Healthcare Leadership
Chapter Exam Questions
Course Introduction
Healthcare Leadership explores the essential principles, skills, and strategies required to lead effectively in complex healthcare environments. This course examines leadership theories, ethical decision-making, interprofessional collaboration, and change management within the context of healthcare organizations. Students will analyze case studies, assess leadership styles, and develop practical skills in communication, conflict resolution, and team management. Emphasis is placed on the unique challenges of leading diverse teams, fostering a culture of safety and quality, and guiding organizations through periods of transformation in order to improve patient outcomes and organizational efficiency.
Recommended Textbook
Leadership Theory Application and Skill Development 6th Edition by Lussier and Achua
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Page 2
Chapter 1: Who Is a Leader and What Skills Do Leaders
Need?
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Sample Questions
Q1) Your leader has asked you to design a new performance evaluation system.Designing the system is an example of which of Mintzberg's managerial roles?
A)Entrepreneur
B)Interpersonal
C)Resource-allocator
D)Negotiator.
Answer: A
Q2) Leadership is the influencing process between leaders and followers to achieve organizational objectives through change.
A)True
B)False
Answer: True
Q3) Which of the following statements regarding leaders and managers is NOT true?
A)A manager always has the ability to influence others; a leader may not.
B)A manager has a formal title and authority.
C)A leader may either be a manager or a nonmanager.
D)All managers perform four major functions: planning, organizing, leading, and controlling.
Answer: A
Page 3
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Chapter 2: Leadership Traits and Ethics
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Sample Questions
Q1) .The Leader Motive Profile (LMP)defines which motive as the highest need for leaders?
A)Achievement.
B)Power.
C)Affiliation.
D)Enjoyment.
Answer: B
Q2) What are the Big Five dimensions of traits?
Answer: The Big Five dimensions of traits are (1)surgency,(2)agreeableness,(3)adjustment,(4)conscientiousness,and (5)openness to experience.
Q3) If a person does not want to be a leader,chances are that he or she will not be an effective manager.
A)True
B)False
Answer: True
Q4) The Dominance trait affects all other traits related to effective leaders.
A)True
B)False
Answer: True
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Chapter 3: Leadership Behavior and Motivation
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Sample Questions
Q1) Discuss similarities and differences among the three content motivation theories. Answer: Similarities among the content motivation theories include their focus on identifying and understanding employee needs.The theories identify similar needs,but are different in the way they classify the needs.Hierarchy of needs theory includes physiological,safety,belongingness,esteem,and self-actualization needs.Two-factor theory includes motivators and maintenance factors.Acquired needs theory includes achievement,power,and affiliation needs and includes no lower-level needs,as the other two theories do.
Q2) Which of the following is NOT one of the four major assumptions that Abraham Maslow based his hierarchy of needs theory on?
A)People's needs are arranged in order of importance going from basic to complex needs.
B)People will not be motivated to satisfy a higher-level need unless the lower-level need(s) has been at least minimally satisfied.
C)Both met and unmet needs motivate.
D)People have five classifications of needs.
Answer: C
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Page 5
Chapter 4: Contingency Leadership Theories
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Sample Questions
Q1) Do you believe that more managers today are using more boss- or subordinate-centered leadership styles?
Q2) The normative leadership style that lets the group diagnose the problem and make the decision within stated limits is facilitate. A)True B)False
Q3) "Here is list of holidays you can get paid for.Tania,you get seven paid,so you can pick the ones you want."
Use exhibit 4.5 to determine which number this manager would rate on the Leadership Continuum Model.
Q4) The normative leadership model is the most complex.Do more variables improve the model?
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Chapter 5: Influencing: Power, Politics, Networking, and Negotiation
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Sample Questions
Q1) Not giving information that is not asked for and lying to the other party is essentially considered to be the same thing during negotiations.
A)True
B)False
Q2) How would you rate your negotiation skills? What will you do differently in the future to improve your negotiation skills?
Q3) Inspirational appeals generally work well with people whose behavior is more influenced by logical thinking.
A)True
B)False
Q4) The last step in the networking interview process is to:
A)establish rapport.
B)ask prepared questions.
C)deliver your one-minute self-sell.
D)follow up with a thank you note and status report.
Q5) What is ingratiation influencing?
Q6) Expert power is a form of position power.
A)True
B)False
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Chapter 6: Communication, Coaching, and Conflict Skills
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Sample Questions
Q1) A(n)____ is a neutral third party whom makes a binding decision to resolve a conflict.
A)mediator
B)consultant
C)arbitrator
D)negotiator
Q2) Which personality traits are associated with being closed to feedback?
Q3) List and explain the three parts of the message-receiving process.
Q4) What is meant by maintaining ownership of the problem?
Q5) Which of the following is NOT one of the job instructional training (JIT)steps?
A)Trainee receives preparation.
B)Trainer presents the task.
C)Trainer hands over the task.
D)Trainee performs the task.
Q6) Describe paraphrasing and state why it is used.
Q7) How do you know when you are in conflict?
Q8) Recall a present or past manager.Which of the ten coaching guidelines does or did the manager use most frequently and least frequently?
Q10) List the steps in the oral message-sending process. Page 8
Q9) What are the four guidelines to getting feedback on messages?
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Page 9
Chapter 7: Leader-Member Exchange and Followership
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Q1) The notion that leaders do not interact with all followers equally but rather focus on the formation of relationships that varies in quality. Which concept is described by this statement?
A)vertical dyadic linkage theory
B)leader-member exchange theory
Q2) A hierarchical relationship in which leader-follower dyads (or pairs)develops. Which concept is described by this statement?
A)vertical dyadic linkage theory
B)leader-member exchange theory
Q3) Effective leader?follower feedback for poor performance will have the effect of:
A)getting the follower to better understand LMX and how it can boost performance.
B)making the leader and follower have greater mutual affection for one another than they did before.
C)pinpointing the undesired behavior while sustaining the follower's self-confidence.
D)disrupting the team and the undesired behavior.
Q4) List five things a leader should delegate.
Q5) Write your plan for improving your LMX relationship and followership.
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Page 10
Chapter 8: Team Leadership and Self-Managed Teams
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Sample Questions
Q1) Teamwork is an understanding and commitment to common goals on the part of all team members.
A)True
B)False
Q2) Which of the following statements regarding virtual teams is NOT true?
A)A virtual team is one whose members are geographically dispersed, requiring them to work together through electronic means with minimal face-to-face interaction.
B)Virtual teams can present significant collaboration, communication, and leadership challenges.
C)Virtual teams are always organized along functional lines.
D)An increasing number of organizations are using virtual teams.
Q3) What are some of the key indicators of team dysfunction?
Q4) Team norms develop in the early stages of a team's formation.
A)True
B)False
Q5) What would you describe as some as the do's and don'ts of team leadership?
Q6) Describe an organization whose culture,structure,and leadership philosophy clearly supports creativity and innovation.
Q7) Identify and explain the ten characteristics of highly effective teams.
Page 11
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Chapter 9: Charismatic and Transformational Leadership
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Q1) Vision is defined as the ability to imagine different and better conditions and the ways to achieve them.
A)True
B)False
Q2) A transformational leader such as Herb Kelleher,former CEO of Southwest Airlines,is a leader known for inspiring his employees with more conventional and formal approaches to leading.
A)True
B)False
Q3) Charisma is defined as a social construct between leader and follower,in which the leader offers a transformative vision and then convinces followers to accept this vision not because of its rational likelihood of success,but because of their implicit belief in the extraordinary qualities of the leader..
A)True
B)False
Q4) Distinguish between socialized and personalized charismatic leaders.
Q5) Why is the theory of charisma described as a double-edge sword?
Q6) Describe the four behavior dimensions associated with transformational and charismatic leaders.
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Chapter 10: Leadership of Culture, Ethics, and Diversity
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Q1) In an adaptive culture,management thinking is based on the belief that organizational success is influenced more by events outside the organization than by internal factors.
A)True
B)False
Q2) I wonder how many of the top executives here got to where they are today on merit?
Which characteristic(s)of low- and high-performing cultures listed below best relates with this statement?
a.Strong performance with a passion for achieving
b.Intensely people oriented
c.Results oriented and goal driven
d.Emphasis on excellence
e.Shared values and beliefs
j.Reinforce permance with matching rewards
f.Insular thinking
g.Resistance to change
h.Politicized internal environment
i.Unhealthy promotion practices
Q3) Explain the benefits of embracing diversity.
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Chapter 11: Strategic Leadership and Change Management
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Q1) ____________ is the members' consensual understanding of "who we are as an organization" that emerges from that which is central,distinctive,and enduring to the organization as a whole.
A)Organizational culture
B)Strategic vision
C)Organizational identity
D)Core competence
Q2) Core competencies that have the best chance of sustaining the company's competitive advantage have certain characteristics. Which of the following is not one of those characteristics?
A)Unique or distinctive.
B)Difficult to copy.
C)Adequately funded and supported by top management.
D)Not easily substitutable.
Q3) A strategic vision is an ambitious view of the current state that everyone in the organization can believe in that is readily attainable.
A)True
B)False
Q4) Explain the relationship between objectives and strategies.
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Chapter 12: Crisis Leadership and the Learning Organization
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Q1) Though suffering some loss is almost unavoidable having a crisis plan in the event of an actual crisis has several benefits,including all of the following EXCEPT:
A)reduce the duration of a crisis.
B)allow for quick and effective responses.
C)limit or protect financial loss.
D)bring about discontinuous change.
Q2) One of the characteristics of a learning organization's culture is that learning is a multilevel organization-wide process. What exactly do we mean by this statement?
Q3) A ____ is a printed statement that describes how an organization is responding to a crisis and who is in charge.
A)press release
B)benchmark
C)press kit
D)bulletin release
Q4) What are the benefits of having a crisis management plan in advance of a crisis.
Q5) Pre-crisis planning is about asking and answering three critical questions. What are they?
Q6) Describe the five-step process for crisis risk assessment.
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