthenfollowingnisnconsiderednanprocessnmotivationntheory?
a. Equityntheory
b. Hierarchynofnneedsntheory
c. Existence-relatedness-growthntheory
d. Hygienenmaintenancenandnmotivationnfactors
ANS:nA,nThenprocessnmotivationntheoriesnarenequityntheorynandnexpectancyntheory.nThencontentnmotivationntheoriesnincludenM
aslowsnhierarchynofnneedsntheory,nAldefersnexistence-nrelatedness-
growthn(ERG)ntheory,nandnHerzbergsnhygienenmaintenancenfactorsnandnmotivationnfactors.
9. Thentheorynthatnincludesnmaintenancenandnmotivationnfactorsnis:
a. Maslowsnhierarchynofnneeds.
b. Herzbergsntwo-factorntheory.
c. McGregorsntheorynXnandntheorynY.
d. OuchisntheorynZ.
ANS:nB,nThentwo-
factorntheorynofnmotivationnincludesnmotivationnandnmaintenancenfactors.nMaslowsnhierarchynofnneedsnincludesnthenfollowingnneeds
:nphysiological,nsafety,nsecurity,nbelonging,nandnself-
actualization.nInntheorynX,nemployeesnprefernsecurity,ndirection,nandnminimalnresponsibility.nInntheorynY,nemployeesnenjoyntheirnwo
rk,nshownself-
controlnandndiscipline,narenablentoncontributencreatively,nandnarenmotivatednbyntiesntonthengroup,norganization,nandnthenworknitself.nT
henfocusnofntheorynZnisncollectivendecisionnmakingnandnlong-
termnemploymentnthatninvolvesnslowernpromotionsnandnlessndirectnsupervision.
, p
11. Annursingninstructornisnevaluatingnwhethernthennursingnstudentsnunderstandnthenthreefundamentaln
qualitiesnthatnleadersnshare.nAccordingntonBennisnandnNanus,nthenfundamentalnqualitiesnofneffectivenleaders
nare:
a. guidednvision,npassion,nandnintegrity.
b. knowledgenofnself,nhonesty,nandnmaturity.
c. intelligence,nself-confidence,nandndetermination.
d. honesty,nself-awareness,nandnsociability.
ANS:nABennisnandnNanusnlistnguidednvision,npassion,nandnintegritynasnfundamentalnqualitiesnofneffectivenleaders.nKnowledgenofns
elf,nhonestynandnmaturity;nintelligence,nself-confidencenandndetermination;nself-
awarenessnandnsociabilitynarenallndesirablentraitsninnleadersnasnwellnasninnothers.
12. ThensixntraitsnidentifiednbynKirkpatricknandnLockenthatnseparatenleadersnfromnnon-leadersnwere:
a. respectability,ntrustworthiness,nflexibility,nself-confidence,nintelligence,nsociability.
b. self-
confidence,nprogressionnofnexperiences,ninfluencenofnothers,npersonalnlifenfactors,nhonesty,ndrive.
c. intelligence,nself-confidence,ndetermination,nintegrity,nsociability,nhonesty.
d. drive,ndesirentonlead,nhonesty,nself-confidence,ncognitivenability,nknowledgenofnbusiness.
ANS:nD,nResearchnbynKirkpatricknandnLockenconcludednthatnleadersnpossessnsixntraits:ndrive,ndesirentonlead,nhonesty,nselfconfi
dence,ncognitivenability,nandnknowledgenofnthenbusiness.nWoodsnidentifiednfivendominantnfactorsnthatninfluencednleadershipnde
velopment:nself-
confidence,ninnatenqualities,nprogressionnofnexperience,ninfluencenofnsignificantnothers,nandnpersonalnlifenfactors.nStogdillnidenti
fiednthenfollowingntraitsnofnanleader:nintelligence,nself-
nconfidence,ndetermination,nintegrity,nandnsociability.nMurphynandnDeBacknidentifiednthenfollowingnleaderncharacteristics:ncari
ng,nrespectability,ntrustworthiness,nand
flexibility.
13. Annursenmanagernwhonusesnanleadershipnstylenthatnisnparticipatorynandnwherenauthorityisndelegatedn
tonothersnisnmostnlikelynusingnwhichnofnthenfollowingnleadershipnstyles?na. Autocratic
b. Democratic
c. Laissez-faire
d. Employee-centered
ANS:nB,nDemocraticnleadershipnisnparticipatory,nandnauthoritynisndelegatedntonothers.nAutocraticnleadershipninvolvesncentralize
dndecisionnmaking,nwithnthenleadernmakingndecisionsnandnusingnpowerntoncommandnandncontrolnothers.nLaissez-
fairenleadershipnisnpassivenandnpermissive,nandnthenleaderndefersndecisionnmaking.nEmployee-
centerednleadershipnfocusesnonnthenhumannneedsnofnsubordinates.
