31Qw/exp-NCLEX Questions for Leadership and Management

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Answer:
2. If the nurses learn about and use relevant leadership and
The nurse manager has asked that all staff nurses develop ef-
management theories and styles this is possible.
fective leadership competencies. How should the staff nurses
interpret this request?
Rationale:
1: A nurse does not need to have a formal management position
1. This is an unrealistic expectation, because only managers are
with a management title to be a leader; if nurses demonstrate
leaders.
leadership competencies, they are considered nurse leaders.
2. If the nurses learn about and use relevant leadership and
2: In today's health care environment, nurses must have knowl-
management theories and styles this is possible.
edge of relevant leadership and management theories and styles.
3. In order to become leaders, the staff nurses will have to em-
This knowledge helps nurses emerge as leaders. Nurses are also
phasize control, competition, and getting the job done.
leaders of their own nursing practices.
4. Unless the staff nurses possess the traits of a natural born
3: Control, competition, and getting the job done are past theories
leader, this is an unrealistic expectation.
and styles and are not as useful in today's environment.
4: Leadership is a skill that can be learned.
Answer:
4. Staff nurses provide input into planning and changes for their
Peter Drucker's view of management stimulated the shift toward
own unit.
the realization of the importance of participatory organizations.
Which option provides a scenario that is an example of a partici-
Rationale:
patory organization?
1: In participatory organizations, the control of the organization is
1. The control of the organization is centralized, and decisions are
decentralized and many decisions are made by those "on the front
made by upper-level management.
lines" of the organization.
2. Staff nurses are expected to provide support and nurturing for
2: The theory is that the staff should be nurtured to promote greater
management's decisions.
leadership competency.
3. The organization's approach to leadership is autocratic and
3: According to Drucker, when staff participate in the core func-
bureaucratic.
tions of management, the organization is more effective.
4. Staff nurses provide input into planning and changes for their
4: According to Drucker, when staff participate in the core func-
own unit.
tions of management such as planning and changes for their own
units, the organization is more effective.
Answer:
3. The nurse supports team members.

Which behavior demonstrates the nurse's competency as an Rationale:

emotionally intelligent leader?
1. The nurse is proficient in technical skills.
2. The nurse relies on policies, not options.
3. The nurse supports team members.
4. Productivity is not a major concern.
1: While technical skill is important for all nurses, it is not a hallmark
of a competent leader.
2: Chaos theory states that solutions are not always clear and
policies might not always be applied easily; other options might
need to be considered.
3: In Emotional Intelligent theory, team members support each
other and feel supported by the team leader.
4: This statement reflects the country club leadership style.
Answer:
1. Developing the most effective teams.

Rationale:
Describe the primary focus of a manager in a knowledge work 1: The most important focus of this manager is on developing and
environment. supporting effective teams, utilizing the knowledge of many.
1. Developing the most effective teams. 2: Risk taking is a part of knowledge work, but is not the most
2. Taking risks. important of this manager's tasks.
3. Routine work. 3: Knowledge work is a combination of routine and non-routine
4. Understanding the history of the organization. work, so the manager will have focus on the routine. This is not
the manager's most important focus.
4: Understanding the history of the organization is important as it
will help the manager work within the organization, but it is not the
most important focus.
Answer:
2. Give assignments clearly, taking staff expertise into considera-
A very young nurse has been promoted to nurse manager of an
tion.
inpatient surgical unit. The nurse is concerned that older nurses
Rationale:
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 31Qw/exp-NCLEX Questions for Leadership and Management
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may not respect the manager's authority because of the age
difference. How can this nurse manager best exercise authority? making assignments is likely to be more successful in leading the
1. Use critical thinking to solve problems on the unit.
2. Give assignments clearly, taking staff expertise into consider- 3: Nurse managers do work in complex health care environments
ation.
3. Understand complex health care environments.
4. Maintain an autocratic approach to influence results.
What statement, made in the morning shift report, would help an
effective manager develop trust on the nursing unit?
1. "I know I told you that you could have the weekend off, but I
really need you to work."
2. "The others work many extra shifts, why can't you?"
3. "I'm sorry, but I do not have a nurse to spare today to help on
your unit. I cannot make a change now, but we should talk further
about schedules and needs."
4. "I can't believe you need help with such a simple task. Didn't you
learn that in school?"
The nurse has just been promoted to unit manager. Which advice,
offered by a senior unit manager, will help this nurse become
inspirational and motivational in this new role?
1. "If you make a mistake with your staff, admit it, apologize, and
correct the error if possible."
2. "Don't be too soft on the staff. If they make a mistake, be certain
to reprimand them immediately."
3. "Give your best nurses extra attention and rewards for their
help."
4. "Never get into a disagreement with a staff member."
The nurse wishes to improve personal Emotional Intelligence
(EI) in hopes of a promotion to nurse manager. Which skills are
important for this nurse to improve? Select all that apply.
1. Self-confidence.
2. Knowledge base of nursing.
3. Proficiency in technical skills.
4. Empathy.
5. Ability to initiate change.
1: Critical thinking is important for every RN, not just a manager
2: Giving clear assignments is a characteristic of authority. The
young nurse who takes staff expertise into consideration when
group.
but must create an appropriate organizational environment as a
way of exercising authority.
4: In autocratic leadership, one person has all of the power. This is
not a good approach for a younger leader to adopt when working
with a group of older, more experienced nurses.
Answer:
3. "I'm sorry, but I do not have a nurse to spare today to help on
your unit. I cannot make a change now, but we should talk further
about schedules and needs."
Rationale:
1: To develop trust, managers who make promises to staff must
keep the promise.
2: This statement implies that the staff nurse is not a team player. It
also sets up one nurse against the remainder of the staff. Effective
managers must be fair and supportive with all staff.
3: This manager is standing up for staff by not allowing another
unit to take a nurse today.
4: This statement is belittling to the staff nurse. This attitude does
not demonstrate trust that staff performances will be effective.
Answer:
1. "If you make a mistake with your staff, admit it, apologize, and
correct the error if possible."
Rationale:
1: Managers need to be honest and forthcoming with staff, which
includes taking responsibility for one's own actions and errors. This
also provides a positive role model for the staff.
2: When errors occur, the manager should use the opportunity for
improvement, not punishment.
3: When staff feel some staff are given extra credit, staff will feel
uncomfortable with the manager and resentment will build.
4: Staff need to feel that they can share their feedback, positive
or negative, and not feel threatened when they disagree with the
manager.
Answer:
1. Self-confidence.
4. Empathy.
5. Ability to initiate change.
Rationale:
1: EI competencies are self-confidence, empathy, change catalyst,
and visionary leadership.
2: While this is an important aspect of professional nursing, it is not
a competency of EI.
3: While this is an important aspect of professional nursing, it is not
a competency of EI.
4: EI competencies are self-confidence, empathy, change catalyst,
and visionary leadership.
5: EI competencies are self-confidence, empathy, change catalyst,
and visionary leadership.
Answer:
3. Control the environment.
5. Focus on efficiency.
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 31Qw/exp-NCLEX Questions for Leadership and Management
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Rationale:
Compare and contrast manager roles and leadership roles by 1: The manager accepts the status quo, while the leader chal-
choosing the options that are more aligned with the manager role. lenges it.
Select all that apply. 2: The manager controls people, while the leader influences
1. Focus is change. 3: The manager controls the environment, patient care, and the
2. Have the ability to influence others. staff that deliver that care.
3. Control the environment. 4: The leader focuses on people while the manager focuses on
4. Focus is on people. systems and structure.
5. Focus on efficiency. 5: Managers focus on efficiency, while leaders focus on effective-
ness.
Answer:
2. Autocratic.
4. Directive.
5. Authoritarian.

Rationale:
1: This style is focused on organizational rules and policies.
Typically the nurse manager of a unit uses a participatory style of
2: Autocratic, directive, and authoritarian are all terms used to
leadership. Today a patient suffered a cardiac arrest; the manager
describe leadership in which the leader makes the decisions for
took over the patient's care, issuing orders, and expecting staff to
the group, issues direct orders, and expects staff to immediately
obey them immediately. Which type of leadership did this manager
obey. This is an appropriate leadership style in emergencies such
exhibit today? Select all that apply.
as a cardiac arrest.
1. Bureaucratic.
3: This is a "hands-off" approach.
2. Autocratic.
4: Autocratic, directive, and authoritarian are all terms used to
3. Permissive.
describe leadership in which the leader makes the decisions for
4. Directive.
the group, issues direct orders, and expects staff to immediately
5. Authoritarian.
obey. This is an appropriate leadership style in emergencies such
as a cardiac arrest.
5: Autocratic, directive, and authoritarian are all terms used to
describe leadership in which the leader makes the decisions for
the group, issues direct orders, and expects staff to immediately
obey. This is an appropriate leadership style in emergencies such
as a cardiac arrest.
Answer:
3. Laissez-faire.

Rationale:
1: Autocratic and authoritarian leaders make decisions for the
There have been several patient complaints that the staff mem-
group and assume people are incapable of making independent
bers of the unit are disorganized and that "no one seems to know
decisions. While this is not always a good leadership style, it is
what to do or when to do it." The staff members concur that they
unlikely the complaints in this scenario would occur.
don't have a real sense of direction and guidance from their leader.
2: Bureaucratic leaders depend upon policy and rules. This is not
Which type of leadership is this unit experiencing?
always a good style of leadership, but it is unlikely the complaints
1. Autocratic.
in this scenario would occur.
2. Bureaucratic.
3: This style of leadership can be so detached that there is no
3. Laissez-faire.
direction or real leadership. This will often be reflected in the work
4. Authoritarian.
of the staff and the perceptions of the patients.
4: Autocratic and authoritarian leaders make decisions for the
group and assume people are incapable of making independent
decisions. While this is not always a good leadership style, it is
likely the complaints in this scenario would occur.
Answer:
1. Total patient care model.

The nursing student clinical group is attending the first clinical Rationale 1: Typically, student nurses follow the total patient care
session of the semester. What nursing care delivery model can model and provide all of the care for a patient while in the clinical
these students most usually expect to follow? area. This model may be altered slightly to accommodate the
1. Total patient care model. student's progress in the nursing program or the policies of the
2. Functional nursing model. facility. For example, the nursing student may provide all care
except giving IV meds.
Rationale 2: Functional nursing is a task-oriented approach where
staff members are assigned to provide a specific task, such as
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3. Primary nursing model.
4. Care management model.
This morning, the RN is assigned to administer medications to all
of the patients on the medical-surgical unit. From this assignment,
the RN knows that this organization adheres to which type of
patient care delivery model?
1. Total patient care model.
2. Functional nursing model.
3. Primary nursing model.
4. Care management model.
What is a disadvantage of using the team approach for care
delivery?
1. The team leader might not have the necessary leadership skills
required to successfully lead the team.
2. There is a risk that care will be fragmented.
3. This approach often leads to greater staff dissatisfaction, with
staff members feeling they are just grinding out tasks.
4. This approach may lead to decreased collaboration and redun-
dancy in patient care.
The nurse is interviewing for a position in a newly opened hospital.
Which observation would best indicate to this nurse that the
organization follows a shared governance model?
1. Among the documents provided by the human resources de-
partment is an organizational chart of the nursing department,
indicating that the director is the highest-ranking member.
2. Conversation with a staff nurse reveals that the nurse feels
empowered in making patient care decisions.
3. The mission statement of the hospital describes centralized
power.
4. A staff nurse mentions that each individual staff member has
complete autonomy.
Which factor would least likely be included in the analysis of an
organization?
1. Whether the organization's mission and vision match staff per-
formance.
2. Results from a staff opinion survey regarding the organization's
decision-making processes.
3. How the organization's communication patterns have affected
the change process.
4. The turnover rate of nursing personnel in a given unit.
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wound care.
Rationale 3: In primary nursing, the RN assumes 24-hour respon-
sibility for planning, directing, and evaluating the patient's care,
from admission to discharge.
Rationale 4: The care management model, which is similar to
case management, focuses on the needs of the integrated delivery
system.
Answer:
2. Functional nursing model.
Rationale 1: The staff working for an organization that uses the
total patient care model are assigned to provide all of the care for
a patient while in the clinical area.
Rationale 2: Functional nursing is a task-oriented approach where
staff members are assigned to provide a specific task, such as
passing out medications for the unit.
Rationale 3: IN primary nursing, the RN assumes 24-hour respon-
sibility for planning, directing, and evaluating the patient's care,
from admission to discharge.
Rationale 4: The care management model, which is similar to
case management, focuses on the needs of the integrated delivery
system.
Answer:
1. The team leader might not have the necessary leadership skills
required to successfully lead the team.
Rationale 1: Using the team approach requires that the team
leader have the necessary leadership skills to coordinate and
delegate patient care.
Rationale 2: The team approach helps keep care from becoming
fragmented.
Rationale 3: In this approach, each team member can contribute
his or her own special expertise or skill in caring for the patient.
Rationale 4: There is generally a greater amount of collaboration
and less redundancy or care.
Answer:
2. Conversation with a staff nurse reveals that the nurse feels
empowered in making patient care decisions.
Rationale 1: This documents that the hospital follows the classical
theory of organization.
Rationale 2: Shared governance increases each nurse's influence
over the organization, empowering staff.
Rationale 3: This is a classical organizational model.
Rationale 4: Although the shared governance model does pro-
vide some autonomy, there is also an understanding that staff
are expected to collaborate and function cooperatively with both
management and colleagues.
Answer:
4. The turnover rate of nursing personnel in a given unit.
Rationale 1: The vision and mission statements are the driving
forces behind all decision, and provide critical information about
the organization's values and philosophy.
Rationale 2: It is important to analyze how staff members believe
decisions are made.
Rationale 3: It is essential to analyze communication patterns
because communication runs an organizations and its ability to
function effectively.
Rationale 4: Organizational analysis does take staffing issues into
consideration. However, of the options provided, the turnover rate
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of a particular unit is least likely to be considered. Analysis would
likely be focused on the turnover rate in the entire organization.
Answer:
1. Autonomy.
2. Responsibility.
The patient who had a colonoscopy one hour ago suddenly ex- 4. Accountability.
periences bright red rectal bleeding, becomes diaphoretic, and is
short of breath. The nurse decides to implement standing emer- Rationale 1: Autonomy in clinical decision making occurs when-
gency orders and initiates oxygen per mask and increases the ever a nurse makes an independent judgment about the presence
patient's IV rate while a colleague contacts the patient's physician. of a clinical issue and then provides the resolution. This nurse
Which critical element of nursing is this nurse demonstrating? identified that the patient was experiencing distress and made the
Standard Text: Select all that apply. clinical judgment to use emergency orders. The nurse could have
1. Autonomy. also made a clinical judgment not to use them.
2. Responsibility. Rationale 2: This nurse was entrusted with a particular function,
3. Delegation. in this case, caring for a post-op patient.
4. Accountability. Rationale 3: There is no indication that the nurse delegated care
5. Relevance. of this patient to anyone.
Rationale 4: Accountability is the acceptance of responsibility of
the outcomes of care.
Rationale 5: This term is not one of the critical elements of nursing.
Answer:
1. Total patient care.
What is the oldest of the nursing care models?
1. Total patient care.
Rationale 1: This is the oldest of the models. Nurses have provided
2. Functional nursing.
this type of care for generations.
3. Team nursing.
Rationale 2: This model is not as old as total patient care.
4. Primary nursing.
Rationale 3: This model is not as old as total patient care.
Rationale 4: This model is not as old as total patient care.
Answer:
2. Access to information about the organization.
Which options are included in the six dimensions of shared gov- 4. Ability to set goals and negotiate conflict.
ernance? 5. Control over professional practice.
Standard Text: Select all that apply.
1. Informal authority base. Rationale 1: Shared governance requires formal authority granted
2. Access to information about the organization. by the organization.
3. Delegation of care to others. Rationale 2: This is a part of shared governance.
4. Ability to set goals and negotiate conflict. Rationale 3: This is not a part of shared governance though it
5. Control over professional practice. occurs in a shared governance organization.
Rationale 4: This is a part of shared governance.
Rationale 5: This is a part of shared governance.
Answer:
1. Staffing.
3. Program evaluation.
4. Allocation of resources.
What are the responsibilities of the nurse manager in most shared 5. Long-range planning.
governance models?
Standard Text: Select all that apply. Rationale 1: This is a responsibility of the nurse manager in most
1. Staffing. shared governance models.
2. Direct patient care. Rationale 2: In most shared governance models, the nurse man-
3. Program evaluation. ager is not responsible for providing direct patient care.
4. Allocation of resources. Rationale 3: This is a responsibility of the nurse manager in most
5. Long-range planning. shared governance models.
Rationale 4: This is a responsibility of the nurse manager in most
shared governance models.
Rationale 5: This is a responsibility of the nurse manager in most
shared governance models.
Answer:
3. Patient needs.
The nurse manager is making patient assignments for the shift.
What should be the primary guiding factor in these assignments?
Rationale 1: This is an important determinant of staff assignments,
but is not the most important factor.
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Rationale 2: This is an important determinant of staff assignments,
1. Number of staff available. but is not the most important factor.
2. Skill mix of the staff. Rationale 3: The most important factor in any decision made by
3. Patient needs. any health care provider should be patient needs.
4. Physical layout of the unit. Rationale 4: This is an important determinant of staff assignments,
but is not the most important factor.
Answer:
3. The whole patient.
What is the primary focus of disease management programs?
1. Curing the disease. Rationale 1: This can be a focus, depending upon the disease, but
2. Reducing the need for medications. is not the primary focus.
3. The whole patient. Rationale 2: This can be a focus, depending upon the disease, but
4. Learning more about the disease. is not the primary focus.
Rationale 3: The primary focus is caring for the whole patient.
Rationale 4: This can be a focus, but is not the primary focus.
Answer:
1. High cost problems.
2. Those with high numbers of hospitalizations.
The nurse who works for an insurance company has been asked 3. Those with high risk for complications.
to develop an initial set of disease management programs. What 4. Long-term problems.
factors should this nurse consider when choosing the diseases? 5. Those with a longer length of stay when hospitalization is
Select all that apply. required.
1. High cost problems.
2. Those with high numbers of hospitalizations. Rationale 1: High cost, high volume, high risk diseases are typi-
3. Those with high risk for complications. cally considered for management programs.
4. Long-term problems. Rationale 2: High cost, high volume, high risk diseases are typi-
5. Those with a longer length of stay when hospitalization is cally considered for management programs.
required. Rationale 3: High cost, high volume, high risk diseases are typi-
cally considered for management programs.
Rationale 4: Long-term problems incur high costs.
Rationale 5: Longer length of stay increases costs.
Answer:
4. Clinical pathways guide the patient and interprofessional team
Which description of a clinical pathway provided by a nursing in managing patient care and recovery within a designated time
student would indicate the best understanding of the concept? frame.
1. Clinical pathways are tools to measure patient outcomes.
2. Clinical pathways are the same as nursing care plans. Rationale 1: This statement only describes a portion of the use of
3. Clinical pathways are developed to use in acute care settings clinical pathways.
and guide the nursing care of patients as they are admitted, Rationale 2: While the clinical pathway does include nursing care,
treated, and discharged. they are interprofesssional.
4. Clinical pathways guide the patient and interprofessional team Rationale 3: This option does not take into account the interpro-
in managing patient care and recovery within a designated time fessional nature of clinical pathways, nor does it take into account
frame. the fact that they are used in areas other than acute care.
Rationale 4: This statement is the clearest and most complete
description of a clinical pathway.

The staff nurse has been asked to work on a committee whose
task is to develop clinical pathways for the facility. What is the
purpose of these pathways?
1. To provide quality health care with the efficient use of resources
while controlling costs.
2. To provide practice guidelines for the general treatment of a
specific diagnosis.
3. To reduce patient length of stay.
4. To justify alternative treatment methods.
Answer:
1. To provide quality health care with the efficient use of resources
while controlling costs.
Rationale 1: Clinical pathways were developed in response to the
need to identify quality, cost-effective health care within a specific
time frame.
Rationale 2: Clinical pathways are specific and unique to the
health care agency or managed care organization in which they
are used.
Rationale 3: One of the purposes for developing clinical pathways
is to reduce the cost of health care. This can occur as a result
of reduced length of stay, but reducing length of stay is not the
primary goal.
Rationale 4: Clinical pathways often are used to demonstrate

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 31Qw/exp-NCLEX Questions for Leadership and Management
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The health care providers in an organization have chosen not to
adopt the use of clinical pathways. What are reasons to justify this
decision? Select all that apply.
1. Clinical pathways development and implementation takes time
and can be costly.
2. The pathway content has to be evaluated each time it is used.
3. Some believe that clinical pathways result in excessive paper-
work and redundant documentation.
4. There is fear that pathways will be used in evaluating staff
performance.
5. The use of clinical pathways has not been proven to make a
difference in patient care.
Which statement is true regarding implementation of clinical path-
ways?
1. Pathways replace physician orders.
2. Pathways cannot be used for patients with more than one illness
or condition.
3. Using pathways is the best way to assess length of stay (LOS).
4. Disclaimers may be used with clinical pathways to convey that
treatment is standardized.
Differentiate between disease management programs and clinical
guidelines by choosing the option that describes disease man-
agement programs.
1. The major goal is to prepare the patient to understand the
disease and to increase self-management of the disease.
2. They establish standards that focus on health maintenance.
3. They have been adopted to control costs.
4. They are also called medical review criteria.
The Governing Board of the hospital has completed an assess-
ment of the organization's culture. Which findings would lead the
Board to determine that the culture is healthy?
Standard Text: Select all that apply.
1. There is wide variation in the expectations of individual employ-
ees and departments.
2. The decisions made about care are staff-centered.
3. There is evidence that the values of the organization and the
health professionals working there are similar.
4. The organization is designed to serve its health professionals.
5. New people who come into the organization learn about the
culture by connecting behaviors and consequences.
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compliance with standards of care, accreditation, and regulatory
requirements.
Answer:
1. Clinical pathways development and implementation takes time
and can be costly.
2. The pathway content has to be evaluated each time it is used.
3. Some believe that clinical pathways result in excessive paper-
work and redundant documentation.
4. There is fear that pathways will be used in evaluating staff
performance.
Rationale 1: These pathways are developed for each facility and
can be costly to develop and implement.
Rationale 2: Since the content contains the general care of the
patient with a specific disease, the content must be reviewed and
individualized to each patient each time it is used.
Rationale 3: New forms and paperwork often cause health care
providers to be concerned about new methods of providing care.
Rationale 4: Some health care providers fear the interprofessional
aspects of these tools. Others resent the requirement to follow the
instructions of the critical pathway and fear they will be criticized
if their general care does not match that required by the critical
pathway.
Rationale 5: These pathways do change patient care and can
support interprofessional care.
Answer:
3. Using pathways is the best way to assess length of stay (LOS).
Rationale 1: Pathways do not replace physician orders.
Rationale 2: Pathways can be used for patients with more than one
illness or condition by developing co-paths.
Rationale 3: Using pathways is the best way to assess the LOS,
and their use helps to determine the best expected LOS.
Rationale 4: Disclaimers are a way to indicate that care will be
provided to meet the individual needs of the patient, which may
require variance from a clinical pathway.
Answer:
1. The major goal is to prepare the patient to understand the
disease and to increase self-management of the disease.
Rationale 1: The purpose of disease management programs is to
provide patients with education and preventive care that improves
quality of life.
Rationale 2: This is true of clinical guidelines.
Rationale 3: This is true of clinical guidelines.
Rationale 4: This is true of clinical guidelines.
Answer:
3. There is evidence that the values of the organization and the
health professionals working there are similar.
5. New people who come into the organization learn about the
culture by connecting behaviors and consequences.
Rationale 1: Separate approaches to expectations, caring, and
values among departments would not be present.
Rationale 2: The decisions should be patient-centered.
Rationale 3: A hallmark of a healthy organization is a close match
of values between the organization and its health professionals.
Rationale 4: The organization should be designed to serve the
patients.
Rationale 5: This is the way new people learn the values of the
organization.
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Answer:
1. Keep promises that are made.
2. Give honest feedback.
The staff nurse has been asked to assume leadership of a work
4. Reward followers.
team. Which strategies should this nurse use to increase the team
members' trust? Select all that apply.
Rationale 1: If the leader does not keep promises, trust is lost.
1. Keep promises that are made.
Rationale 2: Feedback should be honest and formulated to help
2. Give honest feedback.
the follower do a better job.
3. Create a logical excuse for not keeping promises made.
Rationale 3: The leader can explain why a promise was not kept,
4. Reward followers.
but should not "create" excuses.
5. Ask followers to defer feedback until the end of the project.
Rationale 4: Followers appreciate rewards when they are earned.
Rationale 5: Followers should be encouraged to provide feedback
to the leader throughout the project.
Answer:
3. Empowerment of staff.
The manager has asked the staff to participate in the selection of
new intravenous pumps for the unit. The manger has provided a Rationale 1: This manager has used expert opinion, not expert
list of choices and budget guidelines. This is an example of use of power.
which management strategy? Rationale 2: Legitimate power is the type of power that is "award-
1. Use of expert power. ed" with a position.
2. Use of legitimate power. Rationale 3: This action enables others to act and provides others
3. Empowerment of staff. with the opportunity to participate and influence decisions.
4. Management persuasiveness. Rationale 4: The manger would have used persuasiveness to
convince the staff to adopt a particular kind of pump that the
manager chose.

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