NR446 EXAM 1 REVIEW QUESTIONS WITH CORRECT ANSWERS 2025

NR446 EXAM 1 REVIEW QUESTIONS
WITH CORRECT ANSWERS 2025
Decisionwmakingw-wCORRECTwANSWERw--
awcomplex,wcognitivewprocesswofwchoosingwawparticularwcoursewofwaction;wthewthoughtwprocesswofwselecti
ngwawlogicalwchoicewfromwavailablewoptionsw(doeswnotwalwayswinvolvewproblemwsolving)



Problemwsolvingw-wCORRECTwANSWERw--
Problemwsolvingwpartwofwdecisionwmaking;wawsystematicwprocesswfocusingwonwanalyzingwawdifficultwsituatio
nwinvolvingwhigherworderwreasoningwandwevaluation



Criticalwthinkingw-wCORRECTwANSWERw--
Mentalwprocesswofwactivelywandwskillfullywconceptualizing,wapplying,wanalyzing,wsynthesizing,wandwevaluati
ngwinformationwtowreachwanwanswerworwconclusion

-Criticalwthinkingwhaswawbroaderwscopewandwiswmorewcomplexwthanwdecisionwmakingwandwproblemwsolving

-Criticalwthinkingwrequireswreasoningwandwcreativewanalysis



Clinicalwreasoningw-wCORRECTwANSWERw--
Integratingwandwapplyingwdifferentwtypeswofwknowledgewtowweightwevidence,wcriticallywthinkwaboutwargum
ents,wandwreflectwonwthewprocesswusedwtowarrivewatwdiagnosis

-Clinicalwreasoningwuseswbothwknowledgewandwexperiencewtowmakewdecisionswatwthewpointwofwcare



Traditionalwproblemwsolving*w-wCORRECTwANSWERw--Identifywthewproblem

-Gatherwdatawtowanalyzewthewrootwcauseswandwconsequenceswofwthewproblem

-
Explorewalternativewsolutions:wthewgreaterwthewnumberwofwalternativeswthatwcanwbewgeneratedwthewgreat
erwthewchancewthewfinalwdecisionwwillwbewsound

-Evaluatewthewalternative

-Selectwthewappropriatewsolution

-Evaluatewthewresults



Managerialwdecisionwmaking*w-wCORRECTwANSWERw--Determinewthewdecisionwandwthewdesiredwoutcome

-Researchwandwidentifywoptions

,-Comparewandwcontrastwthesewoptionswandwtheirwconsequences

-Makewawdecision

-Implementwanwactionwplan

-Evaluatewresults



Overgeneralizing*w-wCORRECTwANSWERw--
thiswtypewofw"crooked"wthinkingwoccurswwhenwonewbelieveswthatwthatwbecausewonewpersonwhaswawparticul
arwcharacteristic,weverywotherwpersonwinwthewsamewcategorywalsowhaswthewsamewcharacteristic



Affirmingwthewconsequences**w-wCORRECTwANSWERw-
inwthiswtypewofwillogicalwthinking,wonewdecideswthatwifwBwiswgoodwandwheworwshewiswdoingwA,wthenwAwmustw
notwbewgood.wforwexample,wifwawnewwmethodwiswheraldedwaswthewbestwwaywtowperformwawnursingwprocedu
rewandwthewnurseswonwyourwunitwarewnotwusingwthatwtechniquew,witwiswillogicalwtowassumewthatwthewtechniq
uewcurrentlywusedwinwyourwunitwiswwrongworwbad.



Autocraticworwauthoritarianwleaders*w-wCORRECTwANSWERw--
Strongwcontrolwiswmaintainedwoverwthewworkwgroup

-Otherswarewmotivatedwbywcoercion

-Otherswarewdirectedwwithwcommands

-Communicationwflowswdownward

-Decisionwmakingwdoeswnotwinvolvewothers

-Criticismwiswpunitive



Participativeworwdemocraticwleader*w-wCORRECTwANSWERw--Lesswcontrolwiswmaintained

-Economicwandwegowawardswarewusedwtowmotivate

-Otherswarewdirectedwthroughwsuggestionswandwguidance

-Communicationwflowswupwandwdown

-Decisionwmakingwinvolveswothers

-Emphasiswonw"we"wratherwthanwyouwandwI

-Criticismwiswconstructive

,PermissiveworwLaissez-Fairewleaderw-wCORRECTwANSWERw--Handswoffwapproach

-Iswpermissive,wwithwlittleworwnowcontrol

-Motivateswbywsupportwwhenwrequested

-Provideswlittleworwnowdirection

-Useswupwardwandwdownwardwcommunication

-Disperseswdecisionwmakingwthroughoutwthewgroup

-Placeswemphasiswonwthewgroup

-Doeswnotwcriticize



Situationalwandwcontingencywleadershipwtheories*w-wCORRECTwANSWERw--
Leadershipwstylewshouldwvarywaccordingwtowthewsituation

-Suggestswthatwnowonewleadershipwstylewiswidealwforweverywsituation



Interactionalwleadershipwtheoriesw-wCORRECTwANSWERw--
Leadershipwbehaviorwiswgenerallywdeterminedwbywthewrelationshipwbetweenwthewleader'swpersonalitywand
wthewspecificwsituation




Transactionalwandwtransformationalwleadershipw-wCORRECTwANSWERw--
Transactional:wconcernedwwithwday-to-daywoperations

-Transformational:wcommitted,whaswawvision,wandwcanwempowerwotherswwithwtheirwvision



Fullwrangewleadershipwtheoriesw-wCORRECTwANSWERw--
Awleaderwwhowcouldwapplywprincipleswofwthreewspecificwstyleswofwleadershipwatwanywgivenwtime:wtransform
ational,wtransactional,wandwlaissez-faire



Transactionalwleader*w-wCORRECTwANSWERw--Focuseswonwmanagementwtasks

-Iswdirectivewandwresultsworiented

-Useswtradeoffswtowmeetwgoals

-Doeswnotwidentifywsharedwvalues

-Examineswcauses

-Useswcontingencywreward

, Transformationalwleaderw-wCORRECTwANSWERw--wIdentifieswcommonwvalues

-wIswawcaretaker

-wInspireswotherswwithwvision

-wHaswlongwtermwvision

-wLookswatweffects

-wEmpowerswothers



Greatwmanwtheoryw-wCORRECTwANSWERw--
wAssertswthatwcomewpeoplewarewbornwtowlead,wwhereaswotherswarewbornwtowled



-wSuggestswthatwgreatwleaderswwillwarisewwhenwthewsituationwdemandswit

-
wThewtraitwtheorywassumeswthatwsomewpeoplewhavewcertainwcharacteristicsworwpersonalitywtraitswthatwmak
ewthemwbetterwleaderswthanwothers**wmustwknowwtraitwtheorywtoo



emotionalwintelligencew-wCORRECTwANSWERw--
Referswtowthewabilitywtowperceive,wunderstand,wandwcontrolwone'swownwemotionswaswwellwaswthosewofwoth
ers



Authenticwleadership*w-wCORRECTwANSWERw--
Suggestswthatwinworderwtowlead,wleaderswmustwbewtruewtowthemselveswandwtheirwvalueswandwactwaccording
ly



Quantumwleadershipw-wCORRECTwANSWERw--
Buildswonwtransformationalwleadershipwandwsuggestswthatwleaderswmustwworkwtogetherwwithwsubordinate
swtowidentifywcommonwgoals,wexploitwopportunities,wandwempowerwstaffwtowmakewdecisionswforworganizati
onalwproductivitywtowoccur



JimwCollin'swLevelw5wLeadershipw-wCORRECTwANSWERw-Levelw1:wHighlywCapablewIndividual

Levelw2:wContributingwTeamwMember

Levelw3:wCompetentwManager

Levelw4:wEffectivewLeader