TEST BANK FOR
LEADERSHIP AND NURSING CARE
MANAGEMENT 7TH EDITION
BY DIANE HUBER, M. LINDELL
JOSEPH|ALL CHAPTERS COVERED 1-
27
,TABLE OF CONTENTS
CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES .................. 4
CHAPTER 02: CHANGE AND INNOVATION ............................................ 15
CHAPTER 03: ORGANIZATIONAL CLIMATE AND CULTURE .................... 28
CHAPTER 04: MANAGERIAL DECISION MAKING .................................... 39
CHAPTER 05: MANAGING TIME AND STRESS ........................................ 52
CHAPTER 06: LEGAL AND ETHICAL ISSUES ............................................ 64
CHAPTER 07: COMMUNICATION LEADERSHIP ...................................... 76
CHAPTER 08: TEAM BUILDING AND WORKING WITH EFFECTIVE GROUPS
.............................................................................................................. 89
CHAPTER 09: DELEGATION IN NURSING ............................................. 101
CHAPTER 10: POWER AND CONFLICT ................................................. 114
CHAPTER 11: WORKPLACE DIVERSITY ................................................. 127
CHAPTER 12: ORGANIZATIONAL STRUCTURE ..................................... 139
CHAPTER 13: DECENTRALIZATION AND SHARED GOVERNANCE ......... 151
CHAPTER 14: STRATEGIC MANAGEMENT ........................................... 164
CHAPTER 15: PROFESSIONAL PRACTICE MODELS ............................... 177
CHAPTER 16: CASE AND POPULATION HEALTH MANAGEMENT ......... 188
CHAPTER 17: EVIDENCE-BASED PRACTICE: STRATEGIES FOR NURSING
LEADERS .............................................................................................. 201
CHAPTER 18: QUALITY AND SAFETY .................................................... 213
CHAPTER 19: MEASURING AND MANAGING OUTCOMES ................... 228
CHAPTER 20: PREVENTION OF WORKPLACE VIOLENCE ...................... 235
CHAPTER 21: CONFRONTING THE NURSING SHORTAGE ..................... 246
CHAPTER 22: STAFFING AND SCHEDULING ......................................... 260
,CHAPTER 23: BUDGETING, PRODUCTIVITY, AND COSTING OUT NURSING
............................................................................................................ 272
CHAPTER 24: PERFORMANCE APPRAISAL ........................................... 280
CHAPTER 25: EMERGENCY MANAGEMENT AND PREPAREDNESS ....... 292
CHAPTER 26: DATA MANAGEMENT AND CLINICAL INFORMATICS ..... 305
CHAPTER 27: MARKETING ................................................................... 317
, 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
LEADERSHIP AND NURSING CARE
MANAGEMENT 7TH EDITION
BY DIANE HUBER, M. LINDELL
JOSEPH|ALL CHAPTERS COVERED 1-
27
,TABLE OF CONTENTS
CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES .................. 4
CHAPTER 02: CHANGE AND INNOVATION ............................................ 15
CHAPTER 03: ORGANIZATIONAL CLIMATE AND CULTURE .................... 28
CHAPTER 04: MANAGERIAL DECISION MAKING .................................... 39
CHAPTER 05: MANAGING TIME AND STRESS ........................................ 52
CHAPTER 06: LEGAL AND ETHICAL ISSUES ............................................ 64
CHAPTER 07: COMMUNICATION LEADERSHIP ...................................... 76
CHAPTER 08: TEAM BUILDING AND WORKING WITH EFFECTIVE GROUPS
.............................................................................................................. 89
CHAPTER 09: DELEGATION IN NURSING ............................................. 101
CHAPTER 10: POWER AND CONFLICT ................................................. 114
CHAPTER 11: WORKPLACE DIVERSITY ................................................. 127
CHAPTER 12: ORGANIZATIONAL STRUCTURE ..................................... 139
CHAPTER 13: DECENTRALIZATION AND SHARED GOVERNANCE ......... 151
CHAPTER 14: STRATEGIC MANAGEMENT ........................................... 164
CHAPTER 15: PROFESSIONAL PRACTICE MODELS ............................... 177
CHAPTER 16: CASE AND POPULATION HEALTH MANAGEMENT ......... 188
CHAPTER 17: EVIDENCE-BASED PRACTICE: STRATEGIES FOR NURSING
LEADERS .............................................................................................. 201
CHAPTER 18: QUALITY AND SAFETY .................................................... 213
CHAPTER 19: MEASURING AND MANAGING OUTCOMES ................... 228
CHAPTER 20: PREVENTION OF WORKPLACE VIOLENCE ...................... 235
CHAPTER 21: CONFRONTING THE NURSING SHORTAGE ..................... 246
CHAPTER 22: STAFFING AND SCHEDULING ......................................... 260
,CHAPTER 23: BUDGETING, PRODUCTIVITY, AND COSTING OUT NURSING
............................................................................................................ 272
CHAPTER 24: PERFORMANCE APPRAISAL ........................................... 280
CHAPTER 25: EMERGENCY MANAGEMENT AND PREPAREDNESS ....... 292
CHAPTER 26: DATA MANAGEMENT AND CLINICAL INFORMATICS ..... 305
CHAPTER 27: MARKETING ................................................................... 317
, 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
