TEST BANK FOR
w w
LeadershipwandwManagementwforwNurseswCorewCompetencieswforwQualitywCare,w5thwEditionwbywA
nitawFinkelmanwm
Chapterw1-20
Chapterw1 ConceptualwBasewforwLeadershipwandwManagement
1) wThewnursewmanagerwaskedwallwstaffwnurseswtowdevelopweffectivewleadershipwcompetencies.wH
owwshouldwthewstaffwnurseswinterpretwthiswrequest?
1. Thiswiswanwunrealisticwexpectation,wbecausewonlywmanagerswarewleaders.
2. Thiswiswpossiblewifwthewnurseswlearnwaboutwandwusewrelevantwleadershipwandwmanagementwtheori
eswandwstyles.
3. Inworderwtowbecomewleaders,wthewstaffwnurseswwillwhavewtowemphasizewcontrol,wcompetition,wa
ndwgettingwthewjobwdone.
4. Unlesswthewstaffwnurseswpossesswthewtraitswofwawnaturalwbornwleader,wthiswiswanwunrealist
icwexpectation.
Answer:w 2wExplanatio
n:
1. Awnursewdoeswnotwneedwtowhavewawformalwmanagementwpositionwwithwawmanagementwtitlewtowbe
wawleader;wifwnurseswdemonstratewleadershipwcompetencies,wtheywarewconsideredwnursewleaders.
2. Inwtoday'swhealthcarewenvironment,wnurseswmustwhavewknowledgewofwrelevantwleadershipwandw
managementwtheorieswandwstyles.wThiswknowledgewhelpswnurseswemergewaswleaders.wNurseswarewals
owleaderswofwtheirwownwnursingwpractices.
3. Control,wcompetition,wandwgettingwthewjobwdonewarewpastwtheorieswandwstyleswthatwarewnotwaswusef
ulwinwtoday'swenvironment.
4. Leadershipwiswawskillwthatwcanwbewlearned
.wCognitivewLevel:w Analyzing
ClientwNeed/Sub:w w SafewandwEffectivewCarewEnvironment
Standards:w QSENwCompetencies:wPatient-
centeredwcare;wTeamworkwandwcollaboration;wqualitywimprovement,wsafetyw|wAACNwEssentialwCo
mpetencies:wII.wBasicworganizationalwandwsystemswleadershipwforwqualitywcarewandwpatientwsafety;w
VI.wInterprofessionalwcommunicationwandwcollaborationwforwimprovingwpatientwhealthwoutcomes;w
V.wHealthcarewpolicy,wfinance,wandwregulatorywenvironmentsw|wNLNwCompetencies:wPersonalwandwp
rofessionalwdevelopment;wrelationshipwcenteredwcare;wteamworkw|wNursing/IntegratedwConcepts:wN
ursingwProcess:wAssessment
LearningwOutcome:w LOw03.wAnalyzewthewkeywmodernwleadershipwtheorieswcomparedwtowolderwthe
ories,wandwunderstandwtheirwimplicationswforwnursingwleadership,wmanagement,wandwtransformatio
nalwleadership.
2) PeterwDrucker'swviewwofwmanagementwstimulatedwthewshiftwtowardwthewrealizationwofwthewimport
ancewofwparticipatoryworganizations.wWhichwoptionwprovideswawscenariowthatwiswanwexamplewofwawpa
rticipatoryworganization?
1. Thewcontrolwofwtheworganizationwiswcentralized,wandwdecisionswarewmadewbywupper-
levelwmanagement.
2. Staffwnurseswarewexpectedwtowprovidewsupportwandwnurturingwforwmanagement'swdecisions.
3. Theworganization'swapproachwtowleadershipwiswautocraticwandwbureaucratic.
4. Staffwnurseswprovidewinputwintowplanningwandwchangeswforwtheirwownwuni
t.wAnswer:w 4
1
Copyrightw©w2024wPearsonwEducation,wInc
.
,Explanation:
1. Inwparticipatoryworganizations,wthewcontrolwofwtheworganizationwiswdecentralizedwandwman
ywdecisionswarewmadewbywthosew"onwthewfrontwlines"wofwtheworganization.
2. Thewtheorywiswthatwthewstaffwshouldwbewnurturedwtowpromotewgreaterwleadershipwcompetency.
3. AccordingwtowDrucker,wwhenwstaffwparticipatewinwthewcorewfunctionswofwmanagement,wth
eworganizationwiswmoreweffective.
4. AccordingwtowDrucker,wwhenwstaffwparticipatewinwthewcorewfunctionswofwmanagementwsuchw
aswplanningwandwchangeswforwtheirwownwunits,wtheworganizationwiswmoreweffective.
CognitivewLevel:w w Applying
ClientwNeed/Sub:w w SafewandwEffectivewCarewEnvironment
Standards:w QSENwCompetencies:wPatient-
centeredwcare;wTeamworkwandwcollaboration;wqualitywimprovement,wsafetyw|wAACNwEssentialwCo
mpetencies:wII.wBasicworganizationalwandwsystemswleadershipwforwqualitywcarewandwpatientwsafety;w
VI.wInterprofessionalwcommunicationwandwcollaborationwforwimprovingwpatientwhealthwoutcomes;w
V.wHealthcarewpolicy,wfinance,wandwregulatorywenvironmentsw|wNLNwCompetencies:wPersonalwandwp
rofessionalwdevelopment;wrelationshipwcenteredwcare;wteamworkw|wNursing/IntegratedwConcepts:wN
ursingwProcess:wPlanning
LearningwOutcome:w LOw03.wAnalyzewthewkeywmodernwleadershipwtheorieswcomparedwtowolderwthe
ories,wandwunderstandwtheirwimplicationswforwnursingwleadership,wmanagement,wandwtransformatio
nalwleadership.
3) Whichwbehaviorwdemonstrateswthewnurse'swcompetencywaswanwemotionallywintelligentwleader?
1. Thewnursewiswproficientwinwtechnicalwskills.
2. Thewnursewrelieswonwpolicies,wnotwoptions.
3. Thewnursewsupportswteamwmembers.
4. Productivitywiswnotwawmajorwconcern
.wAnswer:w 3
Explanation:
1. Whilewtechnicalwskillwiswimportantwforwallwnurses,witwiswnotwawhallmarkwofwawcompetentwleader.
2. Chaoswtheorywstateswthatwsolutionswarewnotwalwayswclearwandwpolicieswmightwnotwalwayswbewappli
edweasily;wotherwoptionswmightwneedwtowbewconsidered.
3. InwEmotionalwIntelligencewtheory,wteamwmemberswsupportweachwotherwandwfeelwsupportedwbywt
hewteamwleader.
4. Thiswstatementwreflectswthewcountrywclubwleadershipwstyle
.wCognitivewLevel:w Applying
ClientwNeed/Sub:w w SafewandwEffectivewCarewEnvironment
Standards:w QSENwCompetencies:wPatient-
centeredwcare;wTeamworkwandwcollaboration;wqualitywimprovement,wsafetyw|wAACNwEssentialwCo
mpetencies:wII.wBasicworganizationalwandwsystemswleadershipwforwqualitywcarewandwpatientwsafety;w
VI.wInterprofessionalwcommunicationwandwcollaborationwforwimprovingwpatientwhealthwoutcomes;w
V.wHealthcarewpolicy,wfinance,wandwregulatorywenvironmentsw|wNLNwCompetencies:wPersonalwandwp
rofessionalwdevelopment;wrelationshipwcenteredwcare;wteamworkw|wNursing/IntegratedwConcepts:wN
ursingwProcess:wImplementation
LearningwOutcome:w LOw03.wAnalyzewthewkeywmodernwleadershipwtheorieswcomparedwtowolderwthe
ories,wandwunderstandwtheirwimplicationswforwnursingwleadership,wmanagement,wandwtransformatio
nalwleadership.
2
Copyrightw©w2024wPearsonwEducation,wInc
.
,4) Thewnursewexecutivewofwawhealthcareworganizationwwisheswtowpreparewandwdevelopwnursewmanage
rswforwseveralwnewwunitswthatwtheworganizationwwillwopenwnextwyear.wWhatwshouldwbewthewprimarywgo
alwforwthiswwork?
1. Focuswonwrewardingwcurrentwstaffwforwdoingwawgoodwjobwwithwtheirwassignedwtaskswbywselectingwthe
mwforwpromotion.
2. Preparewthesewmanagerswsowthatwtheywwillwfocuswonwmaintainingwstandardswofwcare.
3. Preparewthesewmanagerswtowoverseewthewentirewhealthcareworganization.
4. Preparewthesewmanagerswtowinteractwwithwhospitalwadministration
.wAnswer:w 2
Explanation:
1. Thiswiswanwillustrationwofwthew"PeterwPrinciple,"wwhichwiswpromotingwpeoplewtowmanagementwpos
itionswjustwbecausewtheywarewdoingwawgoodwjobwinwtheirwcurrentwposition.wManagementwlevelwemplo
yeeswshouldwbewselectedwbasedwuponwthewpotentialwabilitywtowmanagewandwtheirwdesirewtowdowso.
2. Nursewmanagerswarewdirectlywresponsiblewforwmaintainingwstandardswofwcare,wandwmanagingwfisc
alwresourceswandwdevelopmentwofwstaff.
3. Thiswiswnotwthewresponsibilitywofwmostwnursewmanagers.wInwthiswquestion,witwiswclearwthatwmanage
rswofwnursingwunitswarewbeingwpreparedwandwdeveloped.
4. Interactingwwithwhospitalwadministrationwiswawrarewrequirementwforwawunitwnursewmanagerwand,wif
witwiswrequired,witwiswnotwas wimportant waswmaintainingwstandardswofwcare.
CognitivewLevel:w w Analyzing
ClientwNeed/Sub:w w SafewandwEffectivewCarewEnvironment
Standards:w QSENwCompetencies:wPatient-
centeredwcare;wTeamworkwandwcollaboration;wqualitywimprovement,wsafetyw|wAACNwEssentialwCo
mpetencies:wII.wBasicworganizationalwandwsystemswleadershipwforwqualitywcarewandwpatientwsafety;w
VI.wInterprofessionalwcommunicationwandwcollaborationwforwimprovingwpatientwhealthwoutcomes;w
V.wHealthcarewpolicy,wfinance,wandwregulatorywenvironmentsw|wNLNwCompetencies:wPersonalwandwp
rofessionalwdevelopment;wrelationshipwcenteredwcare;wteamworkw|wNursing/IntegratedwConcepts:wN
ursingwProcess:wPlanning
LearningwOutcome:w LOw04.wComparewandwcontrastwcharacteristics,wroles,wandwresponsibilitieswofwlea
derswandwmanagers.
5) Describewthewprimarywfocuswofwawmanagerwinwawknowledge-workwenvironment.
1. Developingwthewmostweffectivewteams
2. Takingwrisks
3. Routinewwork
4. Understandingwthewhistorywofwtheworganizatio
nwAnswer:w 1
Explanation:
1. Thewmostwimportantwfocuswofwthiswmanagerwiswonwdevelopingwandwsupportingweffectivewteam
s,wutilizingwthewknowledgewofwmany.
2. Riskwtakingwiswawpartwofwknowledgewwork,wbutwiswnotwthewmostwimportantwofwthiswmanager'swtasks.
3. Knowledgewworkwiswawcombinationwofwroutinewandwnonroutinewwork,wsowthewmanagerwwillwha
vewfocuswonwthewroutine.wThiswiswnotwthewmanager'swmostwimportantwfocus.
4. Understandingwthewhistorywofwtheworganizationwiswimportantwaswitwwillwhelpwthewmanagerwwo
rkwwithinwtheworganization,wbutwitwiswnotwthewmostwimportantwfocus.
CognitivewLevel:w w Analyzing
ClientwNeed/Sub:w w SafewandwEffectivewCarewEnvironment
Standards:w QSENwCompetencies:wPatient-
3
Copyrightw©w2024wPearsonwEducation,wInc
.
, centeredwcare;wTeamworkwandwcollaboration;wqualitywimprovement,wsafetyw|wAACNwEssentialwCompet
encies:wII.wBasicworganizationalwandwsystems
4
Copyrightw©w2024wPearsonwEducation,wInc
.
w w
LeadershipwandwManagementwforwNurseswCorewCompetencieswforwQualitywCare,w5thwEditionwbywA
nitawFinkelmanwm
Chapterw1-20
Chapterw1 ConceptualwBasewforwLeadershipwandwManagement
1) wThewnursewmanagerwaskedwallwstaffwnurseswtowdevelopweffectivewleadershipwcompetencies.wH
owwshouldwthewstaffwnurseswinterpretwthiswrequest?
1. Thiswiswanwunrealisticwexpectation,wbecausewonlywmanagerswarewleaders.
2. Thiswiswpossiblewifwthewnurseswlearnwaboutwandwusewrelevantwleadershipwandwmanagementwtheori
eswandwstyles.
3. Inworderwtowbecomewleaders,wthewstaffwnurseswwillwhavewtowemphasizewcontrol,wcompetition,wa
ndwgettingwthewjobwdone.
4. Unlesswthewstaffwnurseswpossesswthewtraitswofwawnaturalwbornwleader,wthiswiswanwunrealist
icwexpectation.
Answer:w 2wExplanatio
n:
1. Awnursewdoeswnotwneedwtowhavewawformalwmanagementwpositionwwithwawmanagementwtitlewtowbe
wawleader;wifwnurseswdemonstratewleadershipwcompetencies,wtheywarewconsideredwnursewleaders.
2. Inwtoday'swhealthcarewenvironment,wnurseswmustwhavewknowledgewofwrelevantwleadershipwandw
managementwtheorieswandwstyles.wThiswknowledgewhelpswnurseswemergewaswleaders.wNurseswarewals
owleaderswofwtheirwownwnursingwpractices.
3. Control,wcompetition,wandwgettingwthewjobwdonewarewpastwtheorieswandwstyleswthatwarewnotwaswusef
ulwinwtoday'swenvironment.
4. Leadershipwiswawskillwthatwcanwbewlearned
.wCognitivewLevel:w Analyzing
ClientwNeed/Sub:w w SafewandwEffectivewCarewEnvironment
Standards:w QSENwCompetencies:wPatient-
centeredwcare;wTeamworkwandwcollaboration;wqualitywimprovement,wsafetyw|wAACNwEssentialwCo
mpetencies:wII.wBasicworganizationalwandwsystemswleadershipwforwqualitywcarewandwpatientwsafety;w
VI.wInterprofessionalwcommunicationwandwcollaborationwforwimprovingwpatientwhealthwoutcomes;w
V.wHealthcarewpolicy,wfinance,wandwregulatorywenvironmentsw|wNLNwCompetencies:wPersonalwandwp
rofessionalwdevelopment;wrelationshipwcenteredwcare;wteamworkw|wNursing/IntegratedwConcepts:wN
ursingwProcess:wAssessment
LearningwOutcome:w LOw03.wAnalyzewthewkeywmodernwleadershipwtheorieswcomparedwtowolderwthe
ories,wandwunderstandwtheirwimplicationswforwnursingwleadership,wmanagement,wandwtransformatio
nalwleadership.
2) PeterwDrucker'swviewwofwmanagementwstimulatedwthewshiftwtowardwthewrealizationwofwthewimport
ancewofwparticipatoryworganizations.wWhichwoptionwprovideswawscenariowthatwiswanwexamplewofwawpa
rticipatoryworganization?
1. Thewcontrolwofwtheworganizationwiswcentralized,wandwdecisionswarewmadewbywupper-
levelwmanagement.
2. Staffwnurseswarewexpectedwtowprovidewsupportwandwnurturingwforwmanagement'swdecisions.
3. Theworganization'swapproachwtowleadershipwiswautocraticwandwbureaucratic.
4. Staffwnurseswprovidewinputwintowplanningwandwchangeswforwtheirwownwuni
t.wAnswer:w 4
1
Copyrightw©w2024wPearsonwEducation,wInc
.
,Explanation:
1. Inwparticipatoryworganizations,wthewcontrolwofwtheworganizationwiswdecentralizedwandwman
ywdecisionswarewmadewbywthosew"onwthewfrontwlines"wofwtheworganization.
2. Thewtheorywiswthatwthewstaffwshouldwbewnurturedwtowpromotewgreaterwleadershipwcompetency.
3. AccordingwtowDrucker,wwhenwstaffwparticipatewinwthewcorewfunctionswofwmanagement,wth
eworganizationwiswmoreweffective.
4. AccordingwtowDrucker,wwhenwstaffwparticipatewinwthewcorewfunctionswofwmanagementwsuchw
aswplanningwandwchangeswforwtheirwownwunits,wtheworganizationwiswmoreweffective.
CognitivewLevel:w w Applying
ClientwNeed/Sub:w w SafewandwEffectivewCarewEnvironment
Standards:w QSENwCompetencies:wPatient-
centeredwcare;wTeamworkwandwcollaboration;wqualitywimprovement,wsafetyw|wAACNwEssentialwCo
mpetencies:wII.wBasicworganizationalwandwsystemswleadershipwforwqualitywcarewandwpatientwsafety;w
VI.wInterprofessionalwcommunicationwandwcollaborationwforwimprovingwpatientwhealthwoutcomes;w
V.wHealthcarewpolicy,wfinance,wandwregulatorywenvironmentsw|wNLNwCompetencies:wPersonalwandwp
rofessionalwdevelopment;wrelationshipwcenteredwcare;wteamworkw|wNursing/IntegratedwConcepts:wN
ursingwProcess:wPlanning
LearningwOutcome:w LOw03.wAnalyzewthewkeywmodernwleadershipwtheorieswcomparedwtowolderwthe
ories,wandwunderstandwtheirwimplicationswforwnursingwleadership,wmanagement,wandwtransformatio
nalwleadership.
3) Whichwbehaviorwdemonstrateswthewnurse'swcompetencywaswanwemotionallywintelligentwleader?
1. Thewnursewiswproficientwinwtechnicalwskills.
2. Thewnursewrelieswonwpolicies,wnotwoptions.
3. Thewnursewsupportswteamwmembers.
4. Productivitywiswnotwawmajorwconcern
.wAnswer:w 3
Explanation:
1. Whilewtechnicalwskillwiswimportantwforwallwnurses,witwiswnotwawhallmarkwofwawcompetentwleader.
2. Chaoswtheorywstateswthatwsolutionswarewnotwalwayswclearwandwpolicieswmightwnotwalwayswbewappli
edweasily;wotherwoptionswmightwneedwtowbewconsidered.
3. InwEmotionalwIntelligencewtheory,wteamwmemberswsupportweachwotherwandwfeelwsupportedwbywt
hewteamwleader.
4. Thiswstatementwreflectswthewcountrywclubwleadershipwstyle
.wCognitivewLevel:w Applying
ClientwNeed/Sub:w w SafewandwEffectivewCarewEnvironment
Standards:w QSENwCompetencies:wPatient-
centeredwcare;wTeamworkwandwcollaboration;wqualitywimprovement,wsafetyw|wAACNwEssentialwCo
mpetencies:wII.wBasicworganizationalwandwsystemswleadershipwforwqualitywcarewandwpatientwsafety;w
VI.wInterprofessionalwcommunicationwandwcollaborationwforwimprovingwpatientwhealthwoutcomes;w
V.wHealthcarewpolicy,wfinance,wandwregulatorywenvironmentsw|wNLNwCompetencies:wPersonalwandwp
rofessionalwdevelopment;wrelationshipwcenteredwcare;wteamworkw|wNursing/IntegratedwConcepts:wN
ursingwProcess:wImplementation
LearningwOutcome:w LOw03.wAnalyzewthewkeywmodernwleadershipwtheorieswcomparedwtowolderwthe
ories,wandwunderstandwtheirwimplicationswforwnursingwleadership,wmanagement,wandwtransformatio
nalwleadership.
2
Copyrightw©w2024wPearsonwEducation,wInc
.
,4) Thewnursewexecutivewofwawhealthcareworganizationwwisheswtowpreparewandwdevelopwnursewmanage
rswforwseveralwnewwunitswthatwtheworganizationwwillwopenwnextwyear.wWhatwshouldwbewthewprimarywgo
alwforwthiswwork?
1. Focuswonwrewardingwcurrentwstaffwforwdoingwawgoodwjobwwithwtheirwassignedwtaskswbywselectingwthe
mwforwpromotion.
2. Preparewthesewmanagerswsowthatwtheywwillwfocuswonwmaintainingwstandardswofwcare.
3. Preparewthesewmanagerswtowoverseewthewentirewhealthcareworganization.
4. Preparewthesewmanagerswtowinteractwwithwhospitalwadministration
.wAnswer:w 2
Explanation:
1. Thiswiswanwillustrationwofwthew"PeterwPrinciple,"wwhichwiswpromotingwpeoplewtowmanagementwpos
itionswjustwbecausewtheywarewdoingwawgoodwjobwinwtheirwcurrentwposition.wManagementwlevelwemplo
yeeswshouldwbewselectedwbasedwuponwthewpotentialwabilitywtowmanagewandwtheirwdesirewtowdowso.
2. Nursewmanagerswarewdirectlywresponsiblewforwmaintainingwstandardswofwcare,wandwmanagingwfisc
alwresourceswandwdevelopmentwofwstaff.
3. Thiswiswnotwthewresponsibilitywofwmostwnursewmanagers.wInwthiswquestion,witwiswclearwthatwmanage
rswofwnursingwunitswarewbeingwpreparedwandwdeveloped.
4. Interactingwwithwhospitalwadministrationwiswawrarewrequirementwforwawunitwnursewmanagerwand,wif
witwiswrequired,witwiswnotwas wimportant waswmaintainingwstandardswofwcare.
CognitivewLevel:w w Analyzing
ClientwNeed/Sub:w w SafewandwEffectivewCarewEnvironment
Standards:w QSENwCompetencies:wPatient-
centeredwcare;wTeamworkwandwcollaboration;wqualitywimprovement,wsafetyw|wAACNwEssentialwCo
mpetencies:wII.wBasicworganizationalwandwsystemswleadershipwforwqualitywcarewandwpatientwsafety;w
VI.wInterprofessionalwcommunicationwandwcollaborationwforwimprovingwpatientwhealthwoutcomes;w
V.wHealthcarewpolicy,wfinance,wandwregulatorywenvironmentsw|wNLNwCompetencies:wPersonalwandwp
rofessionalwdevelopment;wrelationshipwcenteredwcare;wteamworkw|wNursing/IntegratedwConcepts:wN
ursingwProcess:wPlanning
LearningwOutcome:w LOw04.wComparewandwcontrastwcharacteristics,wroles,wandwresponsibilitieswofwlea
derswandwmanagers.
5) Describewthewprimarywfocuswofwawmanagerwinwawknowledge-workwenvironment.
1. Developingwthewmostweffectivewteams
2. Takingwrisks
3. Routinewwork
4. Understandingwthewhistorywofwtheworganizatio
nwAnswer:w 1
Explanation:
1. Thewmostwimportantwfocuswofwthiswmanagerwiswonwdevelopingwandwsupportingweffectivewteam
s,wutilizingwthewknowledgewofwmany.
2. Riskwtakingwiswawpartwofwknowledgewwork,wbutwiswnotwthewmostwimportantwofwthiswmanager'swtasks.
3. Knowledgewworkwiswawcombinationwofwroutinewandwnonroutinewwork,wsowthewmanagerwwillwha
vewfocuswonwthewroutine.wThiswiswnotwthewmanager'swmostwimportantwfocus.
4. Understandingwthewhistorywofwtheworganizationwiswimportantwaswitwwillwhelpwthewmanagerwwo
rkwwithinwtheworganization,wbutwitwiswnotwthewmostwimportantwfocus.
CognitivewLevel:w w Analyzing
ClientwNeed/Sub:w w SafewandwEffectivewCarewEnvironment
Standards:w QSENwCompetencies:wPatient-
3
Copyrightw©w2024wPearsonwEducation,wInc
.
, centeredwcare;wTeamworkwandwcollaboration;wqualitywimprovement,wsafetyw|wAACNwEssentialwCompet
encies:wII.wBasicworganizationalwandwsystems
4
Copyrightw©w2024wPearsonwEducation,wInc
.
