leadership exam 1

Which behavior/attitude makes it likely that a planned change will be unsuccessful? A) The suggested change is brought forward after the plan has been formalized B) Individuals affected by the change are involved in planning for the change C) The change agent is aware of the organizations internal and external environment D) An assessment of resources to carry out the plan is completed before unfreezing

Ans: A Feedback: Employees should be involved in the change process. When information and decision making are shared, subordinates will be more accepting of the change. The other options support the change.

What does a decision grid allow the decision maker to do? A) Examine alternatives visually and compare each against the same criteria B) Quantify information C) Plot a decision over time D) Predict when events must take place to complete a project on time

Ans: A Feedback: A decision grid allows one to visually examine the alternatives and compare each against the same criteria. Although any criteria may be selected, the same criteria are used to analyze each alternative.

Which would be a normal and expected behavioral response during the unfreezing phase of change? A) Anger B) Withdrawal and acceptance C) Open acceptance D) Active collaboration

Ans: A Feedback: During the unfreezing stage, people become discontented, and even angry, with the status quo. Ironically, they may also become angry that change is needed, because of the resistance that is a normal and expected part of the change process. The other options are not usually associated with the unfreezing phase of change.

Which change is easier to make? A) Personal behavior B) Group behavior C) Group knowledge D) Personal attitudes

Ans: A Feedback: It is much easier to change a persons behavior than it is to change an entire groups behavior. It is easier to change knowledge levels than attitudes.

Which action is reflective of the leadership role necessary for a successful planned change to occur? A) Demonstrates flexibility in goal setting B) Recognizing the need for a planned change C) Identifying the resources that are available to support a change D) Support the staff during the implementation of a planned change

Ans: A Feedback: Leaders demonstrate flexibility in goal setting in a rapidly changing health-care system. The other options are associated with management functions associated with change.

What is the basic argument for the use of rational empirical change strategies? A) Information supports change B) Peer influence brings about change C) Reward-based incentives influence change D) Punishment supports the acceptance of change

Ans: A Feedback: The change agent using this set of strategies assumes that resistance to change comes from a lack of knowledge and that humans are rational beings who will change when given factual information documenting the need for change. Normative reductive strategies use group norms and peer pressure to socialize and influence people so that change will occur. Power coercive strategies, features the application of power by legitimate authority, economic sanctions or rewards, or political clout of the change agent.

In planning strategies to prevent stagnation and promote renewal, which action would most likely result in the desired outcome? A) Developing a program for recruitment of young talent B) Rewarding employees by promoting from within C) Having set pay increases mandated annually D) Using longevity to determine committee selection

Ans: A Feedback: The constant influx of young talent brings new ideas to the organization. The other options are not as relevant to the prevention of stagnation and promotion of renewal.

Refusing to work with a staff member who dresses unprofessionally most closely represents which change strategy? A) Power coercive B) Normative reductive C) Rational unempirical D) Resistance withdrawal

Ans: A Feedback: The powerncoercive strategy assumes that people are often set in their ways and will change only when faced by negative sanctions or some other method that demonstrates power and/or coercion. This is not the principle guiding any of the other options.

Distributing flyers that charge arbitrary action on the part of an employer in an effort to garner interest in employee unionization would be a part of what phase of planned change? A) Unfreezing B) Movement C) Refreezing D) Resistance

Ans: A Feedback: Unfreezing occurs when the change agent coerces members of the group to change, or when guilt, anxiety, or concern can be elicited. This is not observed in the other options.

It is appropriate to make a change for which reason? Select all that apply. A) To solve an existing problem B) To increase staff efficiency C) To reduce unnecessary workload D) To improve staff productivity

Ans: A, B, C, D Feedback: Change should be implemented only for good reasons such as the solution of an existing problem, increasing staff efficiency, eliminating unnecessary workload and improving productivity. Boredom alone is not a sufficient reason to institute change.

Which force is driving change in todays health-care environment? Select all that apply. A) Increased cost of health-care services B) Decrease in health-care professionals and providers C) Decreased third-party reimburse of health-care services D) Increased need to update health-care related technologies

Ans: A, B, C, D Feedback: Many forces are driving change in contemporary health care, including rising health- care costs, declining reimbursement, workforce shortages, increasing technology, the dynamic nature of knowledge, and a growing elderly population. Contemporary health- care agencies then must continually institute change to upgrade their structure, promote greater quality, and keep their workers. Wages for health-care professions and providers have not contributed significantly to the changes in todays health-care environment.

Which statement is true regarding planned change? Select all that apply. A) Resistance to change should be expected as a natural part of the change process B) Change should be viewed as a chance to do something innovative C) Technical changes are more resisted by staff than social changes are D) Change affects the homeostasis of a group

Ans: A, B, D Feedback: Change should not be viewed as a threat but as a challenge and a chance to do something new and innovative. Change should be implemented only for good reason. Because change disrupts the homeostasis or balance of the group, resistance should be expected as a natural part of the change process. The level of resistance to change generally depends on the type of change proposed not the age of the staff affected by the change. Technological changes encounter less resistance than changes that are perceived as social or that are contrary to established customs or norms.

Which statement is true concerning the refreezing phase of the change process? Select all that apply. A) The focus of this phase is to integrate the change into the status quo B)Stabilization of change requires a 6-9 month period of time C) If refreezing is incomplete, pre-change behavior will be resumed D) The change agent must remain involved until the refreeze stage is complete

Ans: A, C, D Feedback: During the refreezing phase, the change agent assists in stabilizing the system change so that it becomes integrated into the status quo. If refreezing is incomplete, the change will be ineffective and the prechange behaviors will be resumed. For refreezing to occur, the change agent must be supportive and reinforce the individual adaptive efforts of those affected by the change. Because change needs at least 3 to 6 months before it will be accepted as part of the system, the change agent must be sure that he or she will remain involved until the change is completed. The successfulness of the refreezing stage is dependent about the acceptance of change by all staff.

Which statement reflects an important factor to consider when implementing a planned change? A) Change should be implemented suddenly B) Change should be implemented gradually C) Change should be implemented arbitrarily D) Change should be implemented sporadically

Ans: B Feedback: Change should be planned and thus implemented gradually, not sporadically or suddenly and certainly not arbitrarily.

What is an example of a positive outcome of a leaders emotional intelligence? A) Emotions are held in check B) Emotions are used effectively C) Expression of one's emotions is expected D) Expression of one's emotions is encouraged

Ans: B Feedback: Emotional intelligence refers to the ability to use emotions effectively and is required by leader managers in order to enhance their success. Holding ones emotions in check can be unhealthy. The remaining options do not address the usefulness of emotions.

Historically, many of the changes that have occurred in nursing or have affected the profession are the result of what type of change? A) Planned B) Change by drift C) Rational empirical D) Normative reductive

Ans: B Feedback: Historically, many of the changes that have occurred in nursing or have affected the profession are the result of change by drift. While other types of changes have occurred, change by drift accounts for most of them.

What characteristic is associated with organizational groups assigned to manage the change process? A) Both formulate and implement the change B) Have representation from all key stakeholders C) Are made up of quality circles D) Are teams of resistance breakers

Ans: B Feedback: In some large organizations today, multidisciplinary teams of individuals, representing all key stakeholders in the organization, are assigned the responsibility for managing the change process. In such organizations, this team manages the communication between the people leading the change effort and those who are expected to implement the new strategies.

Which factor is the greatest contributor to the resistance encountered with organizational change? A) Poor organizational leadership B) Presence of employee mistrust C) Ineffective organizational management D) Insufficient staff involvement in the process

Ans: B Feedback: Perhaps the greatest factor contributing to the resistance encountered with change is a lack of trust between the employee and the manager or the employee and the organization. While the other options may increase resistance, employee distrust is the primary barrier to change.

Which characteristics are associated with change by drift? Select all that apply. A) They are planned B) They are accidental C) They are unplanned D) They are a result of a threat

Ans: B, C Feedback: Change by drift is unplanned or accidental. The other options are not characteristics of changes that are a result of change by drift.

Which situation is associated with an aging organization? A) Retired staff is replaced with new graduate nurses B) State-of-the-art cardiac monitoring equipment is placed in the ICU C) The unit functions with strict adheres to institutional rules and policies D) A suggestion committee composed of staff and management meets monthly

Ans: C Feedback: The young organization is characterized by high energy, movement, and virtually constant change and adaptation. Aged organizations have established turf boundaries, function in an orderly and predictable fashion, and are focused on rules and regulations. Change is limited.

How many primary leadership styles have been identified? A) One B) Two C) Three D) Four

Ans: C Feedback: Three primary leadership styles have been identified: authoritarian, democratic, and laissez- faire

Which activity is associated with the movement stage of the development of a plan? A) Gather data B) Accurately diagnose the problem C) Decide if change is needed D) Develop a plan

Ans: D Feedback: A responsibility of the movement stage is to develop a plan. Responsibilities of the change agent in the unfreezing stage are as follows: Gather data, accurately diagnose the problem, and decide if change is needed.

Which statement is true regarding the philosophy of nonlinear change theories? A) Change occurs in sequential steps B) Change is predictable C) Change success relies on policies and hierarchies D) Change is necessary because organizational stability is brief

Ans: D Feedback: Most twenty-first-century organizations experience fairly brief periods of stability followed by intense transformation.

Which description best describes the theory behind nonlinear change? A) It occurs in organized steps B) It must have a logical sequence C) It results in equilibrium D) It has unpredictable outcomes

Ans: D Feedback: Nonlinear change states that the dynamics and outcomes of change are always unpredictable. Nonlinear change does not involve the other statements.

Which action represents a management function in planned change? A) Inspiring group members to be involved in planned change B) Visionary forecasting C) Role modeling high-level interpersonal communication skills in providing support for individuals undergoing rapid or difficult change D) Recognizing the need for planned change and identifying the options and resources available to implement change

Ans: D Feedback: Recognizing the need for planned change and identifying the options and resources available to implement change are management functions; the other choices are leadership functions.

Which activity does a change agent make a commitment to in order to best assure a successful implementation of a change? A) Helping followers arrive at total consensus regarding the change B) Encouraging subgroup opposition to change so many viewpoints can be heard C) Using change by drift if the resistance to change is too strong D) Being available to support those affected by a change until the change is complete

Ans: D Feedback: The change agent needs to offer support to others so that the change occurs. The other options are not as impactful on a successful transition to change.

Which activity associated with the unfreezing state of change will have the greatest impact on the success of the movement stage of the change process? A) Accurate identification of the problem requiring change B) Effective information gathering concerning the problem C) Key personnel voicing their opinions regarding the need for change D) The need for change is perceived by all those affected by the problem

Ans: D Feedback: The change agent should not proceed to the movement stage until the status quo has been disrupted and the need for change is perceived by the others. While the other options will affect the process, perception of the need to change by all affected by the change is the most impactful of the options provided.

Which statement concerning nursing leadership functioning at its potential is true? A) The leadership role is most important in nursing today B) Leadership is most important in managing health-care costs C) The most important nursing leadership role is being charismatic D) There is a need to integrate nursing management and nursing leadership

Ans: D Feedback: For managers and leaders to function at their greatest potential, the two roles must be integrated. The other statements are not true.

What is the idea that workers should be hired, trained, and promoted based on their competence and abilities related to? A) Part of the management functions identified by Fayol B) The result of the human relations studies C) The outcome of studies done by Mayo at the Hawthorne Works D) One of the four overriding principles of scientific management

Ans: D Feedback: Frederick Taylor, the father of scientific management, had the idea that workers should be hired, trained, and promoted based on their competence and abilities. This concept is not associated with any of the other options.

Which statement describes an emerging paradigm that is likely to influence strategic planning for health care in the twenty-first century? A) Reduced emphasis on cost containment B) Reduced regulatory oversight of health-care organizations C) A shift from interdependence of health-care professionals to greater autonomy D) A movement from client-as-customer to population-as-customer

Ans: D Feedback: Health services are increasingly being provided to large groups of people, usually defined by employers, through managed care or capitated contracts. The other options do not describe an influential twenty first-century paradigm.

Why do our values often cause personal conflict in decision making? A) Some values are not realistic or healthy B) Not all values are of equal worth C) Our values remain unchanged over time D) Our values often collide with one another

Ans: D Feedback: Values, life experience, individual preference, and individual ways of thinking will influence a persons decision making. No matter how objective the criteria will be, value judgments will always play a part in a persons decision making, either consciously or subconsciously.

What statement regarding management decision-making aides is true? A) They are subject to human error B) They ensure good decision making C) They eliminate uncertainty and risk D) They tend to save management time

Ans: A Feedback: Management decision-making aides are subject to human error. Some of these aides encourage analytical thinking, others are designed to increase intuitive reasoning, and a few encourage the use of both hemispheres of the brain. Despite the helpfulness of these tools, there is a strong tendency for managers to favor first impressions when making a decision, and a second tendency, called confirmation biases, often follows.

What is the typical focus of managers? Select all that apply. A) Establishing a legitimate source of power B) Delegating responsibilities to staff members C) Formulate the budget to achieve the stated goals D) Direct attention to the management of unwilling subordinates

Ans: A, B, C Feedback: The manager is typically involved in the delegation of responsibilities through the power of the legitimate power associated with the position. To manipulate people, the environment, money, time, and other resources to achieve organizational goals is also a manager's focus. Attention to both willing and unwilling subordinates as well as established responsibilities is associated with the role of the manager.

Which factor contributes to the difficulty health-care organizations are having in planning for identified long-term needs? Select all that apply. A) Government regulations B) Rapidly changing technologies C) Decreased provider autonomy D) Changing population demographics

Ans: A, B, C, D Feedback: Because of the rapidly changing technology, increasing government regulatory involvement in health care, changing population demographics, and reduced provider autonomy, health- care organizations are finding it increasingly difficult to appropriately identify long-term needs and plan accordingly. Consumer distrust is not a current factor contributing to the difficulty health-care organizations are experiencing with long-term planning.

Which statement regarding the characteristics of a good leader is true? A) They are totally trustworthy B) They may have character flaws C) They are by nature good intentioned D) Charisma is their strongest attribute

Ans: B Feedback: Leaders may be deceitful and trustworthy, greedy and generous, and cowardly and brave. To assume that all good leaders are good people is foolhardy and makes us blind to the human condition. It is only when we recognize and manage our failings that leaders achieve greatness.

What is the advantage of using a payoff table when applicable? A) It assures the correct decision when dealing with financial situations B) It is very helpful when quantitative information about the topic is available C) It assists in the visualization of the available historic and current data D) It is easy to construct even for the novice decision maker

Ans: C Feedback: Payoff tables do not guarantee that a correct decision will be made, but they assist in visualizing data. While it does lend itself to the use of quantitative data that are not its strength, the table may not be difficult to construct that is not its strength since it is dependent on the inclusion of accurate data and effective evaluation of that data.

Gardner states that integrated leaders-managers distinguish themselves from more traditional managers in six ways. Which is a distinguishing trait of a traditional manager rather than an integrated leader-manager? A) They are politically astute B) They look outward, toward the larger organization C) They extend influence only to their own group D) They emphasize vision, values, and motivation

Ans: C Feedback: Traditional managers influence those in their own groups while integrated leaders influence others beyond their own group. The remaining options represent traits that may be shared by both types.

There are current and future paradigm shifts in healthcare that affect the leadership skills needed by nurses in the twenty-first century. What issue at the organizational and unit levels are nurse leaders being directed to address? A) Active involvement in greatly needed health-care reform B) Persistent and growing international nursing shortage C) Shortage of qualified first-level nursing managers D) High turnover rates by staff nurses

Ans: D Feedback: At the organizational and unit levels, nurse-leaders are being directed to address high turnover rates by staff, an emerging shortage of qualified top-level nursing administrators, growing trends toward unionization, and intensified efforts to legislate minimum staffing ratios and eliminate mandatory overtime, while maintaining cohesive and productive work environments. At the national level, nurse-leaders and nurse- managers are actively involved in greatly needed health-care reform and in addressing a persistent, and likely growing, international nursing shortage. The other options, while describing noteworthy issues, do not include the issue that affects needed skills.

At the unit level, what time frame may be considered long-range planning? A) 3 months B) 4 months C) 5 months D) 6 months

Ans: D Feedback: At the unit level, any planning that is at least 6 months in the future may be considered long- range planning.

What is required to successfully implement the chaos theory of change? A) Most stakeholders accepting the need for change B) Finding solutions to resistance to change C) Changing attitudes more than increasing knowledge D) Finding underlying order in random data

Ans: D Feedback: Chaos theory requires finding underlying order in apparent random data.

Goleman in his best seller Emotional Intelligence built upon work in his identification of five components of emotional intelligence. Which component of emotional intelligence is occurring when a person is proficiently handling relationships and building networks? A) Self-regulation B) Motivation C) Empathy D) Social skills

Ans: D Feedback: Social skills: Proficiency in handling relationships and building networks; an ability to find common ground. Self-regulation: The ability to control or redirect disruptive impulses or moods as well as the propensity to suspend judgment. Motivation: A passion to work for reasons that go beyond money or status; a propensity to pursue goals with energy and commitment. Empathy: The ability to understand and accept the emotional makeup of other people.

An organization has hired six RNs who have recently immigrated to the United States. The manager has noticed they interact very little with other staff, often speaking in their own language during their breaks, although they speak English while on duty. Which intervention would be the most helpful action for the manager to help these new RNs better assimilate? A) Explain to the new nurses the problem that their isolating is causing. B) Arrange to send them to an English language course at the local adult school. C) Ask the established RNs to make an effort to include the new nurses in after-work activities. D) Begin a short sharing session before client report, so all RNs can share information about their cultures and differences in client care.

Ans: D Feedback: Providing an opportunity for both groups of nurses to share their cultural heritage and differences in nursing care is an opportunity to promote acceptance among all members of the staff. It has been established that speaking the language is not a problem since they do so while on duty. Including them in after-work activities may demonstrate willingness on the staffs part but will not address work-related isolation. Merely presenting the problem to the new nurses does not show managing initiative.

What needs to be considered in evaluating the quality of ones decisions? A) Is evaluation necessary when using a good decision-making model? B) Can evaluation be eliminated if the problem is resolved? C) Will the effectiveness of the decision maker be supported? D) Will the evaluation be helpful in increasing ones decision-making skills?

Ans: D Feedback: The evaluation phase is necessary to find out more about ones ability as a decision maker and to find out where the decision making was faulty.

What does the Hawthorne effect implied about people? A) Human beings under investigation will respond to the fact that they are being studied B) Production will increase or decrease as light in a factory is increased or decreased C) Membership in small groups forms social control D) People are inherently good and will seek out work

Ans: A Feedback: Hawthorne effect indicated that people respond to the fact that they are being studied, attempting to increase whatever behavior they feel will continue to warrant the attention. The other statements do not reflect implied beliefs about people.

One of the most commonly used tools in health-care organizations is SWOT analysis. What is the definition for Strengths? A) Internal attributes that help an organization achieve its objectives B) Internal attributes that challenge an organization in achieving its objectives C) External conditions that promote achievement of organizational objectives D) External conditions that challenge or threaten the achievement of organizational objectives

Ans: A Feedback: Strengths are internal attributes that help an organization achieve its objectives. Weaknesses are internal attributes that challenge an organization in achieving its objectives. Opportunities are external conditions that promote achievement of organizational objectives. Threats are external conditions that challenge or threaten the achievement of organizational objectives.

What determines the functions and priorities of an organization? A) The organizations mission statement B) The organizations budget C) Consumer satisfaction surveys D) The organizations policy and procedure statements

Ans: A Feedback: The mission statement is a brief statement identifying the reason the organization exists and its future aim or function. This is not the function of the other options.

What is the conclusion of interactional theories regarding successful leadership? A) Leaders, followers, and the situation were all variables that interacted B) The situation had the most profound effect on success in leadership C) The situation has a greater effect on outcomes than followers do D) Good results would occur if leaders led well

Ans: A Feedback: The successful leader will diagnose the situation before applying strategies from a large repertoire of skills that involve assessing the various variables presented by the leader, the followers and the situation. The remaining options are not related to interactional leadership theory.

What concept is servant leadership based upon? A) Trusting and valuing employees B) Genuinely liking your colleagues C) A laissez-faire style of leadership D) A dynamic leadership charisma

Ans: A Feedback: These managers, termed servant leaders, put serving others, including employees, customers, and the community, as the number-one priority. In addition, servant leaders foster a service inclination in others that promotes collaboration, teamwork, and collective activism. The servant leader is not necessarily associated with the concepts identified in the other options.

A transition has occurred in the twenty-first-century industrial age leadership to what type of leadership? A) Relationship age B) Quantum C) Authentic D) Thought

Ans: A Feedback: A transition has occurred in the twenty-first-century industrial age leadership to relationship age leadership. Quantum leadership suggests that the environment and context in which people work is complex and dynamic and that this has a direct impact on organizational productivity required by leader-managers in order to enhance their success. Authentic leadership suggests that in order to lead, leaders must be true to themselves and their values and act accordingly. Thought leadership refers to any situation whereby one individual convinces another to consider a new idea, product, or way of looking at things.

Avolio states that there are four factors that cover the components of authentic leadership. What is occurring when analyzing data rationally before making decisions? A) Balanced processing B) Internalized moral perspective C) Relational transparency D) Self-awareness

Ans: A Feedback: Balanced processing refers to analyzing data rationally before making decisions. Internalized moral perspective suggests that the authentic leader is guided by internal moral standards, which then guide his/her behavior. Relational transparency refers to openly sharing feelings and information appropriate to a situation, and self-awareness alludes to a knowing of self so as to make sense of the world.

Which term is used for strategies that are neither written nor stated verbally and that have developed over time called? A) Implied policies B) Expressed policies C) Understood precedents D) The organizational culture

Ans: A Feedback: Implied policies are neither written nor stated verbally and have developed over time. The other options fail to meet this description.

Which leadership style maintains strong control over the work group and uses coercion to motivate others? A) Authoritarian B) Democratic C) Laissez-faire D) A contingency approach

Ans: A Feedback: Lewin identified three common leadership styles: authoritarian, democratic, and laissez- faire. Authoritarian leadership results in well-defined group actions that are usually predictable, reducing frustration in the work group and giving members a feeling of security. Productivity is usually high, but creativity, self-motivation, and autonomy are reduced. Authoritarian leadership is frequently found in very large bureaucracies such as the armed forces. Coercion to motivate is not associated with the other options.

What is heuristics? A) Discrete, unconscious process to allow individuals to solve problems quickly B) Set of rules to encourage learners to discover solutions for themselves C) Formal process and structure in the decision-making process D) Trial-and-error method or rules-of-thumb approach

Ans: A Feedback: Most individuals rely on discrete, often unconscious processes known as heuristics, which allows them to solve problems more quickly and to build upon experiences they have gained in their lives. Thus, heuristics use trial-and-error methods or a rules-of- thumb approach, rather than set rules, and in doing so, encourages learners to discover solutions for themselves.

Which statement identifies a characteristic of a planning objective? A) It has a specific time frame for completion B) It is subjectively evaluated on a periodic basis C) It has a 100% compliance as a minimum criterion D) It is broad and inclusive in its nature

Ans: A Feedback: Multiple planning objectives, each with a target completion date, make up a goal. The remaining options are not characteristics of this objective.

Which statement is true regarding individual values? A) They are often modified by parents, peers, and role models throughout life B) They seldom change as a result of life's experiences C) They have little influence on decision making once employed because organizational values eliminate personal values D) They show little variation between nursing managers once they have achieved some level of authority

Ans: A Feedback: Personal values are shaped by the socialization processes experienced by that person, and values change with time. The remaining statements are not true regarding individual values.

Goleman in his best seller Emotional Intelligence identifies self-awareness as one of the five components of emotional intelligence. What is self-awareness? A) The ability to recognize and understand ones moods, emotions, and drives as well as their effects on others B) The ability to control or redirect disruptive impulses or moods as well as the propensity to suspend judgment C) A passion to work for reasons that go beyond money or status; a propensity to pursue goals with energy and commitment D) The ability to understand and accept the emotional makeup of other people

Ans: A Feedback: Self-awareness: The ability to recognize and understand ones moods, emotions, and drives as well as their effects on others. Self-regulation: The ability to control or redirect disruptive impulses or moods as well as the propensity to suspend judgment. Motivation: A passion to work for reasons that go beyond money or status; a propensity to pursue goals with energy and commitment. Empathy: The ability to understand and accept the emotional makeup of other people.

Which activity supports the principles of strengths-based leadership? A) Tuition reimbursement for LPN to RN transition programs B) Rehab services to staff diagnosed with abuse problems C) Mental health counseling for depression and anxiety D) Smoking cessation support classes

Ans: A Feedback: Strengths-based leadership, which grew out of the positive psychology movement (began in the late 1990s), focuses on the development or empowerment of workers' strengths as opposed to identifying problems, improving underperformance, and addressing weaknesses and obstacles.

What leadership behavior is generally determined by the relationship between the basic premise of the interactional theory? A) leaders personality and the specific situation B) Manager behaviors are generally determined by the relationship between the managers personality and the specific situation. C) Both managers and followers have the ability to raise each other to higher levels of motivation and morality. D) Both leaders and followers have the ability to raise each other to higher levels of motivation and morality.

Ans: A Feedback: The basic premise of interactional theory is that leadership behavior is generally determined by the relationship between the leaders personality and the specific situation. Transformational leadership is where both leaders and followers have the ability to raise each other to higher levels of motivation and morality.

What type of management was emphasized in the human relations era of management? A) Participatory B) Authoritarian C) Democratic D) Laissez-faire

Ans: A Feedback: The human relations era of management science emphasized concepts of participatory and humanistic management. Three primary leadership styles have been identified: authoritarian, democratic, and laissez-faire.

Benefits of effective planning include timely accomplishment of higher quality work and the best possible use of capital and human resources. Because planning is essential, managers must be able to overcome barriers that impede planning. What is an important point for successful organizational planning? A) The organization can be more effective if movement within it is directed at specified goals and objectives B) Plans to reach a goal must be rigid and not be distracted by current events C) The manager should include in the planning process the leadership people of units that could be affected by the plan D) A global plan and outline is sufficient to encourage and motivate employees

Ans: A Feedback: The organization can be more effective if movement within it is directed at specified goals and objectives. Because a plan is a guide to reach a goal, it must be flexible and allow for readjustment as unexpected events occur. The manager should include in the planning process all people and units that could be affected by a plan. A plan that is too global or unrealistic discourages rather than motivates employees.

Which statement by a subordinate demonstrates the greatest problem for the leader? A) Your plans for the changes will be difficult to implement B) I don't think you heard what the rest of us had to say C) Do you have an idea what direction we need to go? D) Can you tell me why my suggestion will not work?

Ans: A Feedback: The statement is a clear indication that the subordinate feels the leader is not listening and collaborating; this is a fatal flaw. The other statements are more open to explanation by and with the subordinate and leader.

What type of manager is concerned with the day-to-day operations? A) Transactional B) Transformational C) Interactional D) Bureaucratic

Ans: A Feedback: The traditional manager, concerned with the day-to-day operations, is termed a transactional leader. This is not a characteristic of the other options.

What is a weakness of the traditional problem-solving model? A) Its need for implementation time B) Its lack of a step requiring evaluation of results C) Its failure to gather sufficient data D) Its failure to evaluate alternatives

Ans: A Feedback: The traditional problem-solving model is less effective when time constraints are a consideration. Decision making can occur without the full analysis required in problem solving. Because problem solving attempts to identify the root problem in situations, much time and energy are spent on identifying the real problem.

What is required in a health-care organization philosophy statement? A) Should be evident in a nursing departments decisions, priorities, and behavior B) Has value, even if not implemented, because it provides a picture of what the organization would like to accomplish C) Should reflect the values and priorities of each specific unit manager D) Should be consistent with that of other health care agencies in the area to avoid competition

Ans: A Feedback: The unit philosophy will be congruent with the organizational philosophy. A philosophy delineates the set of values and beliefs that guide all actions. The other options do not accurately describe requirements of a health-care organization philosophy statement.

Which situation is characteristic of the weakness of the nursing process? A) The frequent absence of well-written patience-focused objectives B) The confusion created by the existence of numerous nursing diagnoses C) The ever-increasing need for effective assessment skills required of the nurse D) The amount of nursing staff required to implement the patients plans of care

Ans: A Feedback: The weakness of the nursing process, like the traditional problem-solving model, is in not requiring clearly stated objectives. Goals should be clearly stated in the planning phase of the process, but this step is frequently omitted or obscured. While the remaining options relate to the nursing process, they are not directly a result of the process itself.

Which principle will help increase the likelihood that followers do not mislead their leader? A) Support the followers right to disagree B) Rely only on facts and discount intuition C) Discourage acceptance until the facts are proved D) Identify who to rely upon and who not to listen to

Ans: A Feedback: There is no guarantee that followers will not mislead leaders, but adhering to certain principles, such as making sure that followers are allowed to disagree, will guard against this happening. The remaining options are flawed in the principles they support.

What is a focus of thought leadership? A) Challenging the status quo B) Learning new technology C) Keeping up with current nursing knowledge D) Being a transformational leader

Ans: A Feedback: Thought leadership applies to a person who is recognized among his or her peers for innovative ideas and who demonstrates the confidence to promote those ideas. Thus, thought leadership refers to any situation in which one individual convinces another to consider a new idea, product, or way of looking at things. None of the other options is a focus of thought leadership.

Which statement demonstrates a characteristic of a critical thinker? Select all that apply. A) Since that didn't work effectively, lets try something different B) The solution has to be something the patient is willing to do C) I'll talk to the patient's primary care giver about the problem D) Maybe there is no new solution to this particular problem.

Ans: A, B, C Feedback: A critical thinker displays persistence, empathy, and assertiveness. The remaining options reflect limited thinking and an inability to think outside the box.

The failure to engage in which activity is considered a fatal flaw of leadership? Select all that apply. A) Collaboration B) Communication C) Self-improvement D) Staff development

Ans: A, B, C, D Feedback: Leadership is flawed and likely ineffective when the leader does not collaborate and communicate effectively with others in the organization. The improvement and development of both others and oneself is vital to the effectiveness of a leader. Clear forward thinking is associated with good leadership.

Which activity is associated with a leadership role? Select all that apply. A) Mentoring two new managers B) Establishing goals for the coming year C) Advocating for employee regarding personal policies D) Providing a motivational speech at the new employee orientation

Ans: A, B, C, D Feedback: Leadership roles include mentoring, decision making, advocating, and energizing. Risk taking is also considered a leadership role.

Which action is associated with relationship age leadership? Select all that apply. A) Communicates regularly with subordinates B) Encourages teamwork to achieve problem solving C) Includes committee representatives from all areas that will be affected by the change D) Recognizes staff members who have contributed plausible problem-solving solutions

Ans: A, B, C, D Feedback: People skills, cooperation, and valuing staff knowledge are all characteristics of the relationship age leader. Focus on fact gathering rather than finding the meaning of the data is characteristic of an industrial age leader.

Which statement concerning the role of the leader-manager in organizational planning is true? Select all that apply. A) They need to be future oriented B) They must be willing to take risks C) They must possess human resource management skills D) They need to be prepared to appraise the social climate that affects the organization

Ans: A, B, C, D Feedback: Planning requires managerial expertise in health-care economics, human resource management, political and legislative issues affecting health care, and planning theory. Planning also requires the leadership skills of being sensitive to the environment, being able to appraise accurately the social and political climate, and being willing to take risks. Managers then must draw on the philosophy and goals established at the organizational and nursing service levels in implementing planning at the unit level. The manager then draws on his or her leadership skills in creativity, innovation, and futuristic thinking to problem solve.

what is a characteristic of strategic planning? Select all that apply A) Requires managerial expertise in health-care economics B) Should reflect political issues related to health care C) Human resource expertise is required D) Should be based on a planning theory

Ans: A, B, C, D Feedback: Strategic planning generally forecasts 3 to 10 years into the future and requires managerial expertise in health-care economics, human resource management, and political and legislative issues affecting health care, as well as planning theory.

During the process of acquiring values, criteria should be used to assist in clarifying the chosen value. Which is a criterion for a true value? Select all that apply. 1. A) It is freely chosen from among alternatives 2. B) It is prized and cherished 3. C) It is positively affirmed 4. D) It is acted upon

Ans: A, B, C, D Feedback: A value is prized and cherished, positively affirmed and acted upon, and chosen freely from among alternatives. Because our values change with time, periodic clarification is necessary to determine how our values may have changed.

Which statement regarding rules is true? Select all that apply. A) Rules should be inflexible B) There should be as few rules as possible C) Rules should be changed on a regular basis D) Enforcement of the rules supports staff morale

Ans: A, B, D Feedback: Rules are fairly inflexible, so the fewer rules, the better. Existing rules, however, should be enforced to keep morale from breaking down and to allow organizational structure. It is neither reasonable nor necessary for all involved parties to agree with the rules but all must follow them. Rules require regular evaluation but change may not be warranted.

A manager demonstrating an understanding of the principles of Human Capital theory will schedule which staff in-service? Select all that apply. A) Effective communication skills B) Financial planning for retirement C) Advanced cardiopulmonary resuscitation D) Meeting the needs of the patients family

Ans: A, C, D Feedback: Human capital can refer to a groups collective knowledge, skills, and abilities. Human capital theory suggests that individuals and/or organizations will invest in education and professional development if they believe that such an investment will have a future payoff. Communication, meeting family needs, and cardiopulmonary resuscitation are all skills and abilities that will enhance the individuals professional development and ultimately the services of the facility. The other options are related to the personal interests of the staff.

Which characteristics are associated with Collins' Highly Capable Individual level of leadership? Select all that apply. A) Possesses useful knowledge B) Builds effective interdisciplinary teams C) Galvanized members to achieve goals D) Demonstrates effective organization skills

Ans: A, D Feedback: Level 1: Highly capable individuals make high quality contributions with their work; possess useful levels of knowledge; and have the talent and skills needed to do a good job. Team building is a Level 2 characteristic. Organizational skills are associated with Level 3 while galvanizing members to achieve goals is demonstrated by Level 4 leaders.

A good plan incorporates which characteristic? A) A midterm evaluation B) Built-in evaluation checkpoints C) The rejection of plans that originally failed D) Over-planning to arrange required details

Ans: B Feedback: Good plans have built-in evaluation checkpoints so that there can be a midcourse correction if unexpected events occur. A final evaluation should always occur at the end of the plan. If goals were not met, the plan should be examined to determine why it failed. This evaluation process assists the manager in future planning. One who overplans may devote excessive time to arranging details that might be better left to those who will carry out the plan.

Which represents the management functions that are incorporated into the management process? A) Planning, directing, organizing, staffing, and evaluating B) Planning, organizing, staffing, directing, and controlling C) Organizing, planning, staffing, directing, and evaluating D) Organizing, staffing, planning, implementing, and controlling

Ans: B Feedback: Management functions include planning, organizing, staffing, directing, and controlling. These are incorporated into what is known as the management process.

Which statement regarding nursing policies and procedures is most important to their successful role in achieving goals? A) The policies and procedures are created by staff representatives B) All policies and practices are based on current evidence related to practice C) Policy or procedure adoption is dependent upon effective utilization of resources D) 100% of the staff adheres to established policies and procedures 100% of the time

Ans: B Feedback: Policies and procedures should be evidence based. While the other options are influential to success, they are the most important aspect of policies and procedures.

If decision making is triggered by a problem with what does it end? A) An alternative problem B) A chosen course of action C) An action that guarantees success D) A restatement of the solution

Ans: B Feedback: A decision is made when a course of action has been chosen. Problem solving is part of decision making and is a systematic process that focuses on analyzing a difficult situation. Problem solving always includes a decision-making step.

Which response is characteristic of a servant leader? A) I don't think you have the skills necessary to be effective B) Let me think about that request for 24 hours C) Do whatever it takes to get it done fast D) I'll personally handle this situation

Ans: B Feedback: A servant leader always thinks before reacting. This leader also chooses words carefully so as to not damage those being led, provides directions toward goal achievement, and finds asking for input more important than personally providing solutions.

What is the value of using a structured approach to problem solving for the novice nurse? A) Facilitates effective time management B) Supports the acquisition of clinical reasoning C) Supplements the orientation process D) Encourages professional autonomy

Ans: B Feedback: A structured approach to problem solving and decision making increases clinical reasoning and is the best way to learn how to make quality decisions because it eliminates trial and error and focuses the learning on a proven process. This is particularly helpful to the novice nurse with limited clinical experience and intuition. The other options are outcomes of the possession of critical thinking skills and clinical reasoning.

What makes an organizational philosophy useless? A) Being expensive to implement B) Viewed as being impossible to implement C) Not having the support of all the involved parties D) Involving a change in the organizational point of view

Ans: B Feedback: An organizational philosophy that is not or cannot be implemented is useless. While challenging, the other options are surmountable.

Which is a characteristic of Theory Z? A) Non-consensus decision making B) Fitting employees to their jobs C) Rapid career promotions D) Authoritative problem solving

Ans: B Feedback: Characteristics of Theory Z include fitting employees to their jobs, consensus decision making, job security, slower promotions, examining the long-term consequences of management decision making, quality circles, guarantee of lifetime employment, establishment of strong bonds of responsibility between superiors and subordinates, and a holistic concern for the workers.

What does traditional management science focus? A) Meeting worker satisfaction B) Delineating barriers to productivity C) Using a laissez-faire approach D) Encouraging employee participation

Ans: B Feedback: Classical, or traditional, management science focuses on production in the workplace and on delineating organizational barriers to productivity. Little attention was given to worker job satisfaction, and workers were assumed to be motivated solely by economic rewards.

How are pre-active planners described? A) They consider and value the past, the present, and future B) They use evolving technologies to accelerate change C) They consider the status quo as a stable environment D) They direct planning in response to a crisis

Ans: B Feedback: Dissatisfied with the past and present, pre-active planners do not value experience and believe the future is always preferable. Their focus is not necessarily crisis response

What does knowledge about good decision making lead one to believe? A) Good decision makers are usually right-brain, intuitive thinkers B) Effective decision makers are sensitive to the situation and to others C) Good decisions are usually made by left-brain, logical thinkers D) Good decision making requires analytical rather than creative processes

Ans: B Feedback: Good decision makers seem to have antennae that make them particularly sensitive to other people and situations. Left-brain thinkers are typically better at processing language, logic, numbers, and sequential ordering, whereas right-brain thinkers excel at nonverbal ideation and holistic synthesizing.

How do administrative managers make the majority of their decisions? A) After gathering all the facts B) In a manner good enough to solve the problem C) In a rational, logical manner D) After generating all the alternatives possible

Ans: B Feedback: Many managers make decisions that are just good enoughi because of lack of time, energy, or creativity to generate a number of alternatives. This is also called isatisficing.i Most people make decisions too quickly and fail to systematically examine a problem or its alternatives for solution.

Which statement concerning the role of the powerful in organizational decision making is true? A) They exert little influence on decisions that are made B) They make decisions made that are in congruence with their own values C) They allow others to make the decisions however they wish D) They make all the important decisions with consideration to others

Ans: B Feedback: Not only does the preference of the powerful influence decisions of others in the organization, but the powerful are also able to inhibit the preferences of the less powerful. Powerful people in organizations are more likely to have decisions made that are congruent with their own preferences and values.

Which problem-solving learning strategy provides the learner with the most realistic, risk-free learning environment? A) Case studies B) Simulation C) Problem-based learning (PBL) D) Grand rounds

Ans: B Feedback: Simulation provides learners opportunities for problem solving that have little or no risk to patients or to organizational performance while providing models, either mechanical or live, to provide experiences for the learner. While the other options provide learning opportunities that include problem solving, simulation is the most realistic while also being low risk.

What assumption about workers does Theory X hold? A) Workers will naturally put forth effort B) Workers need threats to be motivated C) Workers are diligent and responsible D) Workers are in tune with organizational needs

Ans: B Feedback: Theory X managers believe that their employees are basically lazy, need constant supervision and direction, and are indifferent to organizational needs.

What type of leader is the person who is committed, has a vision, and is able to empower others with this vision? A) Transactional B) Transformational C) Interactional D) Bureaucratic

Ans: B Feedback: Transformational leadership positively impacts the leader and the follower, who have a collective purpose. The traditional manager, concerned with the day-to-day operations, was termed a transactional leader. The remaining options are not associated with these characteristics.

Which of the following statements is true regarding decision making? A) Scientific methods provide identical decisions by different individuals for the same problems B) Decisions are greatly influenced by each persons value system C) Personal beliefs can be adjusted for when the scientific approach to problem solving is used D) Past experience has little to do with the quality of the decision

Ans: B Feedback: Values, life experience, individual preference, and individual ways of thinking will influence a persons decision making. No matter how objective the criteria will be, value judgments will always play a part in a persons decision making, either consciously or subconsciously.

Shirey suggests there are five distinguishing characteristics of authentic leaders. Which characteristic is occurring when authentic leaders link between purpose and passion by having congruence in beliefs and actions? A) Purpose B) Values C) Heart D) Relationships

Ans: B Feedback: Values: Authentic leaders link between purpose and passion by having congruence in beliefs and actions. Purpose: Authentic leaders understand their own purposes and passions as a result of ongoing self-reflection and self-awareness. Heart: Authentic leaders care for themselves and the people they lead, and their compassion is genuine. Relationships: Authentic leaders value building relationships and establishing connections with others, not to receive rewards but rather to strengthen the human connection.

Max Weber, a well-known German sociologist, began to study large-scale organizations to determine what made some more efficient than others. What was his conclusion? A) Workers had to have a say in management to work most effectively B) Consistent rules and regulations for workers increased efficiency C) Employees should feel appreciated and valued D) Workers need frequent rest periods to increase overall production

Ans: B Feedback: Weber saw the need for legalized, formal authority and consistent rules and regulations for personnel in different positions. He thus proposed bureaucracy as an organizational design. None of the other options reflect his conclusions.

What is a distinguishing trait of integrated leader-managers? Select all that apply. A) Inward thinkers B) Long-term thinkers C) Concerned with employee motivation D) Possess influence beyond their own group

Ans: B, C, D Feedback: Gardner asserted that integrated leader-managers possess six distinguishing traits: They influence others beyond their own group; they emphasize vision, values, and motivation; they think longer term; they look outward, toward the larger organization they are politically astute; they think in terms of change and renewal.

Which statement depicts leadership? A) A leadership position is assigned B) A leadership position carries a legitimate source of power C) Members of a group will follow a person in a leadership position only by choice D) Leadership requires meeting organizational goals

Ans: C Feedback: A leader is the person who guides direction, opinion, and course of action without having an assigned position within the formal organization and so people choose to follow them. The other options are not accurate descriptions of leadership.

What is a characteristic of a left-brain thinker? A) Creative B) Intuitive C) Analytical D) Holistic

Ans: C Feedback: Analytical, linear, left-brain thinkers process information differently from creative, intuitive, right-brain thinkers. Left-brain thinkers are typically better at processing language, logic, numbers, and sequential ordering, whereas right-brain thinkers excel at nonverbal ideation and holistic synthesizing.

A manager has proposed to the hospital board that it hires someone to teach management and leadership classes and that head nurses are paid to attend the classes. What is this an example of? A) Using emotional intelligence B) Transformational leadership C) Building human capital D) Using quantum leadership

Ans: C Feedback: By providing classes in leadership, the manager is investing in the potential of the head nurse staff to become better leaders and managers. Human capital refers to the attributes of a person that are productive in some economic context, although it is normally measured and conceived of as a private return to the individual as well as a social return. None of the remaining options relate to the example provided.

Which statement is true concerning critical thinking? A) It is a simple approach to decision making B) It is narrower in scope than decision making C) It requires reasoning and creative analysis D) It is a synonym for the problem-solving process

Ans: C Feedback: Critical thinking has a broader scope than decision making and problem solving. It is sometimes referred to as reflective thinking. Critical thinking also involves reflecting upon the meaning of statements, examining the offered evidence and reasoning, and forming judgments about facts.

1. What statement is true regarding decision making? A) It is an analysis of a situation B) It is closely related to evaluation C) It involves choosing between courses of action D) It is dependent upon finding the cause of a problem

Ans: C Feedback: Decision making is a complex cognitive process often defined as choosing a particular course of action. Problem solving is part of decision making and is a systematic process that focuses on analyzing a difficult situation. Critical thinking, sometimes referred to as reflective thinking, is related to evaluation and has a broader scope than decision making and problem solving.

What is the best definition of decision making? A) The planning process of management B) The evaluation phase of the executive role C) One step in the problem-solving process D) Required to justify the need for scarce items

Ans: C Feedback: Decision making is a complex, cognitive process often defined as choosing a particular course of action. Decision making, one step in the problem-solving process, is an important task that relies heavily on critical thinking and clinical reasoning skills.

Managing conflict among staff members would occur in which part of the management process? A) Planning B) Organizing C) Directing D) Evaluating

Ans: C Feedback: Directing sometimes includes several staffing functions. However, these phases usually entail human resource management responsibilities, such as motivating, managing conflict, delegating, communicating, and facilitating collaboration. Planning encompasses determining philosophy, goals, objectives, policies, procedures, and rules; carrying out long- and short-range projections; determining a fiscal course of action; and managing planned change. Organizing includes establishing the structure to carry out plans, determining the most appropriate type of patient care delivery, and grouping activities to meet unit goals.

What concept does early leadership-theory development suggest? A) Leadership is a process of influencing others within an organizational culture B) The interactive relationship between the leader and the follower is significant C) Some are born to lead, whereas others are born to be led D) Vision and empowerment are two of the most critical leadership skills

Ans: C Feedback: Early leadership theorists focused on broad conceptualizations of leadership that assumed that people have certain characteristics or personality traits that make them better leaders than others. The remaining options do not describe a concept suggested by early leadership- theory development.

What type of brain dominance creates a management style that is highly organized and detail oriented? A) Upper left brain B) Upper right brain C) Lower left brain D) Lower right brain

Ans: C Feedback: Individuals with lower-left-brain dominance are highly organized and detail oriented and individuals with upper-left-brain dominance truly are analytical thinkers who like working with factual data and numbers. These individuals deal with problems in a logical and rational way. Individuals with upper- right-brain dominance are big picture thinkers who look for hidden possibilities and are futuristic in their thinking. Individuals with lower-right-brain dominance experience facts and problem solving in a more emotional way than the other three types.

One of the most commonly used tools in health-care organizations is SWOT analysis. What is the definition for opportunities? A) Internal attributes that help an organization achieve its objectives B) Internal attributes that challenge an organization in achieving its objectives C) External conditions that promote achievement of organizational objectives D) External conditions that challenge or threaten the achievement of organizational objectives

Ans: C Feedback: Opportunities are external conditions that promote achievement of organizational objectives. Strengths are internal attributes that help an organization achieve its objectives. Weaknesses are internal attributes that challenge an organization in achieving its objectives. Threats are external conditions that challenge or threaten the achievement of organizational objectives.

What is the best definition for the process of planning? A) Problem oriented B) Short-term goal setting C) Continuous with cyclic evaluation checkpoints D) A long-range needs assessment

Ans: C Feedback: Planning can be short term or long term, but should always include built-in evaluation checkpoints so there can be a midcourse correction if unexpected events occur.

To decrease overtime, the manager of a surgical unit offers nurses who get their work finished on time for an entire 2-month period an extra day off with pay at regular time. What is this an example of? A) Bribing nurses B) Quantum leadership C) Principal agent theory D) Servant leadership

Ans: C Feedback: Principal agent theory suggests that followers may have an informational (expertise or knowledge) advantage over the leader as well as their own preferences, which may deviate from that of the principal. This may lead to a misalignment of goals. To influence the agent, the principal offers an incentive that corrects excessive overtime. The remaining options do not represent the example offered.

Avolio states that there are four factors that cover the components of authentic leadership. What is occurring when one openly shares feelings and information appropriate to a situation? A) Balanced processing B) Internalized moral perspective C) Relational transparency D) Self-awareness

Ans: C Feedback: Relational transparency refers to openly sharing feelings and information appropriate to a situation. Balanced processing refers to analyzing data rationally before making decisions. Internalized moral perspective suggests that the authentic leader is guided by internal moral standards, which then guide his/her behavior, and self-awareness alludes to a knowing of self so as to make sense of the world.

What influences the quality of a decision most often? A) The decision makers immediate superior B) The type of decision that needs to be made C) Questions asked and alternatives generated D) The time of day the decision is made

Ans: C Feedback: The greater the number of alternatives that can be generated by the decision maker, the better the final decision will be. The alternatives generated and the final choices are limited by each persons value system.

Which element influences the nurse executive most heavily when assessing the organization's philosophy for nursing services for possible revision? A) Consumer surveys B) Financial resources C) Mission statement D) Policy statements

Ans: C Feedback: The philosophy flows from the mission statement, the highest priority in the planning hierarchy. The other options are not as influential.

Place the planning hierarchy in its proper order from top (being 1) to bottom (being 7) represent. A) Philosophy B) Goals C) Mission statement D) Objectives E) Policies F) Procedures G) Rules

Ans: C Feedback: The planning hierarchy follows this order: begins with organizations mission statement, philosophy, goals, objectives, policies, procedures, and ends with rules.

What is the critical leadership skill when attempting to build a cooperative and effective team? A) Showing their true feelings B) Empathizing with followers C) Identifying existing emotions in themselves and others D) Manipulating the emotions of all involved to achieve stated goals

Ans: C Feedback: Theorists studying emotional intelligence posit that the ability to identify emotions in themselves and in others is a critical ingredient of leaders, enabling them to build a cooperative and effective team. While the other options may have value, they do not represent the critical skill related to team building.

It is the idea that context is an important mediator of transformational leadership, that led to the creation of full range leadership theory early in the 21st century. This theory originally developed by Antonakis, Avolio, and Sivasubramaniam suggests how many transformational factors impact leadership style and its impact on followers? A) One B) Three C) Five D) Nine

Ans: C Feedback: There are nine factors impacting leadership style and its impact on followers; five are transformational, three are transactional, and one is a nonleadership or laissez-faire leadership factor.

What statement describes the concept of quantum leadership? A) Ability to use emotions effectively that is required by leader-managers in order to enhance their success B) In order to lead, leaders must be true to themselves and their values and act accordingly C) One individual convinces another to consider a new idea, product, or way of looking at things D) The environment and context in which people work is complex and dynamic and that this has a direct impact on organizational productivity

Ans: D Feedback: Quantum leadership suggests that the environment and context in which people work is complex and dynamic and that this has a direct impact on organizational productivity required by leader-managers in order to enhance their success. Authentic leadership suggests that in order to lead, leaders must be true to themselves and their values and act accordingly. Thought leadership refers to any situation whereby one individual convinces another to consider a new idea, product, or way of looking at things.

Which statement about situational or contingency leadership theory is correct? A) High relationship behavior is much more essential to a good manager than high task behavior B) This leadership model is effective in bureaucratic organizations because it is task focused C) Management should be consistent in different situations so workers understand what is expected of them D) The leadership style chosen by a manager should reflect the task/relationship behavior of those being managed

Ans: D Feedback: The idea that leadership style should vary according to the situation or the individuals involved was first suggested almost 100 years ago by Mary Parker Follett, one of the earliest management consultants and among the first to view an organization as a social system of contingencies. The other options present statements that are incorrect.

One of the nurses on the unit said, "Male patients have a low threshold for pain." This is an example of what type of illogical thinking? A)Affirming the consequences B)Arguing from analogy C)Deductive reasoning D)Overgeneralizing

Ans: D Feedback: This type of crooked thinking occurs when one believes that because A has a particular characteristic, every other A also has the same characteristic. This kind of thinking is exemplified when stereotypical statements are used to justify arguments and decisions.

Which function of the management process involves the performance evaluation of staff? A) Planning B) Organizing C) Staffing D) Controlling

Ans: D Feedback: Controlling is the function that includes performance appraisals, fiscal accountability, quality control, legal and ethical control, and professional and collegial control.

Which statement is true regarding an economic style manager? A) Lacks complete knowledge and generates few alternatives B) Makes decisions that may not be ideal but result in solutions that have an adequate outcome C) Makes most management decisions using the administrative model of decision making D) These managers gather as much information as possible and generate many alternatives

Ans: D Feedback: Economic managers gather as much information as possible and generate many alternatives. Most management decisions are made by using the administrative man model of decision making. The administrative man never has complete knowledge and generates fewer alternatives

How is the leadership role and management function associated with operational and strategic planning? A) Articulating the unit philosophy in writing B) Assessing unit resources available for planning C) Developing unit policies and procedures that operationalized unit objectives D) Encouraging subordinates to be involved in policy formation

Ans: D Feedback: Encouraging subordinates is a leadership function; the others are management functions. The other options do not achieve this goal.

Which is a true statement about planning? A) All plans should be defined well so that changes aren't necessary B) Long- and short-range plans should be kept separate so priorities do not become confused C) Objectives and goals must be established before the philosophy is written D) All plans should include reasonable time limits

Ans: D Feedback: Every plan should have a reasonable time span for completion. The other statements are not true regarding the process of planning.

What is represented in a document entitled Fourteen Specific Steps to Successful Intravenous Catheterization at Hospital XYZ? A) Philosophy B) Mission statement C) Policy D) Procedure

Ans: D Feedback: Procedures delineate a series of specific steps of required action. None of the other options is the focus of this document.

What effect of organizational power on decision making is often reflected in the tendency of staff? A) Making decisions independent of organizational values B) Not trusting others to decide C) Desiring personal power D) Having private beliefs that are separate from corporate ones

Ans: D Feedback: The ability of the powerful to influence individual decision making in an organization often requires adopting a private personality and an organizational personality.