Leadership Roles and Management functions in Nursing theory and ap
cation 10th edition Chapter 3
1. B. Prioritizing the interests of others over the manager's own interests
Feedback: Managers who are servant leaders put serving others, including
employees,
customers, and the community, as the number one priority. This attitude is not
dependent,
however, on having a personal relationship with every subordinate. Customerservice is
valued, but the servant leader also emphasizes the needs of employees andthe
community.
Servant leadership has a place for vision, but this is not a specific character-istic of
this type
of leadership.: What action by a nurse-manager best demonstrates servant lead-ership?
A. Cultivating a personal relationship with each subordinate
B. Prioritizing the interests of others over the manager's own interests
C. Communicating a clear vision for the future and asking subordinates to share it
D. Making decisions on the basis of customer service
2. D. Regulate his or her own emotions and those of others
Feedback: Theorists studying emotional intelligence posit that the ability toregulate
the
emotions of self and others is key to effective leadership. Emotional intelli-gence
does not
involve removing emotion from decision making; conversely, it does not claimthat
emotion
should trump reason. Management of emotions is not the same as manipulat-ing the
emotions
of others, which is unethical: The nurse manager who seeks to exemplify emo-tional
intelligence should:
A. Effectively manipulate the emotions of others to achieve goals.
B. Prioritize emotion over reason when making decisions
C. Prioritize emotion over reason when making decisions
D. Regulate his or her own emotions and those of others
3. A. Support employees' right to disagree with proposed changes Feedback: There
is no guarantee that followers will not mislead leaders, butadhering to
certain principles, such as making sure that followers are allowed to disagree,will
guard
against this happening. The manager can often not avoid making unpopulardecisions.
, Leadership Roles and Management functions in Nursing theory and ap
cation 10th edition Chapter 3
Enacting punitive measures (consequences) has not been shown to encour-age
honesty. The
use of "informants" is likely to cultivate mistrust and is likely to increase
dishonesty: The leader-manager provides oversight on a busy medical-surgicalunit.
There has recently been an incident where two nurses were not honest
about neglecting a controversial new protocol and mislead the leader. How can theleader-
manager best prevent similar episodes?
A. Support employees' right to disagree with proposed changes
B. Ensure that employees know the consequences of misleading the manager
C. Avoid making decisions that displease large numbers of employees
D. Identify allies who can be trusted to report employees who may mislead the
manager
4. C. They may have character flaws
Feedback: Leaders may be deceitful and trustworthy, greedy and generous,and
cowardly
and brave. To assume that all good leaders are good people is foolhardy andmakes us
blind
to the human condition. It is only when we recognize and manage our failingsthat
leaders
achieve greatness. No one can be brave in each and every situation. Manygood
leaders have
strong charisma, but this is not always the case.: Which statement regarding the
characteristics of a good leader is true?
A. Charisma is their strongest attribute
B. They are brave in all situations
C. They may have character flaws
D. They are by nature good-intentioned
5. D. Principal agent theory
Feedback: Principal agent theory suggests that followers may have an infor-mational
(expertise or knowledge) advantage over the leader as well as their own
preferences, which
may deviate from that of the principal. This may lead to a misalignment ofgoals. To
influence the agent, the principal offers an incentive that corrects excessive overtime.
This action is performance-based, so it would be difficult to charac-terize it as
favoritism. Servant
leadership prioritizes the interests of others; creating incentives to addressthe
misalignment
cation 10th edition Chapter 3
1. B. Prioritizing the interests of others over the manager's own interests
Feedback: Managers who are servant leaders put serving others, including
employees,
customers, and the community, as the number one priority. This attitude is not
dependent,
however, on having a personal relationship with every subordinate. Customerservice is
valued, but the servant leader also emphasizes the needs of employees andthe
community.
Servant leadership has a place for vision, but this is not a specific character-istic of
this type
of leadership.: What action by a nurse-manager best demonstrates servant lead-ership?
A. Cultivating a personal relationship with each subordinate
B. Prioritizing the interests of others over the manager's own interests
C. Communicating a clear vision for the future and asking subordinates to share it
D. Making decisions on the basis of customer service
2. D. Regulate his or her own emotions and those of others
Feedback: Theorists studying emotional intelligence posit that the ability toregulate
the
emotions of self and others is key to effective leadership. Emotional intelli-gence
does not
involve removing emotion from decision making; conversely, it does not claimthat
emotion
should trump reason. Management of emotions is not the same as manipulat-ing the
emotions
of others, which is unethical: The nurse manager who seeks to exemplify emo-tional
intelligence should:
A. Effectively manipulate the emotions of others to achieve goals.
B. Prioritize emotion over reason when making decisions
C. Prioritize emotion over reason when making decisions
D. Regulate his or her own emotions and those of others
3. A. Support employees' right to disagree with proposed changes Feedback: There
is no guarantee that followers will not mislead leaders, butadhering to
certain principles, such as making sure that followers are allowed to disagree,will
guard
against this happening. The manager can often not avoid making unpopulardecisions.
, Leadership Roles and Management functions in Nursing theory and ap
cation 10th edition Chapter 3
Enacting punitive measures (consequences) has not been shown to encour-age
honesty. The
use of "informants" is likely to cultivate mistrust and is likely to increase
dishonesty: The leader-manager provides oversight on a busy medical-surgicalunit.
There has recently been an incident where two nurses were not honest
about neglecting a controversial new protocol and mislead the leader. How can theleader-
manager best prevent similar episodes?
A. Support employees' right to disagree with proposed changes
B. Ensure that employees know the consequences of misleading the manager
C. Avoid making decisions that displease large numbers of employees
D. Identify allies who can be trusted to report employees who may mislead the
manager
4. C. They may have character flaws
Feedback: Leaders may be deceitful and trustworthy, greedy and generous,and
cowardly
and brave. To assume that all good leaders are good people is foolhardy andmakes us
blind
to the human condition. It is only when we recognize and manage our failingsthat
leaders
achieve greatness. No one can be brave in each and every situation. Manygood
leaders have
strong charisma, but this is not always the case.: Which statement regarding the
characteristics of a good leader is true?
A. Charisma is their strongest attribute
B. They are brave in all situations
C. They may have character flaws
D. They are by nature good-intentioned
5. D. Principal agent theory
Feedback: Principal agent theory suggests that followers may have an infor-mational
(expertise or knowledge) advantage over the leader as well as their own
preferences, which
may deviate from that of the principal. This may lead to a misalignment ofgoals. To
influence the agent, the principal offers an incentive that corrects excessive overtime.
This action is performance-based, so it would be difficult to charac-terize it as
favoritism. Servant
leadership prioritizes the interests of others; creating incentives to addressthe
misalignment
