FULL TEST BANK FOR
LEADERSHIP AND NURSING CARE MANAGEMENT 7TH
EDITION
BY M. LINDELL JOSEPH, DIANE HUBER
ALL CHAPTERS |VERIFIED ANSWERS
,TABLE OF CONTENTS
CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES ..................................................... 3
CHAPTER 02: CHANGE AND INNOVATION ................................................................................ 18
CHAPTER 03: ORGANIZATIONAL CLIMATE AND CULTURE ........................................................ 32
CHAPTER 04: MANAGERIAL DECISION MAKING ....................................................................... 47
CHAPTER 05: MANAGING TIME AND STRESS ........................................................................... 63
CHAPTER 06: LEGAL AND ETHICAL ISSUES ................................................................................ 79
CHAPTER 07: COMMUNICATION LEADERSHIP .......................................................................... 95
CHAPTER 08: TEAM BUILDING AND WORKING WITH EFFECTIVE GROUPS ............................ 111
CHAPTER 09: DELEGATION IN NURSING ................................................................................. 125
CHAPTER 10: POWER AND CONFLICT ..................................................................................... 142
CHAPTER 11: WORKPLACE DIVERSITY..................................................................................... 157
CHAPTER 12: ORGANIZATIONAL STRUCTURE ......................................................................... 173
CHAPTER 13: DECENTRALIZATION AND SHARED GOVERNANCE ............................................ 188
CHAPTER 14: STRATEGIC MANAGEMENT ............................................................................... 204
CHAPTER 15: PROFESSIONAL PRACTICE MODELS .................................................................. 219
CHAPTER 16: CASE AND POPULATION HEALTH MANAGEMENT............................................. 234
CHAPTER 17: EVIDENCE-BASED PRACTICE: STRATEGIES FOR NURSING LEADERS .................. 250
CHAPTER 18: QUALITY AND SAFETY ....................................................................................... 265
CHAPTER 19: MEASURING AND MANAGING OUTCOMES ...................................................... 283
CHAPTER 20: PREVENTION OF WORKPLACE VIOLENCE ......................................................... 292
CHAPTER 21: CONFRONTING THE NURSING SHORTAGE ........................................................ 307
CHAPTER 22: STAFFING AND SCHEDULING............................................................................. 326
CHAPTER 23: BUDGETING, PRODUCTIVITY, AND COSTING OUT NURSING ............................ 341
CHAPTER 24: PERFORMANCE APPRAISAL ............................................................................... 353
CHAPTER 25: EMERGENCY MANAGEMENT AND PREPAREDNESS .......................................... 370
CHAPTER 26: DATA MANAGEMENT AND CLINICAL INFORMATICS ......................................... 387
CHAPTER 27: MARKETING....................................................................................................... 402
,CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES
HUBER: LEADERSHIP & NURSING CARE MANAGEMENT, 7TH EDITION
MULTIPLE CHOICE
1. LEADERSHIP IS BEST DEFINED AS:
A. AN INTERPERSONAL PROCESS OF PARTICIPATING BY ENCOURAGING FELLOWSHIP.
B. DELEGATION OF AUTHORITY AND RESPONSIBILITY AND THE COORDINATION OF
ACTIVITIES.
C. INSPIRING PEOPLE TO ACCOMPLISH GOALS THROUGH SUPPORT AND CONFIDENCE
BUILDING.
D. THE INTEGRATION OF RESOURCES THROUGH PLANNING, ORGANIZING, AND DIRECTING.
ANS: C
LEADERSHIP IS THE PROCESS OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS BY INSPIRING
CONFIDENCE AND SUPPORT AMONG FOLLOWERS.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE) TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
2. A MEDICAL-SURGICAL UNIT REPORTS HIGHER RATES OF PATIENT SATISFACTION
COUPLED WITH HIGH RATES OF STAFF SATISFACTION AND PRODUCTIVITY. WHICH OF THE
FOLLOWING IS ATTRIBUTED TO THE DATA FINDINGS?
A. EFFECTIVE LEADERSHIP
B. MANAGEMENT INVOLVEMENT
C. MENTORING
D. REWARDS AND RECOGNITION
ANS: A
, EFFECTIVE LEADERSHIP IS IMPORTANT IN NURSING BECAUSE OF THE IMPACT ON NURSES’
WORK LIVES, IT BEING A STABILIZING INFLUENCE DURING CHANGE, AND FOR NURSES’
PRODUCTIVITY AND QUALITY OF CARE.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION) TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
3. A STAFF REGISTERED NURSE (RN) IS LEADING A MULTIDISCIPLINARY CLINICAL PATHWAY
TEAM IN THE DEVELOPMENT OF CARE FOR PATIENTS WITH TOTAL KNEE REPLACEMENT. WHICH
OF THE FOLLOWING STATEMENTS EXEMPLIFIES LEADERSHIP BEHAVIORS IN A CLINICAL
PATHWAY TEAM MEETING?
A. “NURSING IS RESPONSIBLE FOR PAIN CONTROL OF THE TOTAL KNEE REPLACEMENT
PATIENT.”
B. “OUR PHARMACIST HAS PROVIDED SOME EXCELLENT PAIN CONTROL LITERATURE.”
C. “PHYSICAL THERAPY’S EXPERTISE IS IN REHABILITATION, NOT PAIN CONTROL.”
D. “TOTAL KNEE REPLACEMENT PATIENTS REQUIRE OPTIMAL PAIN CONTROL.”
ANS: B
LEADERSHIP IS THE PROCESS OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS BY INSPIRING
CONFIDENCE AND SUPPORT AMONG FOLLOWERS. THE CORRECT ANSWER IS SUPPORTIVE OF A
TEAM MEMBER’S WORK AND DEPICTS SOME SKILL AT INTERPERSONAL RELATIONSHIPS.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION) TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: PHYSIOLOGICAL INTEGRITY: PHARMACOLOGICAL AND PARENTERAL
THERAPIES
4. WHICH OF THE FOLLOWING IS TRUE OF MANAGEMENT ACTIVITIES?
A. INSPIRING A VISION IS A MANAGEMENT FUNCTION.
B. MANAGEMENT IS FOCUSED ON TASK ACCOMPLISHMENT.
LEADERSHIP AND NURSING CARE MANAGEMENT 7TH
EDITION
BY M. LINDELL JOSEPH, DIANE HUBER
ALL CHAPTERS |VERIFIED ANSWERS
,TABLE OF CONTENTS
CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES ..................................................... 3
CHAPTER 02: CHANGE AND INNOVATION ................................................................................ 18
CHAPTER 03: ORGANIZATIONAL CLIMATE AND CULTURE ........................................................ 32
CHAPTER 04: MANAGERIAL DECISION MAKING ....................................................................... 47
CHAPTER 05: MANAGING TIME AND STRESS ........................................................................... 63
CHAPTER 06: LEGAL AND ETHICAL ISSUES ................................................................................ 79
CHAPTER 07: COMMUNICATION LEADERSHIP .......................................................................... 95
CHAPTER 08: TEAM BUILDING AND WORKING WITH EFFECTIVE GROUPS ............................ 111
CHAPTER 09: DELEGATION IN NURSING ................................................................................. 125
CHAPTER 10: POWER AND CONFLICT ..................................................................................... 142
CHAPTER 11: WORKPLACE DIVERSITY..................................................................................... 157
CHAPTER 12: ORGANIZATIONAL STRUCTURE ......................................................................... 173
CHAPTER 13: DECENTRALIZATION AND SHARED GOVERNANCE ............................................ 188
CHAPTER 14: STRATEGIC MANAGEMENT ............................................................................... 204
CHAPTER 15: PROFESSIONAL PRACTICE MODELS .................................................................. 219
CHAPTER 16: CASE AND POPULATION HEALTH MANAGEMENT............................................. 234
CHAPTER 17: EVIDENCE-BASED PRACTICE: STRATEGIES FOR NURSING LEADERS .................. 250
CHAPTER 18: QUALITY AND SAFETY ....................................................................................... 265
CHAPTER 19: MEASURING AND MANAGING OUTCOMES ...................................................... 283
CHAPTER 20: PREVENTION OF WORKPLACE VIOLENCE ......................................................... 292
CHAPTER 21: CONFRONTING THE NURSING SHORTAGE ........................................................ 307
CHAPTER 22: STAFFING AND SCHEDULING............................................................................. 326
CHAPTER 23: BUDGETING, PRODUCTIVITY, AND COSTING OUT NURSING ............................ 341
CHAPTER 24: PERFORMANCE APPRAISAL ............................................................................... 353
CHAPTER 25: EMERGENCY MANAGEMENT AND PREPAREDNESS .......................................... 370
CHAPTER 26: DATA MANAGEMENT AND CLINICAL INFORMATICS ......................................... 387
CHAPTER 27: MARKETING....................................................................................................... 402
,CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES
HUBER: LEADERSHIP & NURSING CARE MANAGEMENT, 7TH EDITION
MULTIPLE CHOICE
1. LEADERSHIP IS BEST DEFINED AS:
A. AN INTERPERSONAL PROCESS OF PARTICIPATING BY ENCOURAGING FELLOWSHIP.
B. DELEGATION OF AUTHORITY AND RESPONSIBILITY AND THE COORDINATION OF
ACTIVITIES.
C. INSPIRING PEOPLE TO ACCOMPLISH GOALS THROUGH SUPPORT AND CONFIDENCE
BUILDING.
D. THE INTEGRATION OF RESOURCES THROUGH PLANNING, ORGANIZING, AND DIRECTING.
ANS: C
LEADERSHIP IS THE PROCESS OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS BY INSPIRING
CONFIDENCE AND SUPPORT AMONG FOLLOWERS.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE) TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
2. A MEDICAL-SURGICAL UNIT REPORTS HIGHER RATES OF PATIENT SATISFACTION
COUPLED WITH HIGH RATES OF STAFF SATISFACTION AND PRODUCTIVITY. WHICH OF THE
FOLLOWING IS ATTRIBUTED TO THE DATA FINDINGS?
A. EFFECTIVE LEADERSHIP
B. MANAGEMENT INVOLVEMENT
C. MENTORING
D. REWARDS AND RECOGNITION
ANS: A
, EFFECTIVE LEADERSHIP IS IMPORTANT IN NURSING BECAUSE OF THE IMPACT ON NURSES’
WORK LIVES, IT BEING A STABILIZING INFLUENCE DURING CHANGE, AND FOR NURSES’
PRODUCTIVITY AND QUALITY OF CARE.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION) TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
3. A STAFF REGISTERED NURSE (RN) IS LEADING A MULTIDISCIPLINARY CLINICAL PATHWAY
TEAM IN THE DEVELOPMENT OF CARE FOR PATIENTS WITH TOTAL KNEE REPLACEMENT. WHICH
OF THE FOLLOWING STATEMENTS EXEMPLIFIES LEADERSHIP BEHAVIORS IN A CLINICAL
PATHWAY TEAM MEETING?
A. “NURSING IS RESPONSIBLE FOR PAIN CONTROL OF THE TOTAL KNEE REPLACEMENT
PATIENT.”
B. “OUR PHARMACIST HAS PROVIDED SOME EXCELLENT PAIN CONTROL LITERATURE.”
C. “PHYSICAL THERAPY’S EXPERTISE IS IN REHABILITATION, NOT PAIN CONTROL.”
D. “TOTAL KNEE REPLACEMENT PATIENTS REQUIRE OPTIMAL PAIN CONTROL.”
ANS: B
LEADERSHIP IS THE PROCESS OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS BY INSPIRING
CONFIDENCE AND SUPPORT AMONG FOLLOWERS. THE CORRECT ANSWER IS SUPPORTIVE OF A
TEAM MEMBER’S WORK AND DEPICTS SOME SKILL AT INTERPERSONAL RELATIONSHIPS.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION) TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: PHYSIOLOGICAL INTEGRITY: PHARMACOLOGICAL AND PARENTERAL
THERAPIES
4. WHICH OF THE FOLLOWING IS TRUE OF MANAGEMENT ACTIVITIES?
A. INSPIRING A VISION IS A MANAGEMENT FUNCTION.
B. MANAGEMENT IS FOCUSED ON TASK ACCOMPLISHMENT.
