LEADERSHIP ROLES
COMPLETE TEST BANK FOR
LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN NURSING:
THEORY AND APPLICATION 11TH EDITION
BY CAROL (CHAPTER 1-25 WITH 100% ANSWERS)
, LEADERSHIP ROLES
TABLE OF CONTENTS
CHAPTER 01: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND CLINICAL REASONING:
REQUISITES FOR SUCCESSFUL LEADERSHIP AND MANAGEMENT .............................................................. 3
CHAPTER 02: CLASSICAL VIEWS OF LEADERSHIP AND MANAGEMENT .................................................... 22
CHAPTER 03: TWENTY-FIRST-CENTURY THINKING ABOUT LEADERSHIP AND MANAGEMENT ............... 41
CHAPTER 04: ETHICAL ISSUES .................................................................................................................... 60
CHAPTER 05: LEGAL AND LEGISLATIVE ISSUES .......................................................................................... 80
CHAPTER 06: PATIENT, SUBORDINATE, WORKPLACE, AND PROFESSIONAL ADVOCACY ...................... 100
CHAPTER 07: ORGANIZATIONAL PLANNING ........................................................................................... 119
CHAPTER 08: PLANNED CHANGE ............................................................................................................. 138
CHAPTER 09: TIME MANAGEMENT ......................................................................................................... 157
CHAPTER 10: FISCAL PLANNING ............................................................................................................... 175
CHAPTER 11: CAREER PLANNING AND DEVELOPMENT IN NURSING ..................................................... 193
CHAPTER 12: ORGANIZATIONAL STRUCTURE.......................................................................................... 212
CHAPTER 13: ORGANIZATIONAL, POLITICAL, AND PERSONAL POWER .................................................. 231
CHAPTER 14: ORGANIZING PATIENT CARE .............................................................................................. 249
CHAPTER 15: EMPLOYEE RECRUITMENT, SELECTION, PLACEMENT, AND INDOCTRINATION ............... 268
CHAPTER 16: SOCIALIZING AND EDUCATING STAFF IN A LEARNING ORGANIZATION .......................... 287
CHAPTER 17: STAFFING NEEDS AND SCHEDULING POLICIES .................................................................. 306
CHAPTER 18: CREATING A MOTIVATING CLIMATE ................................................................................. 325
CHAPTER 19: ORGANIZATIONAL, INTERPERSONAL, AND GROUP COMMUNICATION .......................... 342
CHAPTER 20: DELEGATION ....................................................................................................................... 361
CHAPTER 21: EFFECTIVE CONFLICT RESOLUTION AND NEGOTIATION ................................................... 379
CHAPTER 22: COLLECTIVE BARGAINING, UNIONIZATION, AND EMPLOYMENT LAWS .......................... 398
CHAPTER 23: QUALITY CONTROL ............................................................................................................. 417
CHAPTER 24: PERFORMANCE APPRAISAL ............................................................................................... 435
CHAPTER 25: PROBLEM EMPLOYEES: RULE BREAKERS, MARGINAL EMPLOYEES, AND THE CHEMICALLY
OR PSYCHOLOGICALLY IMPAIRED ............................................................................................................ 454
, LEADERSHIP ROLES
CHAPTER 01: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING,
AND CLINICAL REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP
AND MANAGEMENT
1. THE NURSE IS APPLYING A DECISION-MAKING PROCESS TO A CLINICAL CHALLENGE. WHEN
APPLYING THIS PROCESS, THE NURSE MUST:
A. ANALYZE THE ROOT CAUSES OF A SITUATION.
B. BEGIN BY SOLVING THE UNDERLYING PROBLEM.
C. CHOOSE BETWEEN DIFFERENT COURSES OF ACTION.
D. PRIORITIZE THE MAXIMUM GOOD FOR THE MAXIMUM NUMBER OF PEOPLE.
ANS:C
FEEDBACK: DECISION MAKING IS A COMPLEX, COGNITIVE PROCESS OFTEN DEFINED AS CHOOSING
A PARTICULAR COURSE OF ACTION. PROBLEM SOLVING IS PART OF DECISION MAKING AND IS A
SYSTEMATIC PROCESS THAT FOCUSES ON ANALYZING A DIFFICULT SITUATION. IT IS NOT ALWAYS
REALISTIC FOR THE NURSE TO SOLVE EACH OF THE PROBLEMS CONTRIBUTING TO A LARGER
CHALLENGE, ESPECIALLY AT THE BEGINNING OF THE DECISION-MAKING PROCESS. THE NURSE OFTEN
LACKS THE TIME, INFORMATION, OR RESOURCES TO ANALYZE THE ROOT CAUSES OF A SITUATION.
MANY TIMES, THE NURSE MAKES A DECISION THAT BENEFITS THE LARGEST NUMBER OF PEOPLE, BUT
THIS IS NOT ALWAYS FEASIBLE OR DESIRABLE.
PTS: 1 DIF: MODERATE REF: PAGE: 3 OBJ: 1 NAT: CLIENT NEEDS: SAFE AND
EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
TOP: CHAPTER NUMBER: 01: TITLE: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND
CLINICAL REASONING KEY: INTEGRATED PROCESS: NURSING PROCESS BLM: COGNITIVE LEVEL: APPLY
NOT: MULTIPLE CHOICE
2. THE NURSE IS APPLYING THE TRADITIONAL PROBLEM-SOLVING MODEL WHEN MEDIATING IN A
CONFLICT BETWEEN TWO COLLEAGUES. WHEN APPLYING THIS MODEL, THE NURSE SHOULD PRIORITIZE
WHAT TASK?
A. IDENTIFYING THE ROOT CAUSE OF THE CONFLICT
B. IMPLEMENTING A SOLUTION AS QUICKLY AS POSSIBLE
C. ELICITING INPUT FROM OTHER NURSES
D. ENCOURAGING EACH NURSE TO REFLECT ON HIS OR HER ACTIONS
, LEADERSHIP ROLES
ANS:A
FEEDBACK: THE TRADITIONAL PROBLEM-SOLVING MODEL ATTEMPTS TO IDENTIFY THE ROOT
PROBLEM IN SITUATIONS, A TASK THAT CAN REQUIRE MUCH TIME AND ENERGY. EFFICIENCY IS
DESIRABLE, BUT TRYING TO IMPLEMENT A SOLUTION AS QUICKLY AS POSSIBLE CAN RESULT IN A
HASTY AND INCORRECT SOLUTION. REFLECTIVE THINKING IS ALWAYS BENEFICIAL, BUT THIS IS NOT A
SPECIFIC COMPONENT OF THE TRADITIONAL PROBLEM-SOLVING MODEL. OUTSIDE INPUT MAY OR
MAY NOT BE NECESSARY; THIS VARIES WITH EACH INDIVIDUAL PROBLEM.
PTS: 1 DIF: MODERATE REF: PAGE: 7 OBJ: 1 NAT: CLIENT NEEDS: SAFE AND
EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE TOP: CHAPTER NUMBER: 01: TITLE:
TRADITIONAL PROBLEM-SOLVING PROCESS
KEY: INTEGRATED PROCESS: NURSING PROCESS
BLM: COGNITIVE LEVEL: ANALYZE NOT: MULTIPLE CHOICE
3. WHICH STATEMENT IS TRUE REGARDING DECISION MAKING?
A. SCIENTIFIC METHODS PROVIDE IDENTICAL DECISIONS BY DIFFERENT INDIVIDUALS FOR THE
SAME PROBLEMS.
B. DECISIONS ARE GREATLY INFLUENCED BY EACH PERSON’S VALUE SYSTEM.
C. PERSONAL BELIEFS CAN BE ADJUSTED FOR WHEN THE SCIENTIFIC APPROACH TO PROBLEM
SOLVING IS USED.
D. PAST EXPERIENCE HAS LITTLE TO DO WITH THE QUALITY OF THE DECISION.
ANS:B
FEEDBACK: VALUES, LIFE EXPERIENCE, INDIVIDUAL PREFERENCE, AND INDIVIDUAL WAYS OF
THINKING WILL INFLUENCE A PERSON’S DECISION MAKING. NO MATTER HOW OBJECTIVE THE
CRITERIA WILL BE, VALUE JUDGMENTS WILL ALWAYS PLAY A PART IN A PERSON’S DECISION MAKING,
EITHER CONSCIOUSLY OR SUBCONSCIOUSLY. IT IS NOT POSSIBLE FOR A NURSE TO FULLY “SET ASIDE”
PERSONAL BELIEFS WHEN MAKING A DECISION, EVEN IF THE NURSE APPLIES THE PRINCIPLES OF SELF-
REFLECTION.
PTS: 1 DIF: MODERATE REF: PAGE: 17 OBJ: 3 NAT: CLIENT NEEDS: SAFE
AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
TOP: CHAPTER NUMBER: 01: TITLE: VALUES KEY: INTEGRATED PROCESS: NURSING PROCESS BLM:
COGNITIVE LEVEL: UNDERSTAND NOT: MULTIPLE CHOICE
COMPLETE TEST BANK FOR
LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN NURSING:
THEORY AND APPLICATION 11TH EDITION
BY CAROL (CHAPTER 1-25 WITH 100% ANSWERS)
, LEADERSHIP ROLES
TABLE OF CONTENTS
CHAPTER 01: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND CLINICAL REASONING:
REQUISITES FOR SUCCESSFUL LEADERSHIP AND MANAGEMENT .............................................................. 3
CHAPTER 02: CLASSICAL VIEWS OF LEADERSHIP AND MANAGEMENT .................................................... 22
CHAPTER 03: TWENTY-FIRST-CENTURY THINKING ABOUT LEADERSHIP AND MANAGEMENT ............... 41
CHAPTER 04: ETHICAL ISSUES .................................................................................................................... 60
CHAPTER 05: LEGAL AND LEGISLATIVE ISSUES .......................................................................................... 80
CHAPTER 06: PATIENT, SUBORDINATE, WORKPLACE, AND PROFESSIONAL ADVOCACY ...................... 100
CHAPTER 07: ORGANIZATIONAL PLANNING ........................................................................................... 119
CHAPTER 08: PLANNED CHANGE ............................................................................................................. 138
CHAPTER 09: TIME MANAGEMENT ......................................................................................................... 157
CHAPTER 10: FISCAL PLANNING ............................................................................................................... 175
CHAPTER 11: CAREER PLANNING AND DEVELOPMENT IN NURSING ..................................................... 193
CHAPTER 12: ORGANIZATIONAL STRUCTURE.......................................................................................... 212
CHAPTER 13: ORGANIZATIONAL, POLITICAL, AND PERSONAL POWER .................................................. 231
CHAPTER 14: ORGANIZING PATIENT CARE .............................................................................................. 249
CHAPTER 15: EMPLOYEE RECRUITMENT, SELECTION, PLACEMENT, AND INDOCTRINATION ............... 268
CHAPTER 16: SOCIALIZING AND EDUCATING STAFF IN A LEARNING ORGANIZATION .......................... 287
CHAPTER 17: STAFFING NEEDS AND SCHEDULING POLICIES .................................................................. 306
CHAPTER 18: CREATING A MOTIVATING CLIMATE ................................................................................. 325
CHAPTER 19: ORGANIZATIONAL, INTERPERSONAL, AND GROUP COMMUNICATION .......................... 342
CHAPTER 20: DELEGATION ....................................................................................................................... 361
CHAPTER 21: EFFECTIVE CONFLICT RESOLUTION AND NEGOTIATION ................................................... 379
CHAPTER 22: COLLECTIVE BARGAINING, UNIONIZATION, AND EMPLOYMENT LAWS .......................... 398
CHAPTER 23: QUALITY CONTROL ............................................................................................................. 417
CHAPTER 24: PERFORMANCE APPRAISAL ............................................................................................... 435
CHAPTER 25: PROBLEM EMPLOYEES: RULE BREAKERS, MARGINAL EMPLOYEES, AND THE CHEMICALLY
OR PSYCHOLOGICALLY IMPAIRED ............................................................................................................ 454
, LEADERSHIP ROLES
CHAPTER 01: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING,
AND CLINICAL REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP
AND MANAGEMENT
1. THE NURSE IS APPLYING A DECISION-MAKING PROCESS TO A CLINICAL CHALLENGE. WHEN
APPLYING THIS PROCESS, THE NURSE MUST:
A. ANALYZE THE ROOT CAUSES OF A SITUATION.
B. BEGIN BY SOLVING THE UNDERLYING PROBLEM.
C. CHOOSE BETWEEN DIFFERENT COURSES OF ACTION.
D. PRIORITIZE THE MAXIMUM GOOD FOR THE MAXIMUM NUMBER OF PEOPLE.
ANS:C
FEEDBACK: DECISION MAKING IS A COMPLEX, COGNITIVE PROCESS OFTEN DEFINED AS CHOOSING
A PARTICULAR COURSE OF ACTION. PROBLEM SOLVING IS PART OF DECISION MAKING AND IS A
SYSTEMATIC PROCESS THAT FOCUSES ON ANALYZING A DIFFICULT SITUATION. IT IS NOT ALWAYS
REALISTIC FOR THE NURSE TO SOLVE EACH OF THE PROBLEMS CONTRIBUTING TO A LARGER
CHALLENGE, ESPECIALLY AT THE BEGINNING OF THE DECISION-MAKING PROCESS. THE NURSE OFTEN
LACKS THE TIME, INFORMATION, OR RESOURCES TO ANALYZE THE ROOT CAUSES OF A SITUATION.
MANY TIMES, THE NURSE MAKES A DECISION THAT BENEFITS THE LARGEST NUMBER OF PEOPLE, BUT
THIS IS NOT ALWAYS FEASIBLE OR DESIRABLE.
PTS: 1 DIF: MODERATE REF: PAGE: 3 OBJ: 1 NAT: CLIENT NEEDS: SAFE AND
EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
TOP: CHAPTER NUMBER: 01: TITLE: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND
CLINICAL REASONING KEY: INTEGRATED PROCESS: NURSING PROCESS BLM: COGNITIVE LEVEL: APPLY
NOT: MULTIPLE CHOICE
2. THE NURSE IS APPLYING THE TRADITIONAL PROBLEM-SOLVING MODEL WHEN MEDIATING IN A
CONFLICT BETWEEN TWO COLLEAGUES. WHEN APPLYING THIS MODEL, THE NURSE SHOULD PRIORITIZE
WHAT TASK?
A. IDENTIFYING THE ROOT CAUSE OF THE CONFLICT
B. IMPLEMENTING A SOLUTION AS QUICKLY AS POSSIBLE
C. ELICITING INPUT FROM OTHER NURSES
D. ENCOURAGING EACH NURSE TO REFLECT ON HIS OR HER ACTIONS
, LEADERSHIP ROLES
ANS:A
FEEDBACK: THE TRADITIONAL PROBLEM-SOLVING MODEL ATTEMPTS TO IDENTIFY THE ROOT
PROBLEM IN SITUATIONS, A TASK THAT CAN REQUIRE MUCH TIME AND ENERGY. EFFICIENCY IS
DESIRABLE, BUT TRYING TO IMPLEMENT A SOLUTION AS QUICKLY AS POSSIBLE CAN RESULT IN A
HASTY AND INCORRECT SOLUTION. REFLECTIVE THINKING IS ALWAYS BENEFICIAL, BUT THIS IS NOT A
SPECIFIC COMPONENT OF THE TRADITIONAL PROBLEM-SOLVING MODEL. OUTSIDE INPUT MAY OR
MAY NOT BE NECESSARY; THIS VARIES WITH EACH INDIVIDUAL PROBLEM.
PTS: 1 DIF: MODERATE REF: PAGE: 7 OBJ: 1 NAT: CLIENT NEEDS: SAFE AND
EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE TOP: CHAPTER NUMBER: 01: TITLE:
TRADITIONAL PROBLEM-SOLVING PROCESS
KEY: INTEGRATED PROCESS: NURSING PROCESS
BLM: COGNITIVE LEVEL: ANALYZE NOT: MULTIPLE CHOICE
3. WHICH STATEMENT IS TRUE REGARDING DECISION MAKING?
A. SCIENTIFIC METHODS PROVIDE IDENTICAL DECISIONS BY DIFFERENT INDIVIDUALS FOR THE
SAME PROBLEMS.
B. DECISIONS ARE GREATLY INFLUENCED BY EACH PERSON’S VALUE SYSTEM.
C. PERSONAL BELIEFS CAN BE ADJUSTED FOR WHEN THE SCIENTIFIC APPROACH TO PROBLEM
SOLVING IS USED.
D. PAST EXPERIENCE HAS LITTLE TO DO WITH THE QUALITY OF THE DECISION.
ANS:B
FEEDBACK: VALUES, LIFE EXPERIENCE, INDIVIDUAL PREFERENCE, AND INDIVIDUAL WAYS OF
THINKING WILL INFLUENCE A PERSON’S DECISION MAKING. NO MATTER HOW OBJECTIVE THE
CRITERIA WILL BE, VALUE JUDGMENTS WILL ALWAYS PLAY A PART IN A PERSON’S DECISION MAKING,
EITHER CONSCIOUSLY OR SUBCONSCIOUSLY. IT IS NOT POSSIBLE FOR A NURSE TO FULLY “SET ASIDE”
PERSONAL BELIEFS WHEN MAKING A DECISION, EVEN IF THE NURSE APPLIES THE PRINCIPLES OF SELF-
REFLECTION.
PTS: 1 DIF: MODERATE REF: PAGE: 17 OBJ: 3 NAT: CLIENT NEEDS: SAFE
AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
TOP: CHAPTER NUMBER: 01: TITLE: VALUES KEY: INTEGRATED PROCESS: NURSING PROCESS BLM:
COGNITIVE LEVEL: UNDERSTAND NOT: MULTIPLE CHOICE
