NSG 441 Leadership Exam 1 with correct
answers
The |nurse |manager |is |coaching |a |new |graduate |nurse |about |role |performance |on |the |clinical |unit. |
Which |types |of |power |are |effective |when |coaching |a |new |employee |to |improve |role |performance? |
Select |all |that |apply.
-expert
-position
-reward
-coercive
-information
-connection |- |VERIFIED |ANSWER✔✔-expert, |position, |information
Effective |coaching |makes |use |of |expert |power, |position |power, |and |information |power. |Expert |power |
is |based |on |expertise |and |credibility. |The |new |employee |needs |knowledge |and |skills |of |the |nurse |
manager |to |identify |role |performance |expectations |with |position |power. |Information |power |stems |
from |the |nurse |manager's |possession |of |critical |information |needed |by |the |new |employee. |Coercive |
power |is |derived |from |someone's |perceived |fear |of |another |person |and |is |not |a |positive |motivating |
tool |in |coaching. |in |this |situation, |the |nurse |managers |i |the |power |figure; |the |manager |is |not |using |
connection |with |a |powerful |figure. |reward |powers |i |being |able |to |provide |rewards |for |favor |and |is |
not |illustrated |in |this |scenario.
The |leadership |role |of |professional |nurses |in |the |united |states |has |evolved |in |the |21st |century. |Which
|factor |most |describes |the |nurse's |leadership |role |in |shaping |the |healthcare |environment?
- |nurses |remaining |neither |powerful |nor |political
-nurses |providing |education |to |patients |and |families
-nurses |influencing |health |care |through |political |action
-nurses |exercising |power |to |create |a |strong |voice |for |nursing. |- |VERIFIED |ANSWER✔✔-nurses |
exercising |power |to |create |a |strong |voice |for |nursing
Rationale: |in |the |21st |century, |nurses |must |exercise |their |power |to |create |a |strong |voice |for |nursing |
in |shaping |an |evolving |healthcare |environment. |Nurses |providing |education |to |patients |influences |the
|patients |to |charge |behavior |to |promote |optimal |health. |in |the |19th |century, |women |were |viewed |as |
,neither |powerful |nor |political. |nurses |can |influence |health |care |through |politics, |but |this |is |not |the |
only |way |to |do |so.
The |key |for |renewal |is |the |release |of |human |energy |and |talent. |Leaders |know |that |which |elements |
are |required |for |renewal |to |occur? |Select |all |that |apply.
- |focused |energy
- |staff |recognition
- |development |of |trust
- |conflict |management
- |personal |well-being |- |VERIFIED |ANSWER✔✔-focused |energy |and |personal |well-being
Rationale: |Focused |energy |and |personal |well-being |are |essential |for |the |release |of |human |energy |and
|talent; |according |to |Gardner, |the |task |of |renewing. |Staff |recognition |is |important |and |helps |build |
confidence |in |the |team. |Developing |trust |in |one |of |Gardner's |tasks |of |leading |and |managing |and |is |
important |to |help |keep |staff |aware |of |the |organizational |decisions |and |initiatives., |but |it |is |not |
involved |in |renewal. |The |skill |of |conflict |management |is |essential |for |mangers |to |master |to |keep |the |
lines |of |communication |open |and |for |the |team |to |grow.
Which |statement |describes |complex |adaptive |leadership |theory?
- |Leaders |attend |to |the |needs |and |motives |of |followers.
- |Leaders |have |a |certain |set |of |traits |that |inspire |others.
- |Leaders |motivate |others |through |the |hierarchy |of |human |needs.
- |Leaders |respond |to |patient |and |organization |problems |differently. |- |VERIFIED |ANSWER✔✔-- |Leaders
|respond |to |patient |and |organization |problems |differently.
Rationale: |In |complex, |adaptive |leadership, |leaders |respond |to |patient |and |organization |problems |
differently. |In |transformational |leadership, |leaders |attended |to |the |needs |and |motives |of |followers. |
Trait |theory |states |that |leaders |have |a |certain |set |of |traits |that |inspire |others. |The |hierarchy |of |needs
|theory |states |that |leaders |motivate |others |through |the |hierarchy |of |human |needs.
Which |statement |describes |trait |theory?
-Leaders |have |a |certain |set |of |characteristics |that |inspire |others.
- |Leaders |motivate |others |through |the |hierarchy |of |human |needs.
- |Leaders |attend |to |the |needs |and |motives |of |followers.
- |Leaders |respond |to |patient |and |organization |problems |differently. |- |VERIFIED |ANSWER✔✔-Leaders |
have |a |certain |set |of |characteristics |that |inspire |others.
, Rationale: |Trait |theory |states |that |leaders |have |a |certain |set |of |physical |and |emotional |characteristics |
that |inspire |others. |The |hierarchy |of |needs |theory |states |that |leaders |motivate |other |through |the |
hierarchy |of |human |needs. |In |transformational |leadership, |leaders |attend |to |the |needs |and |motives |
of |followers. |In |complex |adaptive |leadership, |leaders |respond |to |patient |and |organization |problems |
differently.
Which |statements |below |reflect |traits |emotionally |intelligent |nurses |display |as |credible |leaders? |
Select |all |that |apply.
-Awareness |of |the |individual, |family, |or |community
- |Enhanced |organizational |skills
-Investment |in |relationships
- |Adoption |of |group |behaviors
-Commitment |to |self-growth |- |VERIFIED |ANSWER✔✔-All |of |these |EXCEPT |adoption |of |group |
behaviors
Rationale: |Emotionally |intelligent |nurses |are |credible |as |leaders |because |they |possess |awareness |of |
the |individual, |family, |or |community |being |cared |for; |have |enhanced |organizational |skills |resulting |
from |investment |in |relationships; |and |a |commitment |to |self-growth. |Adoption |of |group |behaviors |
would |not |yield |a |credible |leader |if |the |behaviors |were |negative |or |ineffective.
Which |statement |is |accurate |regarding |the |difference |between |leading |and |managing?
- |A |leader |functions |without |the |use |of |a |predesigned |plan, |whereas |a |manager |focuses |on |situations |
where |the |outcomes |are |known |or |preestablished.
-A |leader |relies |on |control |in |situations |with |known |outcomes, |whereas |a |manager |inspires |trust |
through |honest |communication.
- |A |leader |imitates |established |protocols, |whereas |a |manager |originates |new |ideas |to |address |
emerging |situations.
- |A |leader |administers |policies |adhering |to |processes |for |efficiency, |whereas |a |manager |innovates |in |
the |midst |of |complex, |uncharted |circumstances. |- |VERIFIED |ANSWER✔✔-A |leader |functions |without |
the |use |of |a |predesigned |plan, |whereas |a |manger |focuses |on |situations |where |the |outcomes |are |
known |or |preestablished.
Rationale: |Leading |is |required |when |the |unknown |presents |itself, |necessitating |the |use |of |principles |
to |improvise |solutions |and |help |others |cope, |thrive, |and |function |in |the |situation. |Managing |is |the |
ability |to |plan, |direct, |control, |and |evaluate |others |in |situations |where |the |outcomes |are |known |or |
answers
The |nurse |manager |is |coaching |a |new |graduate |nurse |about |role |performance |on |the |clinical |unit. |
Which |types |of |power |are |effective |when |coaching |a |new |employee |to |improve |role |performance? |
Select |all |that |apply.
-expert
-position
-reward
-coercive
-information
-connection |- |VERIFIED |ANSWER✔✔-expert, |position, |information
Effective |coaching |makes |use |of |expert |power, |position |power, |and |information |power. |Expert |power |
is |based |on |expertise |and |credibility. |The |new |employee |needs |knowledge |and |skills |of |the |nurse |
manager |to |identify |role |performance |expectations |with |position |power. |Information |power |stems |
from |the |nurse |manager's |possession |of |critical |information |needed |by |the |new |employee. |Coercive |
power |is |derived |from |someone's |perceived |fear |of |another |person |and |is |not |a |positive |motivating |
tool |in |coaching. |in |this |situation, |the |nurse |managers |i |the |power |figure; |the |manager |is |not |using |
connection |with |a |powerful |figure. |reward |powers |i |being |able |to |provide |rewards |for |favor |and |is |
not |illustrated |in |this |scenario.
The |leadership |role |of |professional |nurses |in |the |united |states |has |evolved |in |the |21st |century. |Which
|factor |most |describes |the |nurse's |leadership |role |in |shaping |the |healthcare |environment?
- |nurses |remaining |neither |powerful |nor |political
-nurses |providing |education |to |patients |and |families
-nurses |influencing |health |care |through |political |action
-nurses |exercising |power |to |create |a |strong |voice |for |nursing. |- |VERIFIED |ANSWER✔✔-nurses |
exercising |power |to |create |a |strong |voice |for |nursing
Rationale: |in |the |21st |century, |nurses |must |exercise |their |power |to |create |a |strong |voice |for |nursing |
in |shaping |an |evolving |healthcare |environment. |Nurses |providing |education |to |patients |influences |the
|patients |to |charge |behavior |to |promote |optimal |health. |in |the |19th |century, |women |were |viewed |as |
,neither |powerful |nor |political. |nurses |can |influence |health |care |through |politics, |but |this |is |not |the |
only |way |to |do |so.
The |key |for |renewal |is |the |release |of |human |energy |and |talent. |Leaders |know |that |which |elements |
are |required |for |renewal |to |occur? |Select |all |that |apply.
- |focused |energy
- |staff |recognition
- |development |of |trust
- |conflict |management
- |personal |well-being |- |VERIFIED |ANSWER✔✔-focused |energy |and |personal |well-being
Rationale: |Focused |energy |and |personal |well-being |are |essential |for |the |release |of |human |energy |and
|talent; |according |to |Gardner, |the |task |of |renewing. |Staff |recognition |is |important |and |helps |build |
confidence |in |the |team. |Developing |trust |in |one |of |Gardner's |tasks |of |leading |and |managing |and |is |
important |to |help |keep |staff |aware |of |the |organizational |decisions |and |initiatives., |but |it |is |not |
involved |in |renewal. |The |skill |of |conflict |management |is |essential |for |mangers |to |master |to |keep |the |
lines |of |communication |open |and |for |the |team |to |grow.
Which |statement |describes |complex |adaptive |leadership |theory?
- |Leaders |attend |to |the |needs |and |motives |of |followers.
- |Leaders |have |a |certain |set |of |traits |that |inspire |others.
- |Leaders |motivate |others |through |the |hierarchy |of |human |needs.
- |Leaders |respond |to |patient |and |organization |problems |differently. |- |VERIFIED |ANSWER✔✔-- |Leaders
|respond |to |patient |and |organization |problems |differently.
Rationale: |In |complex, |adaptive |leadership, |leaders |respond |to |patient |and |organization |problems |
differently. |In |transformational |leadership, |leaders |attended |to |the |needs |and |motives |of |followers. |
Trait |theory |states |that |leaders |have |a |certain |set |of |traits |that |inspire |others. |The |hierarchy |of |needs
|theory |states |that |leaders |motivate |others |through |the |hierarchy |of |human |needs.
Which |statement |describes |trait |theory?
-Leaders |have |a |certain |set |of |characteristics |that |inspire |others.
- |Leaders |motivate |others |through |the |hierarchy |of |human |needs.
- |Leaders |attend |to |the |needs |and |motives |of |followers.
- |Leaders |respond |to |patient |and |organization |problems |differently. |- |VERIFIED |ANSWER✔✔-Leaders |
have |a |certain |set |of |characteristics |that |inspire |others.
, Rationale: |Trait |theory |states |that |leaders |have |a |certain |set |of |physical |and |emotional |characteristics |
that |inspire |others. |The |hierarchy |of |needs |theory |states |that |leaders |motivate |other |through |the |
hierarchy |of |human |needs. |In |transformational |leadership, |leaders |attend |to |the |needs |and |motives |
of |followers. |In |complex |adaptive |leadership, |leaders |respond |to |patient |and |organization |problems |
differently.
Which |statements |below |reflect |traits |emotionally |intelligent |nurses |display |as |credible |leaders? |
Select |all |that |apply.
-Awareness |of |the |individual, |family, |or |community
- |Enhanced |organizational |skills
-Investment |in |relationships
- |Adoption |of |group |behaviors
-Commitment |to |self-growth |- |VERIFIED |ANSWER✔✔-All |of |these |EXCEPT |adoption |of |group |
behaviors
Rationale: |Emotionally |intelligent |nurses |are |credible |as |leaders |because |they |possess |awareness |of |
the |individual, |family, |or |community |being |cared |for; |have |enhanced |organizational |skills |resulting |
from |investment |in |relationships; |and |a |commitment |to |self-growth. |Adoption |of |group |behaviors |
would |not |yield |a |credible |leader |if |the |behaviors |were |negative |or |ineffective.
Which |statement |is |accurate |regarding |the |difference |between |leading |and |managing?
- |A |leader |functions |without |the |use |of |a |predesigned |plan, |whereas |a |manager |focuses |on |situations |
where |the |outcomes |are |known |or |preestablished.
-A |leader |relies |on |control |in |situations |with |known |outcomes, |whereas |a |manager |inspires |trust |
through |honest |communication.
- |A |leader |imitates |established |protocols, |whereas |a |manager |originates |new |ideas |to |address |
emerging |situations.
- |A |leader |administers |policies |adhering |to |processes |for |efficiency, |whereas |a |manager |innovates |in |
the |midst |of |complex, |uncharted |circumstances. |- |VERIFIED |ANSWER✔✔-A |leader |functions |without |
the |use |of |a |predesigned |plan, |whereas |a |manger |focuses |on |situations |where |the |outcomes |are |
known |or |preestablished.
Rationale: |Leading |is |required |when |the |unknown |presents |itself, |necessitating |the |use |of |principles |
to |improvise |solutions |and |help |others |cope, |thrive, |and |function |in |the |situation. |Managing |is |the |
ability |to |plan, |direct, |control, |and |evaluate |others |in |situations |where |the |outcomes |are |known |or |
