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8. According to R. N. Lussier, there are content motivation theories and process motivation theories. Which of the followginis considered a process
motivation theory?
a. Equity theory
b. Hierarchy of needs theory
c. Existence-relatedness-growth theory
d. Hygiene maintenance and motivation factors
ANS: A
The process motivation theories are equity theory and expectancy theory. The content motivation theories include Masloswh’ierarchy of needs
theory, Aldefer’s existence-relatedness-growth (ERG) theory, and Herzberg’s hygiene maintenance factors and motivatioancftors.
10. A nurse is appointed to a leadership position in the local hospital. The nurse’s position would be considered which othfe following?
a. Informal leadership c. Leadership
b. Formal leadership d. Management
ANS: B
Formal leadership is based on occupying a position in an organization. Informal leadership is shown by an individual whdoemonstrates
leadership outside the scope of a formal leadership role or as a member of a group. Leadership is a process of influencw
e hereby the leader
influences others toward goal achievement. Management is a process to achieve organizational goals.
11. A nursing instructor is evaluating whether the nursing students understand the three fundamental qualities that leadersshare. According to Bennis
and Nanus, the fundamental qualities of effective leaders are:
a. guided vision, passion, and integrity
b. knowledge of self, honesty, and maturity.
c. intelligence, self-confidence, and determination.
d. honesty, self-awareness, and sociability.
ANS: A
Bennis and Nanus list guided vision, passion, and integrity as fundamental qualities of effective leaders. Knowledge soeflf, honesty and maturity;
intelligence, self-confidence and determination; self-awareness and sociability are all desirable traits in leaders asew
ll as in others.
12. The six traits identified by Kirkpatrick and Locke that separate leaders from non-leaders were:
a. respectability, trustworthiness, flexibility, self-confidence, intelligence, sociability.
b. self-confidence, progression of experiences, influence of others, personal life factors,
honesty, drive.
c. intelligence, self-confidence, determination, integrity, sociability, honesty.
d. drive, desire to lead, honesty, self-confidence, cognitive ability, knowledge of business.
ANS: D
Research by Kirkpatrick and Locke concluded that leaders possess six traits: drive, desire to lead, honesty, self-confeidnce, cognitive ability, and
knowledge of the business. Woods identified five dominant factors that influenced leadership development: self-confidee,nicnnate qualities,
progression of experience, influence of significant others, and personal life factors. Stogdill identified the followintrgaits of a leader: intelligence,
self-confidence, determination, integrity, and sociability. Murphy and DeBack identified the following leader charactsetriics: caring,
respectability, trustworthiness, and flexibility.
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13. A nurse manager who uses a leadership style that is participatory and where authority is delegated to others is most leikly using which of the
following leadership styles?
a. Autocratic c. Laissez-faire
b. Democratic d. Employee-centered
ANS: B
Democratic leadership is participatory, and authority is delegated to others. Autocratic leadership involves centralizeddecision making, with the
leader making decisions and using power to command and control others. Laissez-faire leadership is passive and permissei,vand the leader defers
decision making. Employee-centered leadership focuses on the human needs of subordinates.
15. The leadership theory that considers follower readiness as a factor in determining leadership style is:
a. contingency. c. situational.
b. path goal. d. charismatic.
ANS: C
Situational leadership considers the follower readiness as a factor in determining leadership style. Contingency theovryiews the pattern of leader
behavior as dependent on the interaction of the personality of the leader and the needs of the situation. In path goahletory, the leader works to
motivate followers and influence goal accomplishment. Charismatic leadership has an inspirational quality that promoteasn emotional connection
from followers.
16. In contingency theory, the feelings and attitudes of followers regarding acceptance, trust, and credibility of the leardaere called:
a. task structure. c. low task structure.
b. position power. d. leader-member relations.
ANS: D
In contingency theory, leader-member relations are the feelings and attitudes of followers regarding acceptance, trusatn,d credibility of the leader.
Task structure of contingency theory means the degree that work is defined, with specific procedures, explicit directiso,nand goals. Low task
structure involves work that is not routine, predictable, or clearly defined. Position power in contingency theory isethdegree of formal authority
and influence associated with the leader.
18. A nursing group has been very successful in achieving its goals even though the group has lacked leadership. Which ohfet following factors is
probably most responsible for the group’s success in goal achievement?
a. Life experience c. Informal organizational structures
b. Extrinsic satisfaction d. Cohesive groups
ANS: D
Substitutes for leadership are variables that eliminate the need for leadership or nullify the effect of the leader’s bheavior. These include cohesive
groups, work experience, intrinsic satisfaction, formal organizational structures, professionalism, indifference to rewrdas, routine tasks, feedback
provided by the task, rigid adherence to rules, role distance, and low position power of the leader.
19. The new nurse manager of a medical unit focuses on day-to-day operations and short-term goals, while the nurse managerf othe mental health
unit is committed to the vision that empowers the staff. The manager of the medical unit would most likely be considedrewhich type of leader?
a. Transformational leader c. Transactional leader
b. Charismatic leader d. Autocratic leader
ANS: C
A transactional leader focuses on operations and short-term goals. A transformational leader inspires and motivates othrse to excel and
participate in a vision that goes beyond self-interests. A charismatic leader displays self-confidence and strength inoncvictions and communicates
high expectations. An autocratic leader makes decisions and uses power to command and control others.
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20. The nursing staff perceive the newly hired Chief Nurse Administrator as a leader who is committed to a vision that empoew
rs others. The Chief
Nurse Administrator is most likely employing which type of leader?
a. Transformational leader c. Transactional leader
b. Charismatic leader d. Autocratic leader
ANS: A
A transformational leader empowers others. A charismatic leader has an appeal based on personal power. A transactionalealder focuses on
day-to-day operations. An autocratic leader has central power and does not empower others.
21. The nurse manager on one of the hospital units views the staff as basically lazy and only motivated by threats and coeirocn. Which theory of
motivation would support the manager’s beliefs?
a. Theory W c. Theory Y
b. Theory X d. Theory Z
ANS: B
The Theory X view is that in bureaucratic organizations, employees prefer security, direction, and minimal responsibiyli.tCoercion, threats, or
punishment are necessary because people do not like their work to be done.
22. A group of new nurse managers is undergoing a series of management training sessions. Which statement by one of the nuersmanagers would
indicate use of McClelland’s Model of Motivation? “McClelland’s Model focuses on:
a. achievement, power, and affiliation.”
b. growth needs, relatedness needs, and existence needs.”
c. collective decision making, quality circles, and mentoring.”
d. self-actualization needs, safety and security needs, and self-esteem needs.”
ANS: A
McClelland’s Model of Motivation focuses on achievement, power, and affiliation. Growth needs, relatedness needs, andxiestence needs are
aspects of Adler’s model. Collective decision making, quality circles, and mentoring are the focus of Ouchi’s model. Self-actualization needs,
safety and security needs, and self-esteem needs are reflected in Maslow’s model.
23. A nurse manager finds two employees arguing about the assigned schedule. Which role would be appropriate for the nursmeanager to implement
at this time?
a. Advocate role c. Decision-making role
b. Interpersonal role d. Information-processing role
ANS: C
The decision-making role of a nurse manager would include being an entrepreneur, handling disturbances, and allocatinegsrources. The
information-processing role involves managing the information that the people need. The interpersonal role focuses ounnfctioning as a
figurehead, leader, or liaison. In the advocate role, the nurse manager would focus on supporting employee rights.
24. A nurse manager who implements the bureaucratic management style will most likely do which of the following?
a. Emphasize efficiency
b. Use explicit rules and regulations for governing activities
c. View the individual worker as the source of control, motivation, and productivit
d. Expect unity of command and direction
ANS: B
Bureaucratic management focuses on the use of explicit rules and regulations for governing activities. The human relatnios approach views the
individual worker as the source of control, motivation, and productivity. Administrative principles focus on unity of m
comand and direction.
25. The nursing supervisor has traditionally made rounds at the same time each day. When the supervisor visits each unith,et staff appear to be
extremely busy even when the census is very low. Today the supervisor visited a unit two hours early and found seversatlaff members watching
television and drinking coffee in the visitor’s lounge. The supervisor recognizes that the staff’s previous behavior heavbeen a result of which of
the following?
a. Coincidence c. Diligence of staff
b. Hawthorn effect d. Time management
ANS: B
Because the nursing supervisor traditionally made rounds at the same time each day, the staff members were prepared fothre visit. When the
supervisor arrived unexpectedly, the staff members were most likely caught off-guard. The Hawthorn effect occurs whenecrognition that one is
being studied or observed results in a change in behavior. Coincidence, diligence of staff, and time management wouldtnaoccount for the
dramatic change in behavior.
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MULTIPLE RESPONSE
1. A nurse manager who structures her approach on the McClelland Model of Motivation would most likely focus on which ofethfollowing? Select
all that apply.
a. Power d. Achievemen
b. Affiliation e. Mentoring
c. Quality circles f. Collective decision making
ANS: A, B, D
McClelland’s Model of Motivation focuses on power, achievement, and affiliation. Ouchi’s model focuses on quality ciercs,l collective decision
making, long-term employment, and mentoring.
2. A nurse manager who follows Herzberg’s Two-Factor Theory would recognize that which of the following are hygiene-mainatennce factors?
Select all that apply.
a. Job security d. Relationships with others
b. Advancement opportunities e. Status
c. Working conditions f. Achievement
ANS: A, C, D, E
Herzberg’s hygiene-maintenance factors include status, job security, quality of supervision, safe and tolerable work codnitions, and relationships
with others. Advancement opportunities, achievement, recognition, the work itself, personal growth, and responsibiliatyre all motivation factors.
3. A nursing instructor determines that the nursing students understand the concept of “knowledge worker” if the studentsesdcribe which of the
following tasks of the knowledge worker? Select all that apply.
a. Provide service
b. Represent the organization
c. Interact with the customer
d. Focus on personal, life-long goals and achievement
e. Bring expert knowledge
f. Accomplish goals
ANS: A, B, C, E, F
According to Peter Drucker, knowledge workers provide service, interact with the customer, represent the organizationn,da accomplish its goals.
These workers bring specialized, expert knowledge to the organization, and they are valued for what they know. The knoewdlge worker focuses
more on organizational goals than personal goals.
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se contentent pas d’un mari. Les Inuits trouvent que les choses sont
fort bien arrangées ainsi : c’est ce que Moutou-Apou expliqua fort
innocemment à M. Eriksen, le pasteur norvégien qui tenta de
convertir sa tribu, mais n’y parvint point parce que le sorcier vendait
des charmes pour faire prendre beaucoup de poisson, tandis que lui,
cet Européen qui se moquait du monde, prétendait qu’il faut là-
dessus se borner à invoquer le Seigneur.
Comme tous les siens, Moutou-Apou avait deux morales : une
morale d’été et une morale d’hiver. En hiver, il convient de vivre tout
nu, au fond de larges caves creusées dans la neige, où les grosses
lampes à huile, taillées dans la pierre de savon, entretiennent une
chaleur presque excessive qui rend insupportable le poids des
vêtements de fourrure. Les deux sexes, dans ces caves, vivent
mêlés, mais chastement, sans se toucher, en frères et sœurs. Il est
recommandable de se remuer le moins possible, de manger le
moins possible, de dormir autant que possible, afin d’épargner les
provisions. En été, au contraire, la coutume veut qu’on reste au
grand air, ou bien dans des huttes faites d’ossements de baleines,
recouvertes de peau, et vêtu, car les nuits sont fraîches. Mais, le
poisson et le gibier étant abondants, il est licite et même obligatoire
de manger beaucoup — chaque jour quatre ou cinq livres de viande
— et de faire l’amour autant qu’on peut, dans l’intervalle des repas.
Toutefois, au cours de la saison d’hiver. Moutou-Apou, sans
doute à cause de sa jeunesse, avait peine à dormir autant que
l’exigeait l’usage. Alors, sur des os de cétacé ou bien l’ivoire des
défenses de morse, à l’aide d’un fin burin de silex il gravait de
nombreuses images. C’était l’histoire de ses chasses et de ses
pêches, des espèces d’idéogrammes où on le voyait portant sur son
dos le kayak de cuir qu’il dirigeait sur les eaux du Mackenzie ou
même de l’océan Arctique, — car la tribu allait parfois jusque-là dans
ses migrations, — capturant des phoques, tuant un ours. Ou bien
c’étaient les portraits, fort ressemblants, tracés avec un art ingénu,
de ces animaux ; ce qui paraît bien prouver qu’en effet il gardait dans
les veines le sang des vieux chasseurs de l’époque de la Madeleine,
qui nous ont laissé en France, dans les grottes où ils célébraient des
rites mystérieux, des preuves si émouvantes de leur talent de
peintres et de sculpteurs. Comme eux, Moutou-Apou n’aimait guère
figurer que des choses qui ont vie et qu’on peut tuer pour se nourrir.
Voilà pourquoi certains livres du pasteur norvégien, l’évangélique et
mal récompensé pasteur Eriksen, l’intéressèrent. Quelques-uns
étaient illustrés, les uns représentant des hommes et des femmes en
costumes bizarres, ou presque nus, — à l’époque de la morale
d’hiver, croyait-il, mais en réalité c’étaient les personnages de
l’Ancien et du Nouveau Testament — les autres habillés comme
monsieur le pasteur, et portant le même magnifique chapeau de
haute forme dont, même aux environs du pôle, celui-ci se coiffait, les
jours de cérémonie.
C’étaient là des hommes et des femmes en vie, mais on ne les
pouvait tuer pour se nourrir, et par conséquent moins attrayants, aux
yeux de Moutou-Apou, que les bêtes dont les effigies peuplaient un
autre des ouvrages de la bibliothèque de M. Eriksen. Plusieurs
semblaient d’une taille monstrueuse, d’autres affectaient des formes
bien étranges. Il ne faut pas s’en étonner : c’étaient les
reconstitutions de la faune antédiluvienne, telles qu’on les pouvait
contempler dans cette traduction anglaise de la Terre avant le
Déluge, de M. Louis Figuier, vulgarisateur scientifique un peu oublié
de nos jours, mais dont les honnêtes travaux ne sont pas sans
valeur. Dans l’esprit de Moutou-Apou, ces animaux devaient être
sûrement ceux qui se rencontraient dans le pays du missionnaire,
aussi communément que les ours blancs et les morses dans la
patrie des Inuits ; et cela lui fit une grande impression. Quel paradis
que celui où l’on pouvait chasser ces montagnes de chair, ces êtres
singuliers et gigantesques ! Il en rêvait dans la grande cave aux
parois de neige, il en gardait la figure dans sa mémoire.