Test Bank for Nursing Leadership and Management
b b b b b b
Chapterb1:bNursingbLeadershipbandbManagementb
MULTIPLEbCHOICE
1. AccordingbtobHenribFayol,bthebfunctionsbofbplanning,borganizing,bcoordinating,bandbcontrolling
barebconsideredbwhichbaspectbof bmanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:bB,bThebmanagementbprocessbincludesbplanning,borganizing,bcoordinating,bandbcontrolling.bManagementbrolesbincludebinf
ormationbprocessing,binterpersonalbrelationships,bandbdecisionbmaking.bManagementbfunctionsbincludebplanning,borganizing,bstaf
fing,bdirecting,bcoordinating,breporting,bandbbudgeting.bAbtaxonomybisbabsystembthatbordersbprinciplesbintobabgroupingborbclassif
ication.
2. Whichbofbthebfollowingbisbconsideredbabdecisionalbmanagerialbrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:bD,bThebdecisionalbmanagerialbrolesbincludebentrepreneur,bdisturbancebhandler,ballocatorbofbresources,bandbnegotiator.bTh
ebinformationbprocessingbmanagerialbrolesbincludebmonitor,bdisseminator,bandbspokesperson.bThebinterpersonalbmanagerialbrol
esbincludebfigurehead,bleader,bandbliaison.
3. Abnursebmanagerbmeetsbregularlybwithbotherbnursebmanagers,bparticipatesbonbtheborganization
sbcommittees,bandbattendsbmeetingsbsponsoredbbybprofessionalborganizationsbinborderbtobmanagebr
elationships.bThesebactivitiesbarebconsideredbwhichbfunctionbofbabmanager?
a. Informing
b. Problembsolving
c. Monitoring
d. Networking
ANS:bD,bThebrolebfunctionsbtobmanagebrelationshipsbarebnetworking,bsupporting,bdevelopingbandbmentoring,bmanagingbconflic
tbandbteambbuilding,bmotivatingbandbinspiring,brecognizing,bandbrewarding.bThebrolebfunctionsbtobmanagebthebworkbarebplanni
ngbandborganizing,bproblembsolving,bclarifyingbrolesbandbobjectives,binforming,bmonitoring,bconsulting,bandbdelegating.
4. Abnursebwasbrecentlybpromotedbtobabmiddle-
levelbmanagerbposition.bThebnursesbtitlebwouldbmostblikelybbebwhichbofbthebfollowing?
a. First-linebmanager
b. Director
c. Vicebpresidentbofbpatientbcarebservices
d. Chiefbnursebexecutive
ANS:bB,bAbmiddle-levelbmanagerbisbcalledbabdirector.bAblowbmanagerial-blevelbjobbisbcalledbthebfirst-
linebmanager.bAbnursebinbanbexecutiveblevelbrolebisbcalledbabchiefbnursebexecutiveborbvicebpresidentbofbpatientbcarebservices.
5. AbnursebmanagerbwhobusesbFrederickbTaylorsbscientificbmanagementbapproach,bwouldbmostblikely
bfocusbonbwhichbof bthebfollowing?
, a. Generalbprinciples
b. Positionalbauthority
c. Laborbproductivity
d. Impersonalbrelations
ANS:bC,bThebareabofbfocusbforbscientificbmanagementbisblaborbproductivity.bInbbureaucraticbtheory,befficiencybisbachievedbthroug
hbimpersonalbrelationsbwithinbabformalbstructurebandbisbbasedbonbpositionalbauthority.bAdministrativebprinciplebtheorybconsistsb
ofbprinciplesbofbmanagementbthatbarebrelevantbtobanyborganization.
6. AccordingbtobVroomsbTheorybofbMotivation,bforce:
a. isbthebperceivedbpossibilitybthatbthebgoalbwillbbebachieved.
b. describesbthebamountbofbeffortbonebwillbexertbtobreachbonesbgoal.
c. describesbpeoplebwhobhavebfreebwillbbutbchoosebtobcomplybwithbordersbtheybarebgiven.
d. isbabnaturallybformingbsocialbgroupbthatbcanbbecomebabcontributorbtobanborganization.
ANS:bB,bAccordingbtobVroomsbTheorybofbMotivation,bForcebdescribesbthebamountbofbeffortbonebwillbexertbtobreachbonesbgoal.b
Valencebspeaksbtobtheblevelbofbattractivenessborbunattractivenessbofbthebgoal.bExpectancybisbthebperceivedbpossibilitybthatbthebgoal
bwillbbebachieved.bVroomsbTheorybofbMotivationbcanbbebdemonstratedbinbthebformbofban bequation:bForceb=bValencebExpectanc
yb(Vroom,b1964).bThebtheorybproposesbthatbthisbequationbcanbhelpbtobpredictbthebmotivation,borbforce,bofbanbindividualbasbdescrib
edbbybVroom.
7. AccordingbtobR.bN.bLussier,bmotivation:
a. isbunconsciouslybdemonstratedbbybpeople.
b. occursbexternallybtobinfluencebbehavior.
c. isbdeterminedbbybothersbchoices.
d. occursbinternallybtobinfluencebbehavior.
ANS:bD,bMotivationbisbabprocessbthatboccursbinternallybtobinfluencebandbdirectbourbbehaviorbinborderbtobsatisfybneeds.bMotivatio
nbisbnotbexplicitlybdemonstratedbbybpeople,bbutbratherbitbisbinterpretedbfrombtheirbbehavior.bMotivationbisbwhateverbinfluencesbo
urbchoicesbandbcreatesbdirection,bintensity,bandbpersistencebinbourbbehavior.
8. AccordingbtobR.bN.bLussier,btherebarebcontentbmotivationbtheoriesbandbprocessbmotivation
btheories.bWhichbofbthebfollowingbisbconsideredbabprocessbmotivationbtheory?
a. Equitybtheory
b. Hierarchybofbneedsbtheory
c. Existence-relatedness-growthb theory
d. Hygienebmaintenancebandbmotivationbfactors
ANS:bA,bThebprocessbmotivationbtheoriesbarebequitybtheorybandbexpectancybtheory.bThebcontentbmotivationbtheoriesbincludebM
aslowsbhierarchybofbneedsbtheory,bAldefersbexistence-brelatedness-
growthb(ERG)btheory,bandbHerzbergsbhygienebmaintenancebfactorsbandbmotivationbfactors.
9. Thebtheorybthatbincludesbmaintenancebandbmotivationbfactorsbis:
a. Maslowsbhierarchybofbneeds.
b. Herzbergsbtwo-factorbtheory.
c. McGregorsbtheorybXbandbtheorybY.
d. OuchisbtheorybZ.
,ANS:bB,bThebtwo-
factorbtheorybofbmotivationbincludesbmotivationbandbmaintenancebfactors.bMaslowsbhierarchybofbneedsbincludesbthebfollowingbne
eds:bphysiological,bsafety,bsecurity,bbelonging,bandbself-
actualization.bInbtheorybX,bemployeesbpreferbsecurity,bdirection,bandbminimalbresponsibility.bInbtheorybY,bemployeesbenjoybthei
rbwork,bshowbself-
controlbandbdiscipline,barebablebtobcontributebcreatively,bandbarebmotivatedbbybtiesbtobthebgroup,borganization,bandbthebworkbitself
.bThebfocusbofbtheorybZbisbcollectivebdecisionbmakingbandblong-
termbemploymentbthatbinvolvesbslowerbpromotionsbandblessbdirectbsupervision.
10. Abnursebisbappointedbtobableadershipbpositionbinbtheblocalbhospital.bThebnursesbpositionbwouldbbe
bconsideredbwhichbof bthebfollowing?
a. Informalbleadership
b. Formalbleadership
c. Leadership
d. Management
ANS:bB,bFormalbleadershipbisbbasedbonboccupyingbabpositionbinbanborganization.bInformalbleadershipbisbshownbbybanbindividualb
whobdemonstratesbleadershipboutsidebthebscopebofbabformalbleadershipbroleborbasbabmemberbofbabgroup.bLeadershipbisbabprocessbo
fbinfluencebwherebybthebleaderbinfluencesbothersbtowardbgoalbachievement.bManagementbisbabprocessbtobachieveborganizationalb
goals.
11. Abnursingbinstructorbisbevaluatingbwhetherbthebnursingbstudentsbunderstandbthebthreebf
undamentalbqualitiesbthatbleadersbshare.bAccordingbtobBennisbandbNanus,bthebfundamentalb
qualitiesbofbeffectivebleadersbare:
a. guidedbvision,bpassion,bandbintegrity.
b. knowledgebofbself,bhonesty,bandbmaturity.
c. intelligence,bself-confidence,bandbdetermination.
d. honesty,bself-awareness,bandbsociability.
ANS:bABennisbandbNanusblistbguidedbvision,bpassion,bandbintegritybasbfundamentalbqualitiesbofbeffectivebleaders.bKnowledgebo
fbself,bhonestybandbmaturity;bintelligence,b self-confidencebandbdetermination;bself-
awarenessbandbsociabilitybareballbdesirablebtraitsbinbleadersbasbwellbasbinbothers.
12. ThebsixbtraitsbidentifiedbbybKirkpatrickbandbLockebthatbseparatebleadersbfrombnon-leadersbwere:
a. respectability,btrustworthiness,bflexibility,bself-confidence,bintelligence,bsociability.
b. self-
confidence,bprogressionbofbexperiences,binfluencebofbothers,bpersonalblifebfactors,bhonesty,bdriv
e.
c. intelligence,bself-confidence,bdetermination,bintegrity,bsociability,bhonesty.
d. drive,bdesirebtoblead,bhonesty,bself-confidence,bcognitivebability,bknowledgebofbbusiness.
ANS:bD,bResearchbbybKirkpatrickbandbLockebconcludedbthatbleadersbpossessbsixbtraits:bdrive,bdesirebtoblead,bhonesty,bself-
bconfidence,bcognitivebability, bandbknowledgebofbthebbusiness.bWoodsbidentified bfivebdominantbfactorsbthatbinfluencedbleadership
bdevelopment:bself-
confidence,binnatebqualities,bprogressionbofbexperience,binfluencebofbsignificantbothers,bandbpersonalblifebfactors.bStogdillbident
ifiedbthebfollowingbtraitsbofbableader:bintelligence,bself-
bconfidence,bdetermination,bintegrity,bandbsociability. bMurphybandbDeBackbidentified bthebfollowingbleaderbcharacteristics:bcari
ng,brespectability,btrustworthiness,bandbflexibility.
13. Abnursebmanagerbwhobusesbableadershipbstylebthatbisbparticipatorybandbwherebauthority
bisbdelegatedbtobothersbisbmostblikelybusingbwhichbofbthebfollowingbleadershipbstyles?
a. Autocratic
b. Democratic
c. Laissez-faire
, d. Employee-centered
ANS:bB,bDemocraticbleadershipbisbparticipatory,bandbauthoritybisbdelegatedbtobothers.bAutocraticbleadershipbinvolvesbcentralized
bdecisionbmaking, bwithbthebleader bmakingbdecisionsbandbusingbpowerbtobcommandbandbcontrolbothers.bLaissez-
fairebleadershipbisbpassivebandbpermissive,bandbthebleaderbdefersbdecisionbmaking.bEmployee-
centeredbleadershipbfocusesbonbthebhumanbneedsbofbsubordinates.
14. Abcharacteristicbofbthebconsiderationbdimensionbofbleadershipbbehaviorbis:
a. focusbonbthebworkbtobbebdone
b. focusbonbthebtask.
c. focusbonbproduction.
d. focusbonbthebemployee.
ANS:bD,bThebleadershipbdimensionbofbconsiderationbinvolvesbactivitiesbthatbfocusbonbthebemployee.bInitiatingbstructuresbofbleade
rshipbinvolvesbanbemphasisbonbthebworkbtobbebdone,bandbabfocusbonbthebtaskbandbproduction.
15. Thebleadershipbtheorybthatbconsidersbfollowerbreadinessbasbabfactorbinbdetermining
leadershipbstylebis:
b
a. contingency.
b. pathbgoal.
a. situational.
c. charismatic.
ANS:bC,bSituationalbleadershipbconsidersbthebfollowerbreadinessbasbabfactorbinbdeterminingbleadershipbstyle.bContingencybtheoryb
viewsbthebpatternbofbleaderbbehaviorbasbdependentbonbthebinteractionbofbthebpersonalitybofbthebleaderbandbthebneedsbofbthebsituatio
n.bInbpathbgoalbtheory,bthebleaderbworksbtobmotivatebfollowersbandbinfluencebgoalbaccomplishment.bCharismaticbleadershipbhasba
nbinspirationalbqualitybthatbpromotesbanbemotionalbconnectionbfrombfollowers.
16. Inbcontingencybtheory,bthebfeelingsbandbattitudesbofbfollowersbregardingbacceptance,btrust,band
bcredibilitybof bthebleaderbarebcalled:
a. taskbstructure.
b. positionbpower.
c. lowbtaskbstructure.
d. leader-memberbrelations.
ANS:bD,bInbcontingencybtheory,bleader-
memberbrelationsbarebthebfeelingsbandbattitudesbofbfollowersbregardingbacceptance,btrust,bandbcredibilitybofbthebleader.bTaskbstruc
turebofbcontingencybtheorybmeansbthebdegreebthatbworkbisbdefined,bwithbspecificbprocedures,bexplicitbdirections,bandbgoals.bLow
btaskbstructurebinvolvesbworkbthatbisbnotbroutine,bpredictable,borbclearlybdefined.bPositionbpowerbinbcontingencybtheorybisbthebde
greebofbformalbauthoritybandbinfluencebassociatedbwithbthebleader.bREF:bFIEDLERSbCONTINGENCYbTHEORY
17. Inbsituationalbtheory,babtellingbleadershipbstylebisbconsidered:
a. highbtask,bhighbrelationshipbbehavior.
b. highb task,b lowb relationshipb behavior.
c. lowb task,b highb relationshipb behavior.
d. lowbtask,blowbrelationshipbbehavior.
ANS:bB,bAbtellingbleadershipbstylebisbhighbtaskbbehaviorbandblowbrelationshipbbehavior.bAbhighbtask,bhighbr
elationshipbstylebisbcalledbabsellingbleadershipbstyle.bAblowbtaskbandbhighbrelationshipbstylebisbcalledba
b b b b b b
Chapterb1:bNursingbLeadershipbandbManagementb
MULTIPLEbCHOICE
1. AccordingbtobHenribFayol,bthebfunctionsbofbplanning,borganizing,bcoordinating,bandbcontrolling
barebconsideredbwhichbaspectbof bmanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:bB,bThebmanagementbprocessbincludesbplanning,borganizing,bcoordinating,bandbcontrolling.bManagementbrolesbincludebinf
ormationbprocessing,binterpersonalbrelationships,bandbdecisionbmaking.bManagementbfunctionsbincludebplanning,borganizing,bstaf
fing,bdirecting,bcoordinating,breporting,bandbbudgeting.bAbtaxonomybisbabsystembthatbordersbprinciplesbintobabgroupingborbclassif
ication.
2. Whichbofbthebfollowingbisbconsideredbabdecisionalbmanagerialbrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:bD,bThebdecisionalbmanagerialbrolesbincludebentrepreneur,bdisturbancebhandler,ballocatorbofbresources,bandbnegotiator.bTh
ebinformationbprocessingbmanagerialbrolesbincludebmonitor,bdisseminator,bandbspokesperson.bThebinterpersonalbmanagerialbrol
esbincludebfigurehead,bleader,bandbliaison.
3. Abnursebmanagerbmeetsbregularlybwithbotherbnursebmanagers,bparticipatesbonbtheborganization
sbcommittees,bandbattendsbmeetingsbsponsoredbbybprofessionalborganizationsbinborderbtobmanagebr
elationships.bThesebactivitiesbarebconsideredbwhichbfunctionbofbabmanager?
a. Informing
b. Problembsolving
c. Monitoring
d. Networking
ANS:bD,bThebrolebfunctionsbtobmanagebrelationshipsbarebnetworking,bsupporting,bdevelopingbandbmentoring,bmanagingbconflic
tbandbteambbuilding,bmotivatingbandbinspiring,brecognizing,bandbrewarding.bThebrolebfunctionsbtobmanagebthebworkbarebplanni
ngbandborganizing,bproblembsolving,bclarifyingbrolesbandbobjectives,binforming,bmonitoring,bconsulting,bandbdelegating.
4. Abnursebwasbrecentlybpromotedbtobabmiddle-
levelbmanagerbposition.bThebnursesbtitlebwouldbmostblikelybbebwhichbofbthebfollowing?
a. First-linebmanager
b. Director
c. Vicebpresidentbofbpatientbcarebservices
d. Chiefbnursebexecutive
ANS:bB,bAbmiddle-levelbmanagerbisbcalledbabdirector.bAblowbmanagerial-blevelbjobbisbcalledbthebfirst-
linebmanager.bAbnursebinbanbexecutiveblevelbrolebisbcalledbabchiefbnursebexecutiveborbvicebpresidentbofbpatientbcarebservices.
5. AbnursebmanagerbwhobusesbFrederickbTaylorsbscientificbmanagementbapproach,bwouldbmostblikely
bfocusbonbwhichbof bthebfollowing?
, a. Generalbprinciples
b. Positionalbauthority
c. Laborbproductivity
d. Impersonalbrelations
ANS:bC,bThebareabofbfocusbforbscientificbmanagementbisblaborbproductivity.bInbbureaucraticbtheory,befficiencybisbachievedbthroug
hbimpersonalbrelationsbwithinbabformalbstructurebandbisbbasedbonbpositionalbauthority.bAdministrativebprinciplebtheorybconsistsb
ofbprinciplesbofbmanagementbthatbarebrelevantbtobanyborganization.
6. AccordingbtobVroomsbTheorybofbMotivation,bforce:
a. isbthebperceivedbpossibilitybthatbthebgoalbwillbbebachieved.
b. describesbthebamountbofbeffortbonebwillbexertbtobreachbonesbgoal.
c. describesbpeoplebwhobhavebfreebwillbbutbchoosebtobcomplybwithbordersbtheybarebgiven.
d. isbabnaturallybformingbsocialbgroupbthatbcanbbecomebabcontributorbtobanborganization.
ANS:bB,bAccordingbtobVroomsbTheorybofbMotivation,bForcebdescribesbthebamountbofbeffortbonebwillbexertbtobreachbonesbgoal.b
Valencebspeaksbtobtheblevelbofbattractivenessborbunattractivenessbofbthebgoal.bExpectancybisbthebperceivedbpossibilitybthatbthebgoal
bwillbbebachieved.bVroomsbTheorybofbMotivationbcanbbebdemonstratedbinbthebformbofban bequation:bForceb=bValencebExpectanc
yb(Vroom,b1964).bThebtheorybproposesbthatbthisbequationbcanbhelpbtobpredictbthebmotivation,borbforce,bofbanbindividualbasbdescrib
edbbybVroom.
7. AccordingbtobR.bN.bLussier,bmotivation:
a. isbunconsciouslybdemonstratedbbybpeople.
b. occursbexternallybtobinfluencebbehavior.
c. isbdeterminedbbybothersbchoices.
d. occursbinternallybtobinfluencebbehavior.
ANS:bD,bMotivationbisbabprocessbthatboccursbinternallybtobinfluencebandbdirectbourbbehaviorbinborderbtobsatisfybneeds.bMotivatio
nbisbnotbexplicitlybdemonstratedbbybpeople,bbutbratherbitbisbinterpretedbfrombtheirbbehavior.bMotivationbisbwhateverbinfluencesbo
urbchoicesbandbcreatesbdirection,bintensity,bandbpersistencebinbourbbehavior.
8. AccordingbtobR.bN.bLussier,btherebarebcontentbmotivationbtheoriesbandbprocessbmotivation
btheories.bWhichbofbthebfollowingbisbconsideredbabprocessbmotivationbtheory?
a. Equitybtheory
b. Hierarchybofbneedsbtheory
c. Existence-relatedness-growthb theory
d. Hygienebmaintenancebandbmotivationbfactors
ANS:bA,bThebprocessbmotivationbtheoriesbarebequitybtheorybandbexpectancybtheory.bThebcontentbmotivationbtheoriesbincludebM
aslowsbhierarchybofbneedsbtheory,bAldefersbexistence-brelatedness-
growthb(ERG)btheory,bandbHerzbergsbhygienebmaintenancebfactorsbandbmotivationbfactors.
9. Thebtheorybthatbincludesbmaintenancebandbmotivationbfactorsbis:
a. Maslowsbhierarchybofbneeds.
b. Herzbergsbtwo-factorbtheory.
c. McGregorsbtheorybXbandbtheorybY.
d. OuchisbtheorybZ.
,ANS:bB,bThebtwo-
factorbtheorybofbmotivationbincludesbmotivationbandbmaintenancebfactors.bMaslowsbhierarchybofbneedsbincludesbthebfollowingbne
eds:bphysiological,bsafety,bsecurity,bbelonging,bandbself-
actualization.bInbtheorybX,bemployeesbpreferbsecurity,bdirection,bandbminimalbresponsibility.bInbtheorybY,bemployeesbenjoybthei
rbwork,bshowbself-
controlbandbdiscipline,barebablebtobcontributebcreatively,bandbarebmotivatedbbybtiesbtobthebgroup,borganization,bandbthebworkbitself
.bThebfocusbofbtheorybZbisbcollectivebdecisionbmakingbandblong-
termbemploymentbthatbinvolvesbslowerbpromotionsbandblessbdirectbsupervision.
10. Abnursebisbappointedbtobableadershipbpositionbinbtheblocalbhospital.bThebnursesbpositionbwouldbbe
bconsideredbwhichbof bthebfollowing?
a. Informalbleadership
b. Formalbleadership
c. Leadership
d. Management
ANS:bB,bFormalbleadershipbisbbasedbonboccupyingbabpositionbinbanborganization.bInformalbleadershipbisbshownbbybanbindividualb
whobdemonstratesbleadershipboutsidebthebscopebofbabformalbleadershipbroleborbasbabmemberbofbabgroup.bLeadershipbisbabprocessbo
fbinfluencebwherebybthebleaderbinfluencesbothersbtowardbgoalbachievement.bManagementbisbabprocessbtobachieveborganizationalb
goals.
11. Abnursingbinstructorbisbevaluatingbwhetherbthebnursingbstudentsbunderstandbthebthreebf
undamentalbqualitiesbthatbleadersbshare.bAccordingbtobBennisbandbNanus,bthebfundamentalb
qualitiesbofbeffectivebleadersbare:
a. guidedbvision,bpassion,bandbintegrity.
b. knowledgebofbself,bhonesty,bandbmaturity.
c. intelligence,bself-confidence,bandbdetermination.
d. honesty,bself-awareness,bandbsociability.
ANS:bABennisbandbNanusblistbguidedbvision,bpassion,bandbintegritybasbfundamentalbqualitiesbofbeffectivebleaders.bKnowledgebo
fbself,bhonestybandbmaturity;bintelligence,b self-confidencebandbdetermination;bself-
awarenessbandbsociabilitybareballbdesirablebtraitsbinbleadersbasbwellbasbinbothers.
12. ThebsixbtraitsbidentifiedbbybKirkpatrickbandbLockebthatbseparatebleadersbfrombnon-leadersbwere:
a. respectability,btrustworthiness,bflexibility,bself-confidence,bintelligence,bsociability.
b. self-
confidence,bprogressionbofbexperiences,binfluencebofbothers,bpersonalblifebfactors,bhonesty,bdriv
e.
c. intelligence,bself-confidence,bdetermination,bintegrity,bsociability,bhonesty.
d. drive,bdesirebtoblead,bhonesty,bself-confidence,bcognitivebability,bknowledgebofbbusiness.
ANS:bD,bResearchbbybKirkpatrickbandbLockebconcludedbthatbleadersbpossessbsixbtraits:bdrive,bdesirebtoblead,bhonesty,bself-
bconfidence,bcognitivebability, bandbknowledgebofbthebbusiness.bWoodsbidentified bfivebdominantbfactorsbthatbinfluencedbleadership
bdevelopment:bself-
confidence,binnatebqualities,bprogressionbofbexperience,binfluencebofbsignificantbothers,bandbpersonalblifebfactors.bStogdillbident
ifiedbthebfollowingbtraitsbofbableader:bintelligence,bself-
bconfidence,bdetermination,bintegrity,bandbsociability. bMurphybandbDeBackbidentified bthebfollowingbleaderbcharacteristics:bcari
ng,brespectability,btrustworthiness,bandbflexibility.
13. Abnursebmanagerbwhobusesbableadershipbstylebthatbisbparticipatorybandbwherebauthority
bisbdelegatedbtobothersbisbmostblikelybusingbwhichbofbthebfollowingbleadershipbstyles?
a. Autocratic
b. Democratic
c. Laissez-faire
, d. Employee-centered
ANS:bB,bDemocraticbleadershipbisbparticipatory,bandbauthoritybisbdelegatedbtobothers.bAutocraticbleadershipbinvolvesbcentralized
bdecisionbmaking, bwithbthebleader bmakingbdecisionsbandbusingbpowerbtobcommandbandbcontrolbothers.bLaissez-
fairebleadershipbisbpassivebandbpermissive,bandbthebleaderbdefersbdecisionbmaking.bEmployee-
centeredbleadershipbfocusesbonbthebhumanbneedsbofbsubordinates.
14. Abcharacteristicbofbthebconsiderationbdimensionbofbleadershipbbehaviorbis:
a. focusbonbthebworkbtobbebdone
b. focusbonbthebtask.
c. focusbonbproduction.
d. focusbonbthebemployee.
ANS:bD,bThebleadershipbdimensionbofbconsiderationbinvolvesbactivitiesbthatbfocusbonbthebemployee.bInitiatingbstructuresbofbleade
rshipbinvolvesbanbemphasisbonbthebworkbtobbebdone,bandbabfocusbonbthebtaskbandbproduction.
15. Thebleadershipbtheorybthatbconsidersbfollowerbreadinessbasbabfactorbinbdetermining
leadershipbstylebis:
b
a. contingency.
b. pathbgoal.
a. situational.
c. charismatic.
ANS:bC,bSituationalbleadershipbconsidersbthebfollowerbreadinessbasbabfactorbinbdeterminingbleadershipbstyle.bContingencybtheoryb
viewsbthebpatternbofbleaderbbehaviorbasbdependentbonbthebinteractionbofbthebpersonalitybofbthebleaderbandbthebneedsbofbthebsituatio
n.bInbpathbgoalbtheory,bthebleaderbworksbtobmotivatebfollowersbandbinfluencebgoalbaccomplishment.bCharismaticbleadershipbhasba
nbinspirationalbqualitybthatbpromotesbanbemotionalbconnectionbfrombfollowers.
16. Inbcontingencybtheory,bthebfeelingsbandbattitudesbofbfollowersbregardingbacceptance,btrust,band
bcredibilitybof bthebleaderbarebcalled:
a. taskbstructure.
b. positionbpower.
c. lowbtaskbstructure.
d. leader-memberbrelations.
ANS:bD,bInbcontingencybtheory,bleader-
memberbrelationsbarebthebfeelingsbandbattitudesbofbfollowersbregardingbacceptance,btrust,bandbcredibilitybofbthebleader.bTaskbstruc
turebofbcontingencybtheorybmeansbthebdegreebthatbworkbisbdefined,bwithbspecificbprocedures,bexplicitbdirections,bandbgoals.bLow
btaskbstructurebinvolvesbworkbthatbisbnotbroutine,bpredictable,borbclearlybdefined.bPositionbpowerbinbcontingencybtheorybisbthebde
greebofbformalbauthoritybandbinfluencebassociatedbwithbthebleader.bREF:bFIEDLERSbCONTINGENCYbTHEORY
17. Inbsituationalbtheory,babtellingbleadershipbstylebisbconsidered:
a. highbtask,bhighbrelationshipbbehavior.
b. highb task,b lowb relationshipb behavior.
c. lowb task,b highb relationshipb behavior.
d. lowbtask,blowbrelationshipbbehavior.
ANS:bB,bAbtellingbleadershipbstylebisbhighbtaskbbehaviorbandblowbrelationshipbbehavior.bAbhighbtask,bhighbr
elationshipbstylebisbcalledbabsellingbleadershipbstyle.bAblowbtaskbandbhighbrelationshipbstylebisbcalledba
