,🧭TABLE OF CONTENTS
1. Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning
2. Classical Views of Leadership and Management
3. Twenty-First-Century Thinking About Leadership and Management
4. Ethical and Legal Issues
5. Legal and Legislative Issues
6. Organizational, Power, and Politics
7. Planning
8. Organizing
9. Time Management
10. Fiscal Planning
11. Staffing Needs and Scheduling Policies
12. Organizational Structure
13. Communication and Team Building
14. Organizing Patient Care
15. Delegation
16. Conflict, Negotiation, and Workplace Bullying
17. Managing Change and Innovation
18. Motivating Employees
19. Team Building and Managing Teams
20. Evaluating Staff Performance
21. Career Development and Coaching
22. Collective Bargaining and Unions
23. Quality Control
24. Quality and Risk Management
25. The Role of the Nurse Manager in the Twenty-First Century
, Chapter 1
Making, Problem Solving, Critical Thinking, and Clinical Reasoning: Requisites for
successful leadership and management
1.
A nurse manager must make a rapid staffing decision due to an unexpected call-in. Which approach best
represents effective decision-making under time constraints?
A) Using the traditional problem-solving model
B) Applying heuristic decision-making
C) Conducting a detailed root-cause analysis
D) Delaying the decision until more data are available
Answer: B
Rationale: Heuristics allow managers to make rapid, experience-based decisions when time is limited.
The traditional problem-solving model requires extensive data and analysis, making it unsuitable for
urgent situations.
2.
What is the primary weakness of the traditional problem-solving model?
A) It does not require evaluation
B) It is ineffective when time is limited
C) It excludes creativity and intuition
D) It ignores data analysis
Answer: B
Rationale: Because the model emphasizes identifying root causes through systematic analysis, it
consumes time and is less effective in fast-paced clinical settings.
3.
A nurse leader notes that her decision quality varies depending on the number of options generated. This
supports which principle?
A) The more alternatives generated, the higher the decision quality
B) Decision quality is unaffected by the number of options
C) Limited options promote faster decision making
D) Decision quality depends solely on intuition
, Answer: A
Rationale: Decision quality improves with the generation of multiple alternatives, allowing for thorough
evaluation and selection of the best course of action.
4.
Critical thinking in nursing leadership is best characterized as:
A) Logical reasoning without creativity
B) A broad process involving analysis and evaluation
C) Simple reflection on previous experience
D) Repetition of established routines
Answer: B
Rationale: Critical thinking encompasses both analysis and creativity, enabling nurse leaders to evaluate
information and form sound, reasoned judgments.
5.
A manager bases decisions on personal experience rather than data. This reflects which limitation of
decision-making?
A) Overreliance on heuristics
B) Intuitive reasoning
C) Groupthink bias
D) Satisficing
Answer: A
Rationale: Overdependence on heuristics can introduce bias, leading to suboptimal or inconsistent
decisions when not balanced with evidence.
6.
When a nurse manager settles for a solution that is "good enough," it demonstrates which concept?
A) Rational choice
B) Satisficing
C) Intuitive reasoning
D) Bounded rationality
Answer: B
1. Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning
2. Classical Views of Leadership and Management
3. Twenty-First-Century Thinking About Leadership and Management
4. Ethical and Legal Issues
5. Legal and Legislative Issues
6. Organizational, Power, and Politics
7. Planning
8. Organizing
9. Time Management
10. Fiscal Planning
11. Staffing Needs and Scheduling Policies
12. Organizational Structure
13. Communication and Team Building
14. Organizing Patient Care
15. Delegation
16. Conflict, Negotiation, and Workplace Bullying
17. Managing Change and Innovation
18. Motivating Employees
19. Team Building and Managing Teams
20. Evaluating Staff Performance
21. Career Development and Coaching
22. Collective Bargaining and Unions
23. Quality Control
24. Quality and Risk Management
25. The Role of the Nurse Manager in the Twenty-First Century
, Chapter 1
Making, Problem Solving, Critical Thinking, and Clinical Reasoning: Requisites for
successful leadership and management
1.
A nurse manager must make a rapid staffing decision due to an unexpected call-in. Which approach best
represents effective decision-making under time constraints?
A) Using the traditional problem-solving model
B) Applying heuristic decision-making
C) Conducting a detailed root-cause analysis
D) Delaying the decision until more data are available
Answer: B
Rationale: Heuristics allow managers to make rapid, experience-based decisions when time is limited.
The traditional problem-solving model requires extensive data and analysis, making it unsuitable for
urgent situations.
2.
What is the primary weakness of the traditional problem-solving model?
A) It does not require evaluation
B) It is ineffective when time is limited
C) It excludes creativity and intuition
D) It ignores data analysis
Answer: B
Rationale: Because the model emphasizes identifying root causes through systematic analysis, it
consumes time and is less effective in fast-paced clinical settings.
3.
A nurse leader notes that her decision quality varies depending on the number of options generated. This
supports which principle?
A) The more alternatives generated, the higher the decision quality
B) Decision quality is unaffected by the number of options
C) Limited options promote faster decision making
D) Decision quality depends solely on intuition
, Answer: A
Rationale: Decision quality improves with the generation of multiple alternatives, allowing for thorough
evaluation and selection of the best course of action.
4.
Critical thinking in nursing leadership is best characterized as:
A) Logical reasoning without creativity
B) A broad process involving analysis and evaluation
C) Simple reflection on previous experience
D) Repetition of established routines
Answer: B
Rationale: Critical thinking encompasses both analysis and creativity, enabling nurse leaders to evaluate
information and form sound, reasoned judgments.
5.
A manager bases decisions on personal experience rather than data. This reflects which limitation of
decision-making?
A) Overreliance on heuristics
B) Intuitive reasoning
C) Groupthink bias
D) Satisficing
Answer: A
Rationale: Overdependence on heuristics can introduce bias, leading to suboptimal or inconsistent
decisions when not balanced with evidence.
6.
When a nurse manager settles for a solution that is "good enough," it demonstrates which concept?
A) Rational choice
B) Satisficing
C) Intuitive reasoning
D) Bounded rationality
Answer: B
