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
H H H H H H H



Core Competencies for Quality Care, 5th Editionby Anit
H H H H H H H H H



a Finkelman
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ChapterH1 ConceptualHBaseHforHLeadershipHandHManagement

1) TheHnurseHmanagerHaskedHallHstaffHnursesHtoHdevelopHeffectiveHleadershipHcompetencies.HHo
wHshouldHtheHstaffHnursesHinterpretHthisHrequest?
1. ThisHisHanHunrealisticHexpectation,HbecauseHonlyHmanagersHareHleaders.
2. ThisHisHpossibleHifHtheHnursesHlearnHaboutHandHuseHrelevantHleadershipHandHmanagementHtheori
esHandHstyles.
3. InHorderHtoHbecomeHleaders,HtheHstaffHnursesHwillHhaveHtoHemphasizeHcontrol,Hcompetition,Ha
ndHgettingHtheHjobHdone.
4. UnlessHtheHstaffHnursesHpossessHtheHtraitsHofHaHnaturalHbornHleader,HthisHisHanHunrealist
icHexpectation.
Answer:H 2H
Explanation:
1. AHnurseHdoesHnotHneedHtoHhaveHaHformalHmanagementHpositionHwithHaHmanagementHtitleHtoHb
eHaHleader;HifHnursesHdemonstrateHleadershipHcompetencies,HtheyHareHconsideredHnurseHleaders.
2. InHtoday'sHhealthcareHenvironment,HnursesHmustHhaveHknowledgeHofHrelevantHleadershipHandH
managementHtheoriesHandHstyles.HThisHknowledgeHhelpsHnursesHemergeHasHleaders.HNursesHareHal
soHleadersHofHtheirHownHnursingHpractices.
3. Control,Hcompetition,HandHgettingHtheHjobHdoneHareHpastHtheoriesHandHstylesHthatHareHnotHasHusef
ulHinHtoday'sHenvironment.
4. LeadershipHisHaHskillHthatHcanHbeHlearne
d.HCognitiveHLevel:H Analyzing
ClientHNeed/Sub:H SafeHandHEffectiveHCareHEnvironment
Standards:H QSENHCompetencies:HPatient-
centeredHcare;HTeamworkHandHcollaboration;HqualityHimprovement,HsafetyH|HAACNHEssentialHCo
mpetencies:HII.HBasicHorganizationalHandHsystemsHleadershipHforHqualityHcareHandHpatientHsafety;H
VI.HInterprofessionalHcommunicationHandHcollaborationHforHimprovingHpatientHhealthHoutcomes;H
V.HHealthcareHpolicy,Hfinance,HandHregulatoryHenvironmentsH|HNLNHCompetencies:HPersonalHandHp
rofessionalHdevelopment;HrelationshipHcenteredHcare;HteamworkH|HNursing/IntegratedHConcepts:HN
ursingHProcess:HAssessment
LearningHOutcome:HLOH03.HAnalyzeHtheHkeyHmodernHleadershipHtheoriesHcomparedHtoHolderHtheo
ries,HandHunderstandHtheirHimplicationsHforHnursingHleadership,Hmanagement,HandHtransformation
alHleadership.
2) PeterHDrucker'sHviewHofHmanagementHstimulatedHtheHshiftHtowardHtheHrealizationHofHtheHimpor
tanceHofHparticipatoryHorganizations.HWhichHoptionHprovidesHaHscenarioHthatHisHanHexampleHofHaHpa
rticipatoryHorganization?
1. TheHcontrolHofHtheHorganizationHisHcentralized,HandHdecisionsHareHmadeHbyHupper-
levelHmanagement.
2. StaffHnursesHareHexpectedHtoHprovideHsupportHandHnurturingHforHmanagement'sHdecisions.
3. TheHorganization'sHapproachHtoHleadershipHisHautocraticHandHbureaucratic.
4. StaffHnursesHprovideHinputHintoHplanningHandHchangesHforHtheirHownHuni
t.HAnswer:H 4

,Explanation:
1. InHparticipatoryHorganizations,HtheHcontrolHofHtheHorganizationHisHdecentralizedHandHman
yHdecisionsHareHmadeHbyHthoseH"onHtheHfrontHlines"HofHtheHorganization.
2. TheHtheoryHisHthatHtheHstaffHshouldHbeHnurturedHtoHpromoteHgreaterHleadershipHcompetency.
3. AccordingHtoHDrucker,HwhenHstaffHparticipateHinHtheHcoreHfunctionsHofHmanagement,Ht
heHorganizationHisHmoreHeffective.
4. AccordingHtoHDrucker,HwhenHstaffHparticipateHinHtheHcoreHfunctionsHofHmanagementHsuchH
asHplanningHandHchangesHforHtheirHownHunits,HtheHorganizationHisHmoreHeffective.
CognitiveHLevel:H Applying
ClientHNeed/Sub:H SafeHandHEffectiveHCareHEnvironment
Standards:H QSENHCompetencies:HPatient-
centeredHcare;HTeamworkHandHcollaboration;HqualityHimprovement,HsafetyH|HAACNHEssentialHCo
mpetencies:HII.HBasicHorganizationalHandHsystemsHleadershipHforHqualityHcareHandHpatientHsafety;H
VI.HInterprofessionalHcommunicationHandHcollaborationHforHimprovingHpatientHhealthHoutcomes;H
V.HHealthcareHpolicy,Hfinance,HandHregulatoryHenvironmentsH|HNLNHCompetencies:HPersonalHandHp
rofessionalHdevelopment;HrelationshipHcenteredHcare;HteamworkH|HNursing/IntegratedHConcepts:HN
ursingHProcess:HPlanning
LearningHOutcome:HLOH03.HAnalyzeHtheHkeyHmodernHleadershipHtheoriesHcomparedHtoHolderHtheo
ries,HandHunderstandHtheirHimplicationsHforHnursingHleadership,Hmanagement,HandHtransformation
alHleadership.
3) WhichHbehaviorHdemonstratesHtheHnurse'sHcompetencyHasHanHemotionallyHintelligentHleader?
1. TheHnurseHisHproficientHinHtechnicalHskills.
2. TheHnurseHreliesHonHpolicies,HnotHoptions.
3. TheHnurseHsupportsHteamHmembers.
4. ProductivityHisHnotHaHmajorHconcern
.HAnswer:H 3
Explanation:
1. WhileHtechnicalHskillHisHimportantHforHallHnurses,HitHisHnotHaHhallmarkHofHaHcompetentHleader.
2. ChaosHtheoryHstatesHthatHsolutionsHareHnotHalwaysHclearHandHpoliciesHmightHnotHalwaysHbeHappli
edHeasily;HotherHoptionsHmightHneedHtoHbeHconsidered.
3. InHEmotionalHIntelligenceHtheory,HteamHmembersHsupportHeachHotherHandHfeelHsupportedHbyHt
heHteamHleader.
4. ThisHstatementHreflectsHtheHcountryHclubHleadershipHstyl
e.HCognitiveHLevel:H Applying
ClientHNeed/Sub:H SafeHandHEffectiveHCareHEnvironment
Standards:H QSENHCompetencies:HPatient-
centeredHcare;HTeamworkHandHcollaboration;HqualityHimprovement,HsafetyH|HAACNHEssentialHCo
mpetencies:HII.HBasicHorganizationalHandHsystemsHleadershipHforHqualityHcareHandHpatientHsafety;H
VI.HInterprofessionalHcommunicationHandHcollaborationHforHimprovingHpatientHhealthHoutcomes;H
V.HHealthcareHpolicy,Hfinance,HandHregulatoryHenvironmentsH|HNLNHCompetencies:HPersonalHandHp
rofessionalHdevelopment;HrelationshipHcenteredHcare;HteamworkH|HNursing/IntegratedHConcepts:HN
ursingHProcess:HImplementation
LearningHOutcome:HLOH03.HAnalyzeHtheHkeyHmodernHleadershipHtheoriesHcomparedHtoHolderHtheo
ries,HandHunderstandHtheirHimplicationsHforHnursingHleadership,Hmanagement,HandHtransformation
alHleadership.

,4) TheHnurseHexecutiveHofHaHhealthcareHorganizationHwishesHtoHprepareHandHdevelopHnurseHmanage
rsHforHseveralHnewHunitsHthatHtheHorganizationHwillHopenHnextHyear.HWhatHshouldHbeHtheHprimaryHgoa
lHforHthisHwork?
1. FocusHonHrewardingHcurrentHstaffHforHdoingHaHgoodHjobHwithHtheirHassignedHtasksHbyHselectingHthe
mHforHpromotion.
2. PrepareHtheseHmanagersHsoHthatHtheyHwillHfocusHonHmaintainingHstandardsHofHcare.
3. PrepareHtheseHmanagersHtoHoverseeHtheHentireHhealthcareHorganization.
4. PrepareHtheseHmanagersHtoHinteractHwithHhospitalHadministratio
n.HAnswer:H 2
Explanation:
1. ThisHisHanHillustrationHofHtheH"PeterHPrinciple,"HwhichHisHpromotingHpeopleHtoHmanagementHpo
sitionsHjustHbecauseHtheyHareHdoingHaHgoodHjobHinHtheirHcurrentHposition.HManagementHlevelHempl
oyeesHshouldHbeHselectedHbasedHuponHtheHpotentialHabilityHtoHmanageHandHtheirHdesireHtoHdoHso.
2. NurseHmanagersHareHdirectlyHresponsibleHforHmaintainingHstandardsHofHcare,HandHmanagingHfisc
alHresourcesHandHdevelopmentHofHstaff.
3. ThisHisHnotHtheHresponsibilityHofHmostHnurseHmanagers.HInHthisHquestion,HitHisHclearHthatHmanag
ersHofHnursingHunitsHareHbeingHpreparedHandHdeveloped.
4. InteractingHwithHhospitalHadministrationHisHaHrareHrequirementHforHaHunitHnurseHmanagerHand,Hif
HitH
isHrequired,HitHisHnotHasHimportantHasHmaintainingHstandardsHofHcare.
CognitiveHLevel:H Analyzing
ClientHNeed/Sub:H SafeHandHEffectiveHCareHEnvironment
Standards:H QSENHCompetencies:HPatient-
centeredHcare;HTeamworkHandHcollaboration;HqualityHimprovement,HsafetyH|HAACNHEssentialHCo
mpetencies:HII.HBasicHorganizationalHandHsystemsHleadershipHforHqualityHcareHandHpatientHsafety;H
VI.HInterprofessionalHcommunicationHandHcollaborationHforHimprovingHpatientHhealthHoutcomes;H
V.HHealthcareHpolicy,Hfinance,HandHregulatoryHenvironmentsH|HNLNHCompetencies:HPersonalHandHp
rofessionalHdevelopment;HrelationshipHcenteredHcare;HteamworkH|HNursing/IntegratedHConcepts:HN
ursingHProcess:HPlanning
LearningHOutcome:H LOH04.HCompareHandHcontrastHcharacteristics,Hroles,HandHresponsibilitiesHofHlead
ersHandHmanagers.
5) DescribeHtheHprimaryHfocusHofHaHmanagerHinHaHknowledge-workHenvironment.
1. DevelopingHtheHmostHeffectiveHteams
2. TakingHrisks
3. RoutineHwork
4. UnderstandingHtheHhistoryHofHtheHorganizatio
nHAnswer:H 1
Explanation:
1. TheHmostHimportantHfocusHofHthisHmanagerHisHonHdevelopingHandHsupportingHeffectiveHteam
s,HutilizingHtheHknowledgeHofHmany.
2. RiskHtakingHisHaHpartHofHknowledgeHwork,HbutHisHnotHtheHmostHimportantHofHthisHmanager'sHtasks.
3. KnowledgeHworkHisHaHcombinationHofHroutineHandHnonroutineHwork,HsoHtheHmanagerHwillHha
veHfocusHonHtheHroutine.HThisHisHnotHtheHmanager'sHmostHimportantHfocus.
4. UnderstandingHtheHhistoryHofHtheHorganizationHisHimportantHasHitHwillHhelpHtheHmanagerHwo
rkHwithinHtheHorganization,HbutHitHisHnotHtheHmostHimportantHfocus.
CognitiveHLevel:H Analyzing
ClientHNeed/Sub:H SafeHandHEffectiveHCareHEnvironment
Standards:HQSENHCompetencies:HPatient-
centeredHcare;HTeamworkHandHcollaboration;HqualityHimprovement,HsafetyH|HAACNHEssentialHCo
mpetencies:HII.HBasicHorganizationalHandHsystems

, leadershipHforHqualityHcareHandHpatientHsafety;HVI.HInterprofessionalHcommunicationHandHcollabor
ationHforHimprovingHpatientHhealthHoutcomes;HV.HHealthcareHpolicy,Hfinance,HandHregulatoryHenviro
nmentsH|HNLNHCompetencies:HPersonalHandHprofessionalHdevelopment;HrelationshipHcenteredHcare;
HteamworkH |HNursing/Integrated HConcepts: HNursingHProcess: HImplementation

LearningHOutcome:HLOH03.HAnalyzeHtheHkeyHmodernHleadershipHtheoriesHcomparedHtoHolderHtheo
ries,HandHunderstandHtheirHimplicationsHforHnursingHleadership,Hmanagement,HandHtransformation
alHleadership.;HLOH04.HCompareHandHcontrastHcharacteristics,Hroles,HandHresponsibilitiesHofHleader
sHandHmanagers.
6) TheHnursingHstaffHcommunicatesHthatHtheHnewHmanagerHhasHaHfocusHonHtheH"bottomHline,"Ha
ndHlittleHconcernHforHtheHqualityHofHcare.HWhatHisHlikelyHtrueHofHthisHnurseHmanager?
1. TheHmanagerHisHlookingHatHtheHtotalHcareHpicture.
2. TheHmanagerHisHcommunicatingHtheHimportanceHofHaHcaringHenvironment.
3. TheHmanagerHunderstandsHtheHorganization'sHvaluesHandHhowHtheyHmeshHwithHtheHmanager
'sHvalues.
4. TheHmanagerHisHunwillingHtoHlistenHtoHstaffHconcernsHunlessHtheyHhaveHanHimpactHonHcos
ts.HAnswer:H 4
Explanation:
1. ThisHactionHwouldHenableHtheHmanagerHtoHmakeHaHdecisionHandHnotHjustHevaluateHtheHfinanci
alHstatusHofHtheHenvironment.
2. IfHtheHmanagerHisHindeedHfocusingHonlyHonHtheH"bottomHline,"HtheHmanagerHisHnotHpromotin
gHaHcaringHenvironmentHonHtheHunit.
3. TheHorganizationHmayHsetHgreatHvalueHonHtheH"bottomHline,"HbutHalsoHmustHbeHconcernedHabout
HqualityHofHcare.HProblemsHwith HqualityHofHcareHcanHimpact HtheH"bottomHline."HIfHtheHmanagerHbelie

vesHtheHfinancialHstatusHofHtheHorganizationHisHtheHonlyHorganizationHvalue,HaHmisunderstandingHh
asHprobablyHoccurred.
4. ThisHmanagerHhasHprimaryHfocusHonHtheHfinancialHissuesHassociatedHwithHprovisionHofHcare.HTh
isHwillHmakeHtheHmanagerHineffectiveHinHtheHrole.
CognitiveHLevel:H Applying
ClientHNeed/Sub:H SafeHandHEffectiveHCareHEnvironment
Standards:H QSENHCompetencies:HPatient-
centeredHcare;HTeamworkHandHcollaboration;HqualityHimprovement,HsafetyH|HAACNHEssentialHCo
mpetencies:HII.HBasicHorganizationalHandHsystemsHleadershipHforHqualityHcareHandHpatientHsafety;H
VI.HInterprofessionalHcommunicationHandHcollaborationHforHimprovingHpatientHhealthHoutcomes;H
V.HHealthcareHpolicy,Hfinance,HandHregulatoryHenvironmentsH|HNLNHCompetencies:HPersonalHandHp
rofessionalHdevelopment;HrelationshipHcenteredHcare;HteamworkH|HNursing/IntegratedHConcepts:HN
ursingHProcess:HEvaluation
LearningHOutcome:H LOH04.HCompareHandHcontrastHcharacteristics,Hroles,HandHresponsibilitiesHofHlead
ersHandHmanagers.