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Test Bank & Study Guide: Leadership Roles and Management Functions in Nursing, 9th Edition (Marquis & Huston)

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This document is a comprehensive test bank and study resource for Leadership Roles and Management Functions in Nursing, 9th Edition by Bessie L. Marquis and Carol J. Huston. It contains hundreds of multiple-choice questions with answers and rationales, covering all key topics in nursing leadership and management. Ideal for: Nursing students preparing for exams Educators creating quizzes, tests, or study materials Review for NCLEX-RN or nursing management certification Self-assessment and concept reinforcement Topics Covered Include: Decision Making, Problem Solving, Critical Thinking Leadership Theories (Classical, 21st-Century, Transformational, Servant Leadership) Ethical & Legal Issues in Nursing Advocacy, Planning, Change Management Time Management, Fiscal Planning, Career Development Organizational Structure, Power Dynamics, Staffing & Scheduling Communication, Conflict Resolution, Performance Appraisal Motivation, Delegation, Collective Bargaining Quality Control, Problem Employees, and more Features: Question-and-answer format with detailed feedback Aligned with textbook chapters for easy reference Useful for both individual study and classroom instruction Helps reinforce understanding of nursing leadership principles and real-world application This resource is an excellent tool for mastering the content required for effective nursing leadership and management practice.

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Written in
2025/2026
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,ProductVDescription
LeadershipVRolesVandVManagementVFunctionsVinVNursingV9thVEditionVMarquis,VHust
onVTestVBank
ISBN-
10:1496349792VISBN-
13:9781496349798


TableVofVContents


ChapterV1VDecisionVMaking,VProblemVSolving,VCriticalVThinking,VandVClinicalVReasoning:VRequisitesVforVSuccessfulVLeadershipVandVManage
ment



ChapterV2VClassicalVViewsVofVLeadershipVandVManagement



ChapterV3VTwenty-First-CenturyVThinkingVAboutVLeadershipVandVManagement



ChapterV4VEthicalVIssues



ChapterV5VLegalVandVLegislativeVIssues



ChapterV6VPatient,VSubordinate,VWorkplace,VandVProfessionalVAdvocacy



ChapterV7VOrganizationalVPlanning



ChapterV8VPlannedVChange



ChapterV9VTimeVManagement



ChapterV10VFiscalVPlanning



ChapterV11VCareerVPlanningVandVDevelopmentVinVNursing



ChapterV12VOrganizationalVStructure



ChapterV13VOrganizational,VPolitical,VandVPersonalVPower



ChapterV14VOrganizingVPatientVCare

,ChapterV15VEmployeeVRecruitment,VSelection,VPlacement,VandVIndoctrination



ChapterV16VSocializingVandVEducatingVStaffVinVaVLearningVOrganization



ChapterV17VStaffingVNeedsVandVSchedulingVPolicies



ChapterV18VCreatingVaVMotivatingVClimate



ChapterV19VOrganizational,VInterpersonal,VandVGroupVCommunication



ChapterV20VDelegation



ChapterV21VEffectiveVConflictVResolutionVandVNegotiation



ChapterV22VCollectiveVBargaining,VUnionization,VandVEmploymentVLaws



ChapterV23VQualityVControl



ChapterV24VPerformanceVAppraisal



ChapterV25VProblemVEmployees:VRuleVBreakers,VMarginalVEmployees,VandVtheVChemicallyVorVPsychologicallyVImpaired

, TESTVBANKVFORVLEADERSHIPVROLESVANDVMANAGEMENTVFUNCTIONSVINVNURSINGV9THVEDITIONVBYVMARQUIS




1. WhatVstatementVisVtrueVregardingVdecisionVmaking?
A) ItVisVanVanalysisVofVaVsituation
B) ItVisVcloselyVrelatedVtoVevaluation
C) ItVinvolvesVchoosingVbetweenVcoursesVofVaction
D) ItVisVdependentVuponVfindingVtheVcauseVofVaVpro
blemVAns:V C
Feedback:
DecisionVmakingVisVaVcomplexVcognitiveVprocessVoftenVdefinedVasVchoosingVaVpart
icularVcourseVofVaction.VProblemVsolvingVisVpartVofVdecisionVmakingVandVisVaVsyst
ematicVprocessVthatVfocusesVonVanalyzingVaVdifficultVsituation.VCriticalVthinking,Vso
metimesVreferredVtoVasVreflectiveVthinking,VisVrelatedVtoVevaluationVandVhasVaVbroa
derVscopeVthanVdecisionV makingVandVproblemVsolving.


2. WhatVisVaVweaknessVofVtheVtraditionalVproblem-solvingVmodel?
A) ItsVneedVforVimplementationVtime
B) ItsVlackVofVaVstepVrequiringVevaluationVofVresults
C) ItsVfailureVtoVgatherVsufficientVdata
D) ItsVfailureVtoVevaluateValternativ
esVAns:V A
Feedback:
TheVtraditionalVproblem-
solvingVmodelVisVlessVeffectiveVwhenVtimeVconstraintsVareVaVconsideration.VDecisio
nVmakingVcanVoccurVwithoutVtheVfullVanalysisVrequiredVinVproblemVsolving.VBecaus
eVproblemVsolN ving VattemptsVtoVidentifyVtheVrootVproblemVinVsituations,VmuchVtim
eVandVenergyVareVspentVonVidentifyingVtheVrealVproblem.


3. WhichVofVtheVfollowingVstatementsVisVtrueVregardingVdecisionVmaking?
A) ScientificVmethodsVprovideVidenticalVdecisionsVbyVdifferentVindividualsVfo
rVtheVsameVproblems
B) DecisionsVareVgreatlyVinfluencedVbyVeachVperson'sVvalueVsystem
C) PersonalVbeliefsVcanVbeVadjustedVforVwhenVtheVscientificVapproachVtoVpr
oblemVsolvingVisVused
D) PastVexperienceVhasVlittleVtoVdoVwithVtheVqualityVofVtheVde
cisionVAns:V B
Feedback:
Values,VlifeVexperience,VindividualVpreference,VandVindividualVwaysVofVthinkingVwil
lVinfluenceVaVperson'sVdecisionVmaking.VNoVmatterVhowVobjectiveVtheVcriteriaVwillV
be,VvalueVjudgmentsVwillValwaysVplayVaVpartVinVaVperson'sVdecisionVmaking,Veither
VconsciouslyVorVsubconsciously.




PageV
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