CHAPTER 2: Leadership and Management: A Framework for Action
MULTIPLE CHOICE
1. ____ can be defined as the process of accomplishing predetermined objectives through the effective
use of human, financial, and technical resources.
a.
Leadership
c.
Strategic planning
b.
Compliance
d.
Management
2. A(n) ____ approach to leadership emphasizes the actions that the person in the leadership role takes on
the job.
a.
cognitive
c.
behavioral
b.
systems
d.
intuitive
3. ____ refer to the subordinate goals that must be accomplished to meet the larger aspirations of an
organization.
a.
Objectives
c.
Initiatives
b.
Standards
d.
Determinants
4. S.M.A.R.T. objectives are ____.
a.
Specific, Measurable, Achievable, Realistic, Time bound
b.
Specific, Measurable, Accountable, Realistic, Time bound
c.
Standard, Measurable, Achievable, Realistic, Time bound
d.
Standard, Measurable, Accountable, Rudimentary, Time bound
5. An example work plan is also known as a ____ Chart.
a.
Gantt
c.
Levy
b.
Weber
d.
management
6. One of the key roles of the C-Suite is to interact with key ____.
a.
external stakeholders
c.
union leaders
b.
managers
d.
producers
7. Performance outcomes in health care are classified into three major categories: (1) patient-related, (2)
staff-related, and (3) ____.
a.
community-related
c.
government-related
b.
stakeholder-related
d.
management-related
8. The complexity and difficulty of leading health care organizations (HCOs) in a dynamic world has
spurred interest in identifying ____.
a.
avenues of change
c.
novel health practices
b.
competencies
d.
directives
9. Studies have identified two types of support that those in leadership roles must provide for successful
change: instrumental and ____ support.
a.
industrial
c.
interpersonal
b.
proactive
d.
unconventional
10. Processing the stress related to leadership action is recommended as a routine approach to self-____ in
leadership positions.
a.
fulfillment
c.
destruction
b.
care
d.
motivation
COMPLETION
1. Leadership can be defined as the process in which one engages others to set and achieve a common
____________________.
2. ____________________ examine how those in leadership roles are influenced by their surrounding
environment and the subsequent performance within specific contexts.
3. Theoretically, transformational leadership is contrasted to ____________________.
4. ____________________ is an approach to integrating the strategic function of leadership involving
goal and objective setting with the subsequent organizational action required to achieve the set
objectives.
5. In order to design strategies, a(n) ____________________ can help identify the causal factors
associated with the problem.
6. Illustrative evaluative criteria are the degree to which the strategy under consideration is 1) effective to
addressing the problem, 2) cost-effective, 3) consistent with the organizational overall strategy, 4)
timely in effect, or 5)____________________.
7. Indicators, sometimes termed metrics, are the items measured to determine ____________________.
8. ____________________ has been defined as those who “share a common purpose with the leader,
believes in what the organization is trying to accomplish, and wants both the leader and the
organization to succeed.”
9. Research suggests that health care leaders as a group rely more on ___________________ styles.
10. Transformational leadership is effective because it changes the attitudes, values and behaviors of staff
in ways that align with ____________________ goals.
MATCHING
Match each item with a statement below:
a.
administrative leadership
b.
middle managers
c.
people-oriented leadership
d.
front-line managers
e.
succession planning
f.
transactional leadership
g.
values
h.
goals
i.
leadership
j.
organizational culture
1. Deepest level of basic and shared assumptions and beliefs
2. Incorporates interdisciplinary teamwork, collaboration, role clarity and innovation
3. Allows smooth transitions and keeps the costs of transitions low
4. Referred to as “linking pins”
5. Instrumental and interpersonal support provided by those who hold senior positions in the organization
6. Provide supervision directly to care providers
7. Process in which one engages others to set and achieve a common goal, often an organizationally
defined goal
8. What ought to be found in an organization, distinct from what does exist
9. Relies on direct appeals for performance through explicit reward structures
10. Large aspirations of the organization