Test Bank For Leadership and Management for Nurses Core Competencies for Quality Care, 5th Edition by Anita Finkelma

Test Bank For Leadership and Management for Nurses Core Competencies for Quality Care, 5th Edition by Anita Finkelma-1) The nurse manager asked all staff nurses to develop effective leadership competencies. How should the staff nurses interpret this request? 1. This is an unrealistic expectation, because only managers are leaders. 2. This is possible if the nurses learn about and use relevant leadership and management theories and styles. 3. In order to become leaders, the staff nurses will have to emphasize control, competition, and getting the job done. 4. Unless the staff nurses possess the traits of a natural born leader, this is an unrealistic expectation. Answer: 2 Explanation: 1. A nurse does not need to have a formal management position with a management title to be a leader; if nurses demonstrate leadership competencies, they are considered nurse leaders. 2. In today's healthcare environment, nurses must have knowledge of relevant leadership and management theories and styles. This knowledge helps nurses emerge as leaders. Nurses are also leaders of their own nursing practices. 3. Control, competition, and getting the job done are past theories and styles that are not as useful in today's environment. 4. Leadership is a skill that can be learned. Cognitive Level: Analyzing Client Need/Sub: Safe and Effective Care Environment Standards: QSEN Competencies: Patient-centered care; Teamwork and collaboration; quality improvement, safety | AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes; V. Healthcare policy, finance, and regulatory environments | NLN Competencies: Personal and professional development; relationship centered care; teamwork | Nursing/Integrated Concepts: Nursing Process: Assessment Learning Outcome: LO 03. Analyze the key modern leadership theories compared to older theories, and understand their implications for nursing leadership, management, and transformational leadership. 2) Peter Drucker's view of management stimulated the shift toward the realization of the importance of participatory organizations. Which option provides a scenario that is an example of a participatory organization? 1. The control of the organization is centralized, and decisions are made by upper-level management. 2. Staff nurses are expected to provide support and nurturing for management's decisions. 3. The organization's approach to leadership is autocratic and bureaucratic. 4. Staff nurses provide input into planning and changes for their own unit. Answer: 4 Explanation: 1. In participatory organizations, the control of the organization is decentralized and many decisions are made by those "on the front lines" of the organization. 2. The theory is that the staff should be nurtured to promote greater leadership competency. 3. According to Drucker, when staff participate in the core functions of management, the organization is more effective. 4. According to Drucker, when staff participate in the core functions of management such as planning and changes for their own units, the organization is more effective. Cognitive Level: Applying Client Need/Sub: Safe and Effective Care Environment Standards: QSEN Competencies: Patient-centered care; Teamwork and collaboration; quality improvement, safety | AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes; V. Healthcare policy, finance, and regulatory environments | NLN Competencies: Personal and professional development; relationship centered care; teamwork | Nursing/Integrated Concepts: Nursing Process: Planning Learning Outcome: LO 03. Analyze the key modern leadership theories compared to older theories, and understand their implications for nursing leadership, management, and transformational leadership. 3) Which behavior demonstrates the nurse's competency as an emotionally intelligent leader? 1. The nurse is proficient in technical skills. 2. The nurse relies on policies, not options. 3. The nurse supports team members. 4. Productivity is not a major concern. Answer: 3 Explanation: 1. While technical skill is important for all nurses, it is not a hallmark of a competent leader. 2. Chaos theory states that solutions are not always clear and policies might not always be applied easily; other options might need to be considered. 3. In Emotional Intelligence theory, team members support each other and feel supported by the team leader. 4. This statement reflects the country club leadership style. Cognitive Level: Applying Client Need/Sub: Safe and Effective Care Environment Standards: QSEN Competencies: Patient-centered care; Teamwork and collaboration; quality improvement, safety | AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes; V. Healthcare policy, finance, and regulatory environments | NLN Competencies: Personal and professional development; relationship centered care; teamwork | Nursing/Integrated Concepts: Nursing Process: Implementation Learning Outcome: LO 03. Analyze the key modern leadership theories compared to older theories, and understand their implications for nursing leadership, management, and transformational leadership. 4) The nurse executive of a healthcare organization wishes to prepare and develop nurse managers forseveral new units that the organization will open next year. What should be the primary goal for this work? 1. Focus on rewarding current staff for doing a good job with their assigned tasks by selecting them for promotion. 2. Prepare these managers so that they will focus on maintaining standards of care. 3. Prepare these managers to oversee the entire healthcare organization. 4. Prepare these managers to interact with hospital administration. Answer: 2 Explanation: 1. This is an illustration of the "Peter Principle," which is promoting people to management positions just because they are doing a good job in their current position. Management level employees should be selected based upon the potential ability to manage and their desire to do so. 2. Nurse managers are directly responsible for maintaining standards of care, and managing fiscal resources and development of staff. 3. This is not the responsibility of most nurse managers. In this question, it is clear that managers of nursing units are being prepared and developed. 4. Interacting with hospital administration is a rare requirement for a unit nurse manager and, if it is required, it is not as important as maintaining standards of care. Cognitive Level: Analyzing Client Need/Sub: Safe and Effective Care Environment Standards: QSEN Competencies: Patient-centered care; Teamwork and collaboration; quality improvement, safety | AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes; V. Healthcare policy, finance, and regulatory environments | NLN Competencies: Personal and professional development; relationship centered care; teamwork | Nursing/Integrated Concepts: Nursing Process: Planning Learning Outcome: LO 04. Compare and contrast characteristics, roles, and responsibilities of leaders and managers. 5) Describe the primary focus of a manager in a knowledge-work environment. 1. Developing the most effective teams 2. Taking risks 3. Routine work 4. Understanding the history of the organization Answer: 1 Explanation: 1. The most important focus of this manager is on developing and supporting effective teams, utilizing the knowledge of many. 2. Risk taking is a part of knowledge work, but is not the most important of this manager's tasks. 3. Knowledge work is a combination of routine and nonroutine work, so the manager will have focus on the routine. This is not the manager's most important focus. 4. Understanding the history of the organization is important as it will help the manager work within the organization, but it is not the most important focus. Cognitive Level: Analyzing Client Need/Sub: Safe and Effective Care Environment Standards: QSEN Competencies: Patient-centered care; Teamwork and collaboration; quality improvement, safety | AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes; V. Healthcare policy, finance, and regulatory environments | NLN Competencies: Personal and professional development; relationship centered care; teamwork | Nursing/Integrated Concepts: Nursing Process: Implementation Learning Outcome: LO 03. Analyze the key modern leadership theories compared to older theories, and understand their implications for nursing leadership, management, and transformational leadership.; LO 04. Compare and contrast characteristics, roles, and responsibilities of leaders and managers. 6) The nursing staff communicates that the new manager has a focus on the "bottom line," and little concern for the quality of care. What is likely true of this nurse manager? 1. The manager is looking at the total care picture. 2. The manager is communicating the importance of a caring environment. 3. The manager understands the organization's values and how they mesh with the manager's values. 4. The manager is unwilling to listen to staff concerns unless they have an impact on costs. Answer: 4 Explanation: 1. This action would enable the manager to make a decision and not just evaluate the financial status of the environment. 2. If the manager is indeed focusing only on the "bottom line," the manager is not promoting a caring environment on the unit. 3. The organization may set great value on the "bottom line," but also must be concerned about quality of care. Problems with quality of care can impact the "bottom line." If the manager believes the financial status of the organization is the only organization value, a misunderstanding has probably occurred. 4. This manager has primary focus on the financial issues associated with provision of care. This will make the manager ineffective in the role. Cognitive Level: Applying Client Need/Sub: Safe and Effective Care Environment Standards: QSEN Competencies: Patient-centered care; Teamwork and collaboration; quality improvement, safety | AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes; V. Healthcare policy, finance, and regulatory environments | NLN Competencies: Personal and professional development; relationship centered care; teamwork | Nursing/Integrated Concepts: Nursing Process: Evaluation Learning Outcome: LO 04. Compare and contrast characteristics, roles, and responsibilities of leaders and managers. 7) A very young nurse has been promoted to nurse manager of an inpatient surgical unit. The nurse is concerned that older nurses may not respect the manager's authority because of the age difference. How can this nurse manager best exercise authority? 1. Use critical thinking to solve problems on the unit. 2. Give assignments clearly, taking staff expertise into consideration. 3. Understand complex healthcare environments. 4. Maintain an autocratic approach to influence results. Answer: 2 Explanation: 1. Critical thinking is important for every RN, not just a manager, and will not diminish the manager's authority. 2. Giving clear assignments is a characteristic of authority. The young nurse who takes staff expertise into consideration when making assignments is likely to be more successful in leading the group. 3. Nurse managers work in complex healthcare environments, but must create an appropriate organizational environment as a way of exercising authority. 4. In autocratic leadership, one person has all of the power. This is not a good approach for a younger leader to adopt when working with a group of older, more experienced nurses. Cognitive Level: Applying Client Need/Sub: Safe and Effective Care Environment Standards: QSEN Competencies: Patient-centered care; Teamwork and collaboration; quality improvement, safety | AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes; V. Healthcare policy, finance, and regulatory environments | NLN Competencies: Personal and professional development; relationship centered care; teamwork | Nursing/Integrated Concepts: Nursing Process: Planning Learning Outcome: LO 05. Analyze critical aspects of the preparation and development of nurse leaders and managers. 8) What statement, made in the morning shift report, would help an effective manager develop trust on the nursing unit? 1. "I know I told you that you could have the weekend off, but I really need you to work." 2. "The others work many extra shifts, why can't you?" 3. "I'm sorry, but I do not have a nurse to spare today to help on your unit. I cannot make a change now, but we should talk further about schedules and needs." 4. "I can't believe you need help with such a simple task. Didn't you learn that in school?" Answer: 3 Explanation: 1. To develop trust, managers who make promises to staff must keep the promise. 2. This statement implies that the staff nurse is not a team player. It also sets up one nurse against the remainder of the staff. Effective managers must be fair and supportive with all staff. 3. This manager is standing up for staff by not allowing another unit to take a nurse today. 4. This statement is belittling to the staff nurse. This attitude does not demonstrate trust that staff performances will be effective. Cognitive Level: Analyzing Client Need/Sub: Safe and Effective Care Environment Standards: QSEN Competencies: Patient-centered care; Teamwork and collaboration; quality improvement, safety | AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes; V. Healthcare policy, finance, and regulatory environments | NLN Competencies: Personal and professional development; relationship centered care; teamwork | Nursing/Integrated Concepts: Nursing Process: Implementation Learning Outcome: LO 04. Compare and contrast characteristics, roles, and responsibilities of leaders and managers