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Chapter 1: Leadership and Followership
MULTIPLE CHOICE
- The essence of leadership is the leader’s ability to:
- Get people to work together.
- Impress other people.
- Help others meet their personal goals.
- Influence the group to follow the leader’s way of thinking.
ANS: A
Chapter 1: Leadership and Followership
- According to “trait theories,” the most common traits of a good leader are:
- Information giving and decision-making.
- Public speaking and nonrisk behaviors.
- Intelligence and initiative.
- Verbal and written communication skills.
ANS: C
Chapter 1: Leadership and Followership
- Of the following qualities, which would least likely be attributed to an effective nursing leader?
- Energy and integrity
- Pessimism and stress
- Courage and initiative
- Optimism and perseverance
ANS: B
Chapter 1: Leadership and Followership
- Behaviors of an effective leader include:
- Obstructing the exchange of information.
- Being unable to communicate effectively.
- Giving only negative feedback.
- Developing oneself and others.
ANS: D
Chapter 1: Leadership and Followership
- Sally has been working only 3 months after graduating from her nursing program. She confides in a friend that she wants to develop herself as a “good follower.” Her friend says, “Anyone can follow—just walk behind someone and do nothing.” How might Sally respond?
- “I don’t mean now, but when I become a nurse manager.”
- “Effective followers need to be active participants in the workings of this unit.”
- “Effective followers need to do everything the administrators want.”
- “Effective followers need to continuously question the status quo and strive to make changes.”
ANS: B
Chapter 1: Leadership and Followership
- James has demonstrated strong leadership skills during his first year as an RN. He observes that one of his coworkers appears very anxious when dealing with demanding families. James displays emotional intelligence when he:
- Reports to the nurse manager that his friend is very anxious when dealing with demanding families.
- Says to his friend, “Dealing with these demanding families can be stressful.”
- Says to his friend, “You seem very anxious when dealing with these families; maybe you should seek counseling.”
- Ignores the behavior because everyone takes a different time to adjust to the role of an RN.
ANS: B
Chapter 1: Leadership and Followership
- Linda believes she should begin demonstrating leadership skills on her unit. She speaks with her nurse manager about how to do this. The nurse manager, who wants to encourage Linda’s leadership development, responds by saying:
- “Just watch me closely—it will come to you eventually.”
- “Develop perseverance—just hang in there and do your work well. Someone higher than me will notice you.”
- “It takes a lot of energy to be a leader. You might want to sign up at the local gym.”
- “Understand yourself first—what leadership skills do you want to develop?”
ANS: D
Chapter 1: Leadership and Followership
- Which skills will not be useful in becoming a better follower?
- Supporting the ideas of your colleagues
- Becoming an effective listener
- Demonstrating energy and enthusiasm in the workplace
- Contradicting others if their ideas are not useful to the team
ANS: D
Chapter 1: Leadership and Followership
- Nancy is supervising a patient care assistant and a licensed practical nurse. When giving them assignments she says, “You two decide how you want to divide up the patients.” This is an example of what type of leadership?
- Autocratic
- Laissez-faire
- Democratic
- Situational
ANS: B
Chapter 1: Leadership and Followership
- Emotional intelligence is an important part of leadership. Which of these qualities is not part of emotional intelligence?
- Understanding self
- Listening skills
- Acknowledging others
- Responding quickly to a crisis
ANS: D
Chapter 1: Leadership and Followership
- The major hallmark of situational leadership is:
- Assessing the readiness of the follower.
- Focusing on interpersonal relationships.
- Having effective listening skills.
- Motivating others.
ANS: A
Chapter 1: Leadership and Followership
- Matthew is completing his first year of employment as an RN on a medical-surgical unit. A new graduate has just started her orientation on his unit. He found her crying in the patient lounge saying, “I can’t do this. This is just not like we learned in school.” What response from Matthew demonstrates his leadership skills?
- “If you are already crying, this is not the career for you.”
- “I remember those feelings. Come on, let’s talk about it.”
- “Why don’t you talk to the nurse manager? Maybe she can give you a lighter load.”
- “I would consider a transfer to an easier unit.”
ANS: B
Chapter 1: Leadership and Followership
- Which of the following statements reflect typical words of a “whiner”?
- “No problem.”
- “We’ll give it our best.”
- “This may be a real challenge but we can do it.”
- “This isn’t going to work.”
ANS: D
Chapter 1: Leadership and Followership
- What is a BHAG?
- Plastic container for contaminated dressings
- A bold idea
- An over-ambitious goal
- Tool kit for home health nurses
ANS: B
Chapter 1: Leadership and Followership
- What does a servant leader do?
- Creates an environment conducive to getting work done
- Helps others finish their work
- Takes a mentally tough stance when a disagreement arises
- Has a magnetic personality
ANS: A
Chapter 5: Organizations, Power, and Empowerment
MULTIPLE CHOICE
- Sources of coercive power come from which of the following?
- Responsibility
- Recognition
- Expertise
- Punishment
ANS: D
Chapter 5: Organizations, Power, and Empowerment
- The structure used in many organizations is the:
- Traditional approach.
- Organic structure.
- Decentralized approach.
- Network structure.
ANS: A
Chapter 5: Organizations, Power, and Empowerment
- Empowerment is psychological and includes a feeling of:
- Control.
- Loss.
- Effectiveness.
- Quantity.
ANS: C
Chapter 5: Organizations, Power, and Empowerment
- Empowerment occurs more often with:
- Authoritarian management.
- Shared governance.
- Laissez-faire governance.
- Autocratic management.
ANS: B
Chapter 5: Organizations, Power, and Empowerment
- Sharing decision-making responsibilities may be difficult for some managers for which of the following reasons?
- They believe that empowered staff members have higher levels of job-related tension.
- There is inadequate staffing on the unit.
- There is a lack of time and situational support.
- They may be reluctant to give up their control.
ANS: D
Chapter 5: Organizations, Power, and Empowerment
- For registered nurses to enhance their expertise and sense of empowerment, certain activities are necessary. Which of the following will least prepare registered nurses for enhancing their competence?
- Actively participating in interdisciplinary team conferences
- Attending professional organization meetings
- Refraining from participating in research projects in a clinical specialty
- Returning to school to earn a higher degree in nursing
ANS: C
Chapter 5: Organizations, Power, and Empowerment
- The term shared governance describes:
- Informal ways in which access to opportunity is made available to staff.
- Staff nurses’ inclusion in decision-making through representation in governing practice and management issues.
- Nurses’ involvement in decision-making at the administrative level.
- Shared staffing on various levels to serve the needs of the institution.
ANS: B
Chapter 5: Organizations, Power, and Empowerment
- A clinic run by volunteer doctors and nurses belongs in which of the following categories?
- Voluntary for profit
- Publicly supported
- Not for profit
- Governmental agency
ANS: C
Chapter 5: Organizations, Power, and Empowerment
- The most obvious aspect of organizational culture is:
- The unwritten rules.
- The employee handbook.
- The care environment.
- The organizational climate.
ANS: B
Chapter 5: Organizations, Power, and Empowerment
- Which of the following is a common goal for a health-care organization?
- Survival
- Limited existence
- Cooperation with the competition
- Downsizing
ANS: A
Chapter 5: Organizations, Power, and Empowerment
- Staff members at the bottom of the organizational hierarchy have:
- No power.
- No power and no authority.
- High authority and high power.
- Little authority, but some power.
ANS: D
Chapter 5: Organizations, Power, and Empowerment
- A positive aspect of hierarchy is:
- Few policies or practices.
- Consistent operation.
- Flexibility.
- Promotion of creativity.
ANS: B
Chapter 5: Organizations, Power, and Empowerment
- Why is it important for a health-care organization to create a culture of safety?
- It reflects the diversity of the patient population.
- Interpreters make it easier to understand patients who do not speak English.
- It can contribute to a decrease in errors.
- Staff are better protected.
ANS: C
Chapter 5: Organizations, Power, and Empowerment
- Which of the following is a characteristic of a culture of safety?
- Staff willingness to admit having made a mistake
- Finding the staff member responsible for insulting a patient
- Consistently placing insensitive staff on suspension
- More efficient use of scarce resources
ANS: A
Chapter 5: Organizations, Power, and Empowerment
- A health-care organization that wants to achieve excellence in patient care should:
- Review unit expenses for possible fraud.
- Refuse to accept mediocrity in patient care.
- Provide monitors to staff and arrive on time.
- Update staff job descriptions.
ANS: B
Chapter 5: Organizations, Power, and Empowerment
- Why is the culture of an organization important to a new graduate?
- The culture can create an environment that is hostile to new employees.
- It impacts an organization’s public image.
- Culture determines the financial health of an organization.
- Culture allows free speech.
ANS: A
Chapter 5: Organizations, Power, and Empowerment
- What are the benefits of collective bargaining?
- Improved management-staff relationships
- A more collegial environment for nursing staff
- Fair treatment and protection of benefits
- Increased staff and patient satisfaction
ANS: C
Chapter 5: Organizations, Power, and Empowerment
- What are the benefits of joining a professional organization?
- Higher pay
- Shared governance
- Patient safety
- Representation
ANS: D
Chapter 5: Organizations, Power, and Empowerment
- Why is shared governance important?
- Regulates licensing of registered nurses and practical nurses
- Provides staff nurses with a voice in setting standards and policies
- Provides staff nurses with representation in the political arena
- Provides oversight and treatment of impaired nurses
ANS: B
Chapter 5: Organizations, Power, and Empowerment
