MHA Leadership and Organizational Behavior 2 — Questions and Answers
Question 1: A hospital CEO notices that two department heads consistently clash, disrupting team cohesion. Which conflict resolution strategy best preserves long-term working relationships?
- Avoidance — ignore the conflict until it resolves naturally
- Collaboration — facilitate joint problem-solving to find mutually beneficial solutions (Correct answer)
- Accommodation — have one party yield to the other's demands
- Competition — allow the stronger argument to win
Correct answer: Collaboration — facilitate joint problem-solving to find mutually beneficial solutions
Collaboration addresses underlying interests and builds trust, making it the most sustainable conflict resolution approach for leadership teams.
Question 2: According to Herzberg's Two-Factor Theory, which of the following is a motivator (not a hygiene factor) for healthcare employees?
- Competitive salary and benefits
- Safe working conditions
- Recognition for achieving clinical outcomes (Correct answer)
- Job security
Correct answer: Recognition for achieving clinical outcomes
Motivators like recognition and achievement drive intrinsic satisfaction, while hygiene factors like salary and safety merely prevent dissatisfaction.
Question 3: A new MHA administrator inherits a department with low morale and high turnover. Which leadership style is most appropriate for the initial stabilization phase?
- Laissez-faire
- Directive/Telling (Correct answer)
- Delegating
- Pacesetting
Correct answer: Directive/Telling
A directive style provides clear structure and expectations, which is essential when stabilizing a dysfunctional unit with uncertain staff.
Question 4: Which organizational structure is most common in large academic medical centers and best supports specialized functional expertise?
- Matrix structure
- Flat structure
- Functional structure (Correct answer)
- Divisional structure
Correct answer: Functional structure
Functional structures group employees by specialty (e.g., nursing, pharmacy, finance), promoting expertise and efficiency within departments.
Question 5: A healthcare manager wants to apply McGregor's Theory Y assumptions. Which management practice best reflects this philosophy?
- Close monitoring of employee attendance and output
- Offering financial bonuses as the primary motivator
- Empowering staff to self-direct projects and participate in decision-making (Correct answer)
- Establishing rigid rules and disciplinary procedures
Correct answer: Empowering staff to self-direct projects and participate in decision-making
Theory Y assumes employees are self-motivated and capable, so empowerment and autonomy align directly with this philosophy.
Question 6: In Kotter's 8-Step Change Model, what must leaders establish FIRST to drive successful organizational change?
- Communicate the change vision widely
- Create short-term wins to build momentum
- Form a powerful guiding coalition
- Establish a sense of urgency (Correct answer)
Correct answer: Establish a sense of urgency
Kotter's model begins with creating urgency because without a compelling reason for change, people resist or ignore the initiative.
Question 7: A healthcare organization scores low on psychological safety assessments. What is the most likely impact on patient care quality?
- Staff will work longer hours to compensate
- Near-miss events and errors will go unreported, increasing patient risk (Correct answer)
- Physicians will delegate more decisions to nurses
- Patient satisfaction scores will temporarily increase
Correct answer: Near-miss events and errors will go unreported, increasing patient risk
Low psychological safety causes staff to fear speaking up about errors or concerns, leading to underreporting and unaddressed safety risks.
MHA Leadership and Organizational Behavior 2
A hospital CEO notices that two department heads consistently clash, disrupting team cohesion.
Which conflict resolution strategy best preserves long-term working relationships?