Test Bank for Nursing Leadership and Management
n n n n n n
Chaptern1:nNursingnLeadershipnandnManagementn
MULTIPLEnCHOICE
1. AccordingntonHenrinFayol,nthenfunctionsnofnplanning,norganizing,ncoordinating,nandncontrollingn
arenconsiderednwhichnaspectnofnmanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:nB,nThenmanagementnprocessnincludesnplanning,norganizing,ncoordinating,nandncontrolling.nManagementnrolesnincludeninform
ationnprocessing,ninterpersonalnrelationships,nandndecisionnmaking.nManagementnfunctionsnincludenplanning,norganizing,nstaffing,ndir
ecting,ncoordinating,nreporting,nandnbudgeting.nAntaxonomynisnansystemnthatnordersnprinciplesnintonangroupingnornclassification.
2. Whichnofnthenfollowingnisnconsiderednandecisionalnmanagerialnrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:nD,nThendecisionalnmanagerialnrolesnincludenentrepreneur,ndisturbancenhandler,nallocatornofnresources,nandnnegotiator.nTh
eninformationnprocessingnmanagerialnrolesnincludenmonitor,ndisseminator,nandnspokesperson.nTheninterpersonalnmanagerialnrol
esnincludenfigurehead,nleader,n andnliaison.
3. Annursenmanagernmeetsnregularlynwithnothernnursenmanagers,nparticipatesnonnthenorganization
sncommittees,nandnattendsnmeetingsnsponsorednbynprofessionalnorganizationsninnorderntonmanagenr
elationships.nThesenactivitiesnarenconsiderednwhichnfunctionnofnanmanager?
a. Informing
b. Problemnsolving
c. Monitoring
d. Networking
ANS:nD,nThenrolenfunctionsntonmanagenrelationshipsnarennetworking,nsupporting,ndevelopingnandnmentoring,nmanagingnconflic
tnandnteamnbuilding,nmotivatingnandninspiring,nrecognizing,nandnrewarding.nThenrolenfunctionsntonmanagenthenworknarenplannin
gnandnorganizing,nproblemnsolving,nclarifyingnrolesnandnobjectives,ninforming,n monitoring,nconsulting,nandndelegating.
4. Annursenwasnrecentlynpromotedntonanmiddle-
levelnmanagernposition.nThennursesntitlenwouldnmostnlikelynbenwhichnofnthenfollowing?
a. First-linenmanager
b. Director
c. Vicenpresidentnofnpatientncarenservices
d. Chiefnnursenexecutive
ANS:nB,nAnmiddle-levelnmanagernisncallednandirector.nAnlownmanagerial-nlevelnjobnisncallednthenfirst-
linenmanager.nAnnurseninnannexecutivenlevelnrolenisncalledn anchiefnnursenexecutivenornvicenpresidentnofnpatientncarenservices.
5. AnnursenmanagernwhonusesnFredericknTaylorsnscientificnmanagementnapproach,nwouldnmostnlikelyn
focusnonnwhichnofnthenfollowing?
, a. Generalnprinciples
b. Positionalnauthority
c. Labornproductivity
d. Impersonalnrelations
ANS:nC,nThenareanofnfocusnfornscientificnmanagementnisnlabornproductivity.nInnbureaucraticntheory,nefficiencynisnachievednthrough
nimpersonalnrelationsnwithinnanformalnstructurenandnisnbasednonnpositionalnauthority.nAdministrativenprinciplentheorynconsistsnofn
principlesnofnmanagementn thatnarenrelevantntonanynorganization.
6. AccordingntonVroomsnTheorynofnMotivation,nforce:
a. isnthenperceivednpossibilitynthatnthengoalnwillnbenachieved.
b. describesnthenamountnofneffortnonenwillnexertntonreachnonesngoal.
c. describesnpeoplenwhonhavenfreenwillnbutnchoosentoncomplynwithnordersntheynarengiven.
d. isnannaturallynformingnsocialngroupnthatncannbecomenancontributorntonannorganization.
ANS:nB,nAccordingntonVroomsnTheorynofnMotivation,nForcendescribesnthenamountnofneffortnonenwillnexertntonreachnonesngoal.n
Valencenspeaksntonthenlevelnofnattractivenessnornunattractivenessnofnthengoal.n Expectancynisnthenperceivednpossibilitynthatnthengoaln
willnbenachieved.nVroomsnTheorynofnMotivationncannbendemonstratedninnthenformnofnannequation:nForcen=nValencenExpectancyn
(Vroom,n1964).nThentheorynproposesnthatnthisnequationncannhelpntonpredictnthenmotivation,nornforce,nofnannindividualnasndescribedn
bynVroom.
7. AccordingntonR.nN.nLussier,nmotivation:
a. isnunconsciouslyndemonstratednbynpeople.
b. occursnexternallyntoninfluencenbehavior.
c. isndeterminednbynothersnchoices.
d. occursninternallyntoninfluencenbehavior.
ANS:nD,nMotivationnisnanprocessnthatnoccursninternallyntoninfluencenandndirectnournbehaviorninnorderntonsatisfynneeds.nMotivatio
nnisnnotnexplicitlyndemonstratednbynpeople,nbutnrathernitnisninterpretednfromntheirnbehavior.nMotivationnisnwhateverninfluencesnou
rnchoicesnandncreatesndirection,nintensity,n andnpersistenceninnournbehavior.
8. AccordingntonR.nN.nLussier,ntherenarencontentnmotivationntheoriesnandnprocessnmotivationn
theories.nWhichnofnthenfollowingnisnconsiderednanprocessnmotivationntheory?
a. Equityntheory
b. Hierarchynofnneedsntheory
c. Existence-relatedness-growthntheory
d. Hygienenmaintenancenandnmotivationnfactors
ANS:nA,nThenprocessnmotivationntheoriesnarenequityntheorynandnexpectancyntheory.nThencontentnmotivationntheoriesnincludenMaslo
wsnhierarchynofnneedsntheory,nAldefersnexistence-nrelatedness-
growthn(ERG)ntheory,nandnHerzbergsnhygienenmaintenancenfactorsnandnmotivationnfactors.
9. Thentheorynthatnincludesnmaintenancenandnmotivationnfactorsnis:
a. Maslowsnhierarchynofnneeds.
b. Herzbergsntwo-factorntheory.
c. McGregorsntheorynXnandntheorynY.
d. OuchisntheorynZ.
,ANS:nB,nThentwo-
factorntheorynofnmotivationnincludesnmotivationnandnmaintenancenfactors.nMaslowsnhierarchynofnneedsnincludesnthenfollowingnnee
ds:nphysiological,nsafety,nsecurity,nbelonging,nandnself-
actualization.nInntheorynX,nemployeesnprefernsecurity,ndirection,nandnminimalnresponsibility.nInntheorynY,nemployeesnenjoyntheir
nwork,nshownself-
controlnandndiscipline,narenablentoncontributencreatively,nandnarenmotivatednbyntiesntonthengroup,norganization,nandnthenworknitself.
nThenfocusnofntheorynZnisncollectivendecisionnmakingnandnlong-
termnemploymentnthatninvolvesnslowernpromotionsnandnlessndirectnsupervision.
10. Annursenisnappointedntonanleadershipnpositionninnthenlocalnhospital.nThennursesnpositionnwouldnben
considerednwhichnofnthenfollowing?
a. Informalnleadershipn
b.
Formalnleadershipn
c. Leadership
d.n Management
ANS:nB,nFormalnleadershipnisnbasednonnoccupyingnanpositionninnannorganization.nInformalnleadershipnisnshownnbynannindividual
nwhondemonstratesnleadershipnoutsidenthenscopenofnanformalnleadershipnrolenornasnanmembernofnangroup.nLeadershipnisnanprocessn
ofninfluencenwherebynthenleaderninfluencesnothersntowardngoalnachievement.nManagementnisnanprocessntonachievenorganizational
ngoals.
11. Annursingninstructornisnevaluatingnwhethernthennursingnstudentsnunderstandnthenthreenf
undamentalnqualitiesnthatnleadersnshare.nAccordingntonBennisnandnNanus,nthenfundamentaln
qualitiesnofneffectivenleadersnare:
a. guidednvision,npassion,nandnintegrity.
b. knowledgenofnself,nhonesty,nandnmaturity.
c. intelligence,nself-confidence,nandndetermination.
d. honesty,nself-awareness,nandnsociability.
ANS:nABennisnandnNanusnlistnguidednvision,npassion,nandnintegritynasnfundamentalnqualitiesnofneffectivenleaders.nKnowledgeno
fnself,nhonestynandnmaturity;nintelligence,n self-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,nself-
nconfidence,ncognitivenability,nandnknowledgenofnthenbusiness.nWoodsnidentifiednfivendominantnfactorsnthatninfluencednleadershipn
development:nself-
confidence,ninnatenqualities,nprogressionnofnexperience,ninfluencenofnsignificantnothers,nandnpersonalnlifenfactors.nStogdillnident
ifiednthenfollowingntraitsnofnanleader:nintelligence,nself-
nconfidence,ndetermination,nintegrity,nandnsociability.nMurphynandnDeBacknidentifiednthenfollowingnleaderncharacteristics:ncari
ng,nrespectability,ntrustworthiness,nandnflexibility.
13. Annursenmanagernwhonusesnanleadershipnstylenthatnisnparticipatorynandnwherenauthorityn
isndelegatedntonothersnisnmostnlikelynusingnwhichnofnthenfollowingnleadershipnstyles?
a. Autocratic
b. Democratic
c. Laissez-faire
, d. Employee-centered
ANS:nB,nDemocraticnleadershipnisnparticipatory,nandnauthoritynisndelegatedntonothers.nAutocraticnleadershipninvolvesncentralize
dndecisionnmaking,nwithnthenleadernmakingndecisionsnandnusingnpowerntoncommandnandncontrolnothers.nLaissez-
fairenleadershipnisnpassivenandnpermissive,nandnthenleaderndefersndecisionnmaking.nEmployee-
centerednleadershipnfocusesnonnthenhumannneedsnofnsubordinates.
14. Ancharacteristicnofnthenconsiderationndimensionnofnleadershipnbehaviornis:
a. focusnonnthenworkntonbendone
b. focusnonnthentask.
c. focusnonnproduction.
d. focusnonnthenemployee.
ANS:nD,nThenleadershipndimensionnofnconsiderationninvolvesnactivitiesnthatnfocusnonnthenemployee.nInitiatingnstructuresnofnleader
shipninvolvesnannemphasisnonnthenworkntonbendone,nandnanfocusnonnthentasknandnproduction.
15. Thenleadershipntheorynthatnconsidersnfollowernreadinessnasnanfactorninndeterminingn
leadershipnstylenis:
a. contingency.n
b.n pathngoal.
a.
situational.n
c. charismatic.
ANS:nC,nSituationalnleadershipnconsidersnthenfollowernreadinessnasnanfactorninndeterminingnleadershipnstyle.nContingencyntheoryn
viewsnthenpatternnofnleadernbehaviornasndependentnonntheninteractionnofnthenpersonalitynofnthenleadernandnthenneedsnofnthensituatio
n.nInnpathngoalntheory,nthenleadernworksntonmotivatenfollowersnandninfluencengoalnaccomplishment.nCharismaticnleadershipnhasnan
ninspirationalnqualitynthatnpromotesnann emotionalnconnectionnfromn followers.
16. Inncontingencyntheory,nthenfeelingsnandnattitudesnofnfollowersnregardingnacceptance,ntrust,nandn
credibilitynofnthenleadernarencalled:
a. tasknstructure.n
b.npositionnpower.
c. lowntasknstructure.
d. leader-membernrelations.
ANS:nD,nInncontingencyntheory,nleader-
membernrelationsnarenthenfeelingsnandnattitudesnofnfollowersnregardingnacceptance,ntrust,nandncredibilitynofnthenleader.nTasknstr
ucturenofncontingencyntheorynmeansnthendegreenthatnworknisndefined,nwithnspecificnprocedures,nexplicitndirections,nandngoals.n
Lowntasknstructureninvolvesnworknthatnisnnotnroutine,npredictable,nornclearlyndefined.nPositionnpowerninncontingencyntheorynisnt
hendegreenofnformalnauthoritynandninfluencenassociatednwithnthenleader.nREF:nFIEDLERSnCONTINGENCYn THEORY
17. Innsituationalntheory,nantellingnleadershipnstylenisnconsidered:
a. highntask,nhighnrelationshipnbehavior.n
b.n highn task,n lown relationshipn behavior.nc
.nlowntask,nhighnrelationshipn behavior.nd.n
lowntask,nlownrelationshipnbehavior.
ANS:nB,nAntellingnleadershipnstylenisnhighntasknbehaviornandnlownrelationshipnbehavior.nAnhighntask,nhighnrelati
onshipnstylenisncallednansellingnleadershipnstyle.nAnlowntasknandnhighnrelationshipnstylenisncalledna
n n n n n n
Chaptern1:nNursingnLeadershipnandnManagementn
MULTIPLEnCHOICE
1. AccordingntonHenrinFayol,nthenfunctionsnofnplanning,norganizing,ncoordinating,nandncontrollingn
arenconsiderednwhichnaspectnofnmanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:nB,nThenmanagementnprocessnincludesnplanning,norganizing,ncoordinating,nandncontrolling.nManagementnrolesnincludeninform
ationnprocessing,ninterpersonalnrelationships,nandndecisionnmaking.nManagementnfunctionsnincludenplanning,norganizing,nstaffing,ndir
ecting,ncoordinating,nreporting,nandnbudgeting.nAntaxonomynisnansystemnthatnordersnprinciplesnintonangroupingnornclassification.
2. Whichnofnthenfollowingnisnconsiderednandecisionalnmanagerialnrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:nD,nThendecisionalnmanagerialnrolesnincludenentrepreneur,ndisturbancenhandler,nallocatornofnresources,nandnnegotiator.nTh
eninformationnprocessingnmanagerialnrolesnincludenmonitor,ndisseminator,nandnspokesperson.nTheninterpersonalnmanagerialnrol
esnincludenfigurehead,nleader,n andnliaison.
3. Annursenmanagernmeetsnregularlynwithnothernnursenmanagers,nparticipatesnonnthenorganization
sncommittees,nandnattendsnmeetingsnsponsorednbynprofessionalnorganizationsninnorderntonmanagenr
elationships.nThesenactivitiesnarenconsiderednwhichnfunctionnofnanmanager?
a. Informing
b. Problemnsolving
c. Monitoring
d. Networking
ANS:nD,nThenrolenfunctionsntonmanagenrelationshipsnarennetworking,nsupporting,ndevelopingnandnmentoring,nmanagingnconflic
tnandnteamnbuilding,nmotivatingnandninspiring,nrecognizing,nandnrewarding.nThenrolenfunctionsntonmanagenthenworknarenplannin
gnandnorganizing,nproblemnsolving,nclarifyingnrolesnandnobjectives,ninforming,n monitoring,nconsulting,nandndelegating.
4. Annursenwasnrecentlynpromotedntonanmiddle-
levelnmanagernposition.nThennursesntitlenwouldnmostnlikelynbenwhichnofnthenfollowing?
a. First-linenmanager
b. Director
c. Vicenpresidentnofnpatientncarenservices
d. Chiefnnursenexecutive
ANS:nB,nAnmiddle-levelnmanagernisncallednandirector.nAnlownmanagerial-nlevelnjobnisncallednthenfirst-
linenmanager.nAnnurseninnannexecutivenlevelnrolenisncalledn anchiefnnursenexecutivenornvicenpresidentnofnpatientncarenservices.
5. AnnursenmanagernwhonusesnFredericknTaylorsnscientificnmanagementnapproach,nwouldnmostnlikelyn
focusnonnwhichnofnthenfollowing?
, a. Generalnprinciples
b. Positionalnauthority
c. Labornproductivity
d. Impersonalnrelations
ANS:nC,nThenareanofnfocusnfornscientificnmanagementnisnlabornproductivity.nInnbureaucraticntheory,nefficiencynisnachievednthrough
nimpersonalnrelationsnwithinnanformalnstructurenandnisnbasednonnpositionalnauthority.nAdministrativenprinciplentheorynconsistsnofn
principlesnofnmanagementn thatnarenrelevantntonanynorganization.
6. AccordingntonVroomsnTheorynofnMotivation,nforce:
a. isnthenperceivednpossibilitynthatnthengoalnwillnbenachieved.
b. describesnthenamountnofneffortnonenwillnexertntonreachnonesngoal.
c. describesnpeoplenwhonhavenfreenwillnbutnchoosentoncomplynwithnordersntheynarengiven.
d. isnannaturallynformingnsocialngroupnthatncannbecomenancontributorntonannorganization.
ANS:nB,nAccordingntonVroomsnTheorynofnMotivation,nForcendescribesnthenamountnofneffortnonenwillnexertntonreachnonesngoal.n
Valencenspeaksntonthenlevelnofnattractivenessnornunattractivenessnofnthengoal.n Expectancynisnthenperceivednpossibilitynthatnthengoaln
willnbenachieved.nVroomsnTheorynofnMotivationncannbendemonstratedninnthenformnofnannequation:nForcen=nValencenExpectancyn
(Vroom,n1964).nThentheorynproposesnthatnthisnequationncannhelpntonpredictnthenmotivation,nornforce,nofnannindividualnasndescribedn
bynVroom.
7. AccordingntonR.nN.nLussier,nmotivation:
a. isnunconsciouslyndemonstratednbynpeople.
b. occursnexternallyntoninfluencenbehavior.
c. isndeterminednbynothersnchoices.
d. occursninternallyntoninfluencenbehavior.
ANS:nD,nMotivationnisnanprocessnthatnoccursninternallyntoninfluencenandndirectnournbehaviorninnorderntonsatisfynneeds.nMotivatio
nnisnnotnexplicitlyndemonstratednbynpeople,nbutnrathernitnisninterpretednfromntheirnbehavior.nMotivationnisnwhateverninfluencesnou
rnchoicesnandncreatesndirection,nintensity,n andnpersistenceninnournbehavior.
8. AccordingntonR.nN.nLussier,ntherenarencontentnmotivationntheoriesnandnprocessnmotivationn
theories.nWhichnofnthenfollowingnisnconsiderednanprocessnmotivationntheory?
a. Equityntheory
b. Hierarchynofnneedsntheory
c. Existence-relatedness-growthntheory
d. Hygienenmaintenancenandnmotivationnfactors
ANS:nA,nThenprocessnmotivationntheoriesnarenequityntheorynandnexpectancyntheory.nThencontentnmotivationntheoriesnincludenMaslo
wsnhierarchynofnneedsntheory,nAldefersnexistence-nrelatedness-
growthn(ERG)ntheory,nandnHerzbergsnhygienenmaintenancenfactorsnandnmotivationnfactors.
9. Thentheorynthatnincludesnmaintenancenandnmotivationnfactorsnis:
a. Maslowsnhierarchynofnneeds.
b. Herzbergsntwo-factorntheory.
c. McGregorsntheorynXnandntheorynY.
d. OuchisntheorynZ.
,ANS:nB,nThentwo-
factorntheorynofnmotivationnincludesnmotivationnandnmaintenancenfactors.nMaslowsnhierarchynofnneedsnincludesnthenfollowingnnee
ds:nphysiological,nsafety,nsecurity,nbelonging,nandnself-
actualization.nInntheorynX,nemployeesnprefernsecurity,ndirection,nandnminimalnresponsibility.nInntheorynY,nemployeesnenjoyntheir
nwork,nshownself-
controlnandndiscipline,narenablentoncontributencreatively,nandnarenmotivatednbyntiesntonthengroup,norganization,nandnthenworknitself.
nThenfocusnofntheorynZnisncollectivendecisionnmakingnandnlong-
termnemploymentnthatninvolvesnslowernpromotionsnandnlessndirectnsupervision.
10. Annursenisnappointedntonanleadershipnpositionninnthenlocalnhospital.nThennursesnpositionnwouldnben
considerednwhichnofnthenfollowing?
a. Informalnleadershipn
b.
Formalnleadershipn
c. Leadership
d.n Management
ANS:nB,nFormalnleadershipnisnbasednonnoccupyingnanpositionninnannorganization.nInformalnleadershipnisnshownnbynannindividual
nwhondemonstratesnleadershipnoutsidenthenscopenofnanformalnleadershipnrolenornasnanmembernofnangroup.nLeadershipnisnanprocessn
ofninfluencenwherebynthenleaderninfluencesnothersntowardngoalnachievement.nManagementnisnanprocessntonachievenorganizational
ngoals.
11. Annursingninstructornisnevaluatingnwhethernthennursingnstudentsnunderstandnthenthreenf
undamentalnqualitiesnthatnleadersnshare.nAccordingntonBennisnandnNanus,nthenfundamentaln
qualitiesnofneffectivenleadersnare:
a. guidednvision,npassion,nandnintegrity.
b. knowledgenofnself,nhonesty,nandnmaturity.
c. intelligence,nself-confidence,nandndetermination.
d. honesty,nself-awareness,nandnsociability.
ANS:nABennisnandnNanusnlistnguidednvision,npassion,nandnintegritynasnfundamentalnqualitiesnofneffectivenleaders.nKnowledgeno
fnself,nhonestynandnmaturity;nintelligence,n self-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,nself-
nconfidence,ncognitivenability,nandnknowledgenofnthenbusiness.nWoodsnidentifiednfivendominantnfactorsnthatninfluencednleadershipn
development:nself-
confidence,ninnatenqualities,nprogressionnofnexperience,ninfluencenofnsignificantnothers,nandnpersonalnlifenfactors.nStogdillnident
ifiednthenfollowingntraitsnofnanleader:nintelligence,nself-
nconfidence,ndetermination,nintegrity,nandnsociability.nMurphynandnDeBacknidentifiednthenfollowingnleaderncharacteristics:ncari
ng,nrespectability,ntrustworthiness,nandnflexibility.
13. Annursenmanagernwhonusesnanleadershipnstylenthatnisnparticipatorynandnwherenauthorityn
isndelegatedntonothersnisnmostnlikelynusingnwhichnofnthenfollowingnleadershipnstyles?
a. Autocratic
b. Democratic
c. Laissez-faire
, d. Employee-centered
ANS:nB,nDemocraticnleadershipnisnparticipatory,nandnauthoritynisndelegatedntonothers.nAutocraticnleadershipninvolvesncentralize
dndecisionnmaking,nwithnthenleadernmakingndecisionsnandnusingnpowerntoncommandnandncontrolnothers.nLaissez-
fairenleadershipnisnpassivenandnpermissive,nandnthenleaderndefersndecisionnmaking.nEmployee-
centerednleadershipnfocusesnonnthenhumannneedsnofnsubordinates.
14. Ancharacteristicnofnthenconsiderationndimensionnofnleadershipnbehaviornis:
a. focusnonnthenworkntonbendone
b. focusnonnthentask.
c. focusnonnproduction.
d. focusnonnthenemployee.
ANS:nD,nThenleadershipndimensionnofnconsiderationninvolvesnactivitiesnthatnfocusnonnthenemployee.nInitiatingnstructuresnofnleader
shipninvolvesnannemphasisnonnthenworkntonbendone,nandnanfocusnonnthentasknandnproduction.
15. Thenleadershipntheorynthatnconsidersnfollowernreadinessnasnanfactorninndeterminingn
leadershipnstylenis:
a. contingency.n
b.n pathngoal.
a.
situational.n
c. charismatic.
ANS:nC,nSituationalnleadershipnconsidersnthenfollowernreadinessnasnanfactorninndeterminingnleadershipnstyle.nContingencyntheoryn
viewsnthenpatternnofnleadernbehaviornasndependentnonntheninteractionnofnthenpersonalitynofnthenleadernandnthenneedsnofnthensituatio
n.nInnpathngoalntheory,nthenleadernworksntonmotivatenfollowersnandninfluencengoalnaccomplishment.nCharismaticnleadershipnhasnan
ninspirationalnqualitynthatnpromotesnann emotionalnconnectionnfromn followers.
16. Inncontingencyntheory,nthenfeelingsnandnattitudesnofnfollowersnregardingnacceptance,ntrust,nandn
credibilitynofnthenleadernarencalled:
a. tasknstructure.n
b.npositionnpower.
c. lowntasknstructure.
d. leader-membernrelations.
ANS:nD,nInncontingencyntheory,nleader-
membernrelationsnarenthenfeelingsnandnattitudesnofnfollowersnregardingnacceptance,ntrust,nandncredibilitynofnthenleader.nTasknstr
ucturenofncontingencyntheorynmeansnthendegreenthatnworknisndefined,nwithnspecificnprocedures,nexplicitndirections,nandngoals.n
Lowntasknstructureninvolvesnworknthatnisnnotnroutine,npredictable,nornclearlyndefined.nPositionnpowerninncontingencyntheorynisnt
hendegreenofnformalnauthoritynandninfluencenassociatednwithnthenleader.nREF:nFIEDLERSnCONTINGENCYn THEORY
17. Innsituationalntheory,nantellingnleadershipnstylenisnconsidered:
a. highntask,nhighnrelationshipnbehavior.n
b.n highn task,n lown relationshipn behavior.nc
.nlowntask,nhighnrelationshipn behavior.nd.n
lowntask,nlownrelationshipnbehavior.
ANS:nB,nAntellingnleadershipnstylenisnhighntasknbehaviornandnlownrelationshipnbehavior.nAnhighntask,nhighnrelati
onshipnstylenisncallednansellingnleadershipnstyle.nAnlowntasknandnhighnrelationshipnstylenisncalledna
