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 ...............................................................................3
CHAPTER 02: CHANGE AND INNOVATION ..............................................................................................................14
CHAPTER 03: ORGANIZATIONAL CLIMATE AND CULTURE ..................................................................................26
CHAPTER 04: MANAGERIAL DECISION MAKING ....................................................................................................37
CHAPTER 05: MANAGING TIME AND STRESS ........................................................................................................49
CHAPTER 06: LEGAL AND ETHICAL ISSUES...........................................................................................................61
CHAPTER 07: COMMUNICATION LEADERSHIP ......................................................................................................73
CHAPTER 08: TEAM BUILDING AND WORKING WITH EFFECTIVE GROUPS .......................................................85
CHAPTER 09: DELEGATION IN NURSING ................................................................................................................97
CHAPTER 10: POWER AND CONFLICT .................................................................................................................. 109
CHAPTER 11: WORKPLACE DIVERSITY ................................................................................................................ 121
CHAPTER 12: ORGANIZATIONAL STRUCTURE .................................................................................................... 133
CHAPTER 13: DECENTRALIZATION AND SHARED GOVERNANCE .................................................................... 144
CHAPTER 14: STRATEGIC MANAGEMENT ............................................................................................................ 156
CHAPTER 15: PROFESSIONAL PRACTICE MODELS ............................................................................................ 169
CHAPTER 16: CASE AND POPULATION HEALTH MANAGEMENT ....................................................................... 180
CHAPTER 17: EVIDENCE-BASED PRACTICE: STRATEGIES FOR NURSING LEADERS .................................... 192
CHAPTER 18: QUALITY AND SAFETY .................................................................................................................... 203
CHAPTER 19: MEASURING AND MANAGING OUTCOMES .................................................................................. 218
CHAPTER 20: PREVENTION OF WORKPLACE VIOLENCE ................................................................................... 225
CHAPTER 21: CONFRONTING THE NURSING SHORTAGE.................................................................................. 235
CHAPTER 22: STAFFING AND SCHEDULING ........................................................................................................ 249
CHAPTER 23: BUDGETING, PRODUCTIVITY, AND COSTING OUT NURSING .................................................... 260
CHAPTER 24: PERFORMANCE APPRAISAL .......................................................................................................... 268
CHAPTER 25: EMERGENCY MANAGEMENT AND PREPAREDNESS .................................................................. 280
CHAPTER 26: DATA MANAGEMENT AND CLINICAL INFORMATICS ................................................................... 292
CHAPTER 27: MARKETING...................................................................................................................................... 304
,CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES
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.
ANSWER: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
ANSWER: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
,3. A STAFF REGISTERED NURSE (RN) IS LEADING A MULTIDISCIPLINARY CLINICAL PATHWAY TEAM IN THE
DEVELOPMENT OF CARE FOR PATIENTS WITH TOTAL KNEE REPLACEMENT. WHICH OF THE FOLLOWING
STATEMENTS EXEMPLIFIES LEADERSHIP BEHAVIORS IN A CLINICAL PATHWAY TEAM MEETING?
A. “NURSING IS RESPONSIBLE FOR PAIN CONTROL OF THE TOTAL KNEE REPLACEMENT PATIENT.”
B. “OUR PHARMACIST HAS PROVIDED SOME EXCELLENT PAIN CONTROL LITERATURE.”
C. “PHYSICAL THERAPY’S EXPERTISE IS IN REHABILITATION, NOT PAIN CONTROL.”
D. “TOTAL KNEE REPLACEMENT PATIENTS REQUIRE OPTIMAL PAIN CONTROL.”
ANSWER:B
LEADERSHIP IS THE PROCESS OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS BY INSPIRING
CONFIDENCE AND SUPPORT AMONG FOLLOWERS. THE CORRECT ANSWER IS SUPPORTIVE OF A TEAM
MEMBER’S WORK AND DEPICTS SOME SKILL AT INTERPERSONAL RELATIONSHIPS.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION)
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: PHYSIOLOGICAL INTEGRITY: PHARMACOLOGICAL AND PARENTERAL THERAPIES
4. WHICH OF THE FOLLOWING IS TRUE OF MANAGEMENT ACTIVITIES?
A. INSPIRING A VISION IS A MANAGEMENT FUNCTION.
B. MANAGEMENT IS FOCUSED ON TASK ACCOMPLISHMENT.
C. MANAGEMENT IS MORE FOCUSED ON HUMAN RELATIONSHIPS.
D. MANAGEMENT IS MORE IMPORTANT THAN LEADERSHIP.
ANSWER:B
MANAGEMENT IS FOCUSED ON TASK ACCOMPLISHMENT.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
5. DURING A STAFF MEETING, A GROUP OF RNS HAS COMPLAINED THAT MEDICATIONS ARE NOT
ARRIVING TO THE UNIT IN A TIMELY MANNER. THE NURSE MANAGER SUGGESTS THAT THE GROUP
RESOLVE THIS ISSUE THROUGH THE DEVELOPMENT AND WORK OF A MULTIDISCIPLINARY TEAM LED BY
ONE OF THESE RNS. THIS SCENARIO DEMONSTRATES:
A. ADAPTATION.
B. EMPOWERMENT.
,C. FLEXIBILITY.
D. RELATIONSHIP MANAGEMENT.
ANSWER:B
EMPOWERMENT IS THE GIVING OF AUTHORITY, RESPONSIBILITY, AND THE FREEDOM TO ACT. IN THIS
SITUATION, THE MANAGER HAS GIVEN AUTHORITY, RESPONSIBILITY, AND THE FREEDOM TO ACT IN
THE INVESTIGATION AND RESOLUTION OF THIS ISSUE.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION)
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
6. A NURSE IS CARING FOR AN ELDERLY PATIENT WHO WAS ADMITTED AFTER SUSTAINING A FALL AT
HOME. WHEN CREATING A CARE PLAN FOR THE PATIENT, SHE REQUESTS THAT THE DOCTOR ORDER A
HOME HEALTH VISIT TO ASSESS FOR HOME SAFETY AND MEDICATION COMPLIANCE. IN ADDITION, THE
NURSE IS CONCERNED ABOUT THE NUTRITION OF THE PATIENT AND REQUESTS A DIETITIAN
EVALUATION. THE NURSE IS DEMONSTRATING WHICH OF THE FOLLOWING LEADERSHIP SKILLS?
A. CARE PROVIDER
B. BUSINESS PRINCIPLES
C. CARE COORDINATION
D. CHANGE MANAGEMENT
ANSWER:C
CARE COORDINATION IS THE DELIVERY OF NURSING SERVICES THAT INVOLVES THE ORGANIZATION
AND COORDINATION OF COMPLEX ACTIVITIES. THE NURSE USES MANAGERIAL AND LEADERSHIP
SKILLS TO FACILITATE DELIVERY OF QUALITY CARE.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION)
TOP: NURSING PROCESS: PLANNING
MSC: CLIENT NEEDS: PHYSIOLOGICAL INTEGRITY: REDUCTION OF RISK POTENTIAL
7. INTERPERSONAL COMMUNICATION AND THE ABILITY TO APPLY______ARE TWO CRITICAL SKILLS
EVERY NURSE NEEDS TO ENHANCE PROFESSIONAL PRACTICE.
A. VISION
B. SUPERVISION
C. DELEGATION
,D. PROBLEM SOLVING
ANSWER:D
EVERY NURSE NEEDS TWO CRITICAL SKILLS TO ENHANCE PROFESSIONAL PRACTICE. ONE IS A SKILL
AT INTERPERSONAL RELATIONSHIPS. THIS IS FUNDAMENTAL TO LEADERSHIP AND THE WORK OF
NURSING. THE SECOND SKILL IS APPLYING THE PROBLEM-SOLVING PROCESS. THIS INVOLVES
CRITICAL THINKING, PROBLEM IDENTIFICATION, AND THE DEVELOPMENT OF OBJECTIVITY.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
8. GOOD LEADERS NEED TO BE ABLE TO DEMONSTRATE AN INTUITIVE SKILL OF EMPATHY AND
EXPRESSIVENESS WHEN DEALING WITH OTHERS IN THE WORKPLACE. THIS REQUIRES SENSITIVITY AND
AWARENESS OF THE EMOTIONS AND MOODS OF OTHERS AND IS KNOWN AS:
A. SOCIAL AWARENESS.
B. SELF-AWARENESS.
C. SELF-MANAGEMENT.
D. RELATIONSHIP MANAGEMENT.
ANSWER:A
SOCIAL AWARENESS IS AN INTUITIVE SKILL OF EMPATHY AND EXPRESSIVENESS IN BEING SENSITIVE
AND AWARE OF THE EMOTIONS AND MOODS OF OTHERS.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
9. THE PERSONAL LEADERSHIP SKILL FOR NURSES THAT CONSISTS OF SELF-AWARENESS, DISCIPLINE,
MOTIVATION, SOCIAL AWARENESS, AND RELATIONSHIP MANAGEMENT IS KNOWN AS WHAT?
A. LEADERSHIP.
B. MANAGEMENT.
C. EMOTIONAL INTELLIGENCE
D. VISION
ANSWER:C
AMONG THE IMPORTANT PERSONAL LEADERSHIP SKILLS FOR NURSES IS EMOTIONAL INTELLIGENCE
(EI). EI TRAITS ARE EMOTIONAL FACTORS CONSISTING OF FIVE DEFINING ATTRIBUTES: SELF-
,AWARENESS, SELF- REGULATION OR DISCIPLINE, MOTIVATION, SOCIAL AWARENESS, AND
RELATIONSHIP MANAGEMENT.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
TOP: NURSING PROCESS: IMPLEMENTATION
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
10.________ARE VITAL TO GOOD LEADERS BECAUSE THEY ARE ABLE TO TAKE THE VISION OF THE
LEADER AND ACHIEVE THE DETERMINED GOALS.
A. MANAGERS
B. MOTIVATORS
C. VISIONARIES
D. FOLLOWERS
ANSWER:D
WITHOUT FOLLOWERS, THERE IS NO LEADERSHIP. FOLLOWERS ARE VITAL BECAUSE THEY ACCEPT OR
REJECT THE LEADER AND DETERMINE THE LEADER’S PERSONAL POWER.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
11. THE BEST LEADERSHIP STYLE FOR UNFAVORABLE CONDITIONS IS:
A. LEADER–MEMBER RELATIONS.
B. TASK-ORIENTED STRUCTURE.
C. POSITION POWER.
D. LAISSEZ-FAIRE.
ANSWER:B
THE NEED FOR TASK-ORIENTED LEADERS OCCURS WHEN THE SITUATION IS EXTREME. THE BEST
LEADERSHIP STYLE FOR UNFAVORABLE CONDITIONS IS TASK-ORIENTED.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
,12. NURSING MANAGEMENT IS DEFINED AS:
A. DELEGATION OF AUTHORITY AND RESPONSIBILITY AND THE COORDINATION OF TASKS.
B. THE INTEGRATION OF RESOURCES THROUGH PLANNING, ORGANIZING, AND DIRECTING.
C. THE PROCESS OF INFLUENCING PATIENTS TO ACCOMPLISH GOALS.
D. THE COORDINATION AND INTEGRATION OF NURSING RESOURCES BY APPLYING THE
MANAGEMENT PROCESS TO ACCOMPLISH NURSING CARE AND SERVICE GOALS AND OBJECTIVES.
ANSWER:D
THE COORDINATION AND INTEGRATION OF NURSING RESOURCES BY APPLYING THE MANAGEMENT
PROCESS TO ACCOMPLISH NURSING CARE AND SERVICE GOALS AND OBJECTIVES IS THE DEFINITION
OF NURSING MANAGEMENT.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE) TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
13. A NURSING UNIT HAS DEMONSTRATED LOWER PATIENT SATISFACTION SCORES DURING THE
LAST QUARTER. THE MANAGER OF THE UNIT HAS FORMED A SMALL TEAM TO SET LONG- AND SHORT-
TERM GOALS FOR THE UNIT WITH ACTION PLANS TO INCREASE PATIENT SATISFACTION. THIS IS AN
EXAMPLE OF WHICH MANAGEMENT PROCESS?
A. PLANNING
B. ORGANIZING
C. COORDINATING
D. CONTROLLING
ANSWER:A
PLANNING IS THE MANAGERIAL FUNCTION OF SELECTING PRIORITIES, RESULTS, AND METHODS TO
ACHIEVE RESULTS.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION) TOP: NURSING PROCESS: PLANNING
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
14. A NURSING UNIT HAS DISCOVERED A SERIES OF MEDICATION ERRORS WITH REGARD TO A
PARTICULAR COMPUTERIZED PHYSICIAN ORDER SET AND THE CALCULATION WITHIN THE ORDER. THE
UNIT MANAGER HAS A THEORY ON CHANGES THAT SHOULD BE MADE WITHIN THE ORDER TO
DECREASE THE CONFUSION FOR NURSING STAFF. HOWEVER, THE NURSE MANAGER REALIZES THAT
CHANGES WOULD NEED TO BE MADE WITH PHARMACY INPUT AS WELL AS OTHER NURSING UNITS
WITHIN THE FACILITY AND THE MULTIHOSPITAL SYSTEM. WHICH OF THE FOLLOWING MANAGEMENT
THEORIES IS EXEMPLIFIED WHEN THE NURSE MANAGER CONSIDERS THE IMPACT OF CHANGE ON THE
ORGANIZATION AS A WHOLE?
,A. CONTINGENCY THEORY
B. SYSTEMS THEORY
C. COMPLEXITY THEORY
D. CHAOS THEORY
ANSWER:B
SYSTEMS THEORY HELPS MANAGERS RECOGNIZE THEIR WORK AS BEING EMBEDDED WITHIN A
SYSTEM. MANAGERS USE THIS THEORY TO LEARN THAT CHANGING ONE PART OF A SYSTEM
INEVITABLY AFFECTS THE WHOLE SYSTEM.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION) TOP: NURSING PROCESS: PLANNING MSC:
CLIENT NEEDS: PHYSIOLOGICAL INTEGRITY: REDUCTION OF RISK POTENTIAL
15. THE ROLE OF THE IS TO PROVIDE LEADERSHIP AND DIRECTION FOR ALL ASPECTS OF
NURSING SERVICES WITH A FOCUS ON INTEGRATING THE SYSTEM AND BUILDING A CULTURE.
A. NURSE MANAGER
B. CARE PROVIDER
C. NURSE EXECUTIVE
D. SENIOR LEADER
ANSWER:C
THE NURSE EXECUTIVE’S ROLE AND FUNCTIONS CONCENTRATE ON LONG-TERM ADMINISTRATION OF
AN INSTITUTION OR PROGRAM THAT DELIVERS NURSING SERVICES, FOCUSING ON INTEGRATING THE
SYSTEM AND BUILDING A CULTURE.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE) TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
16. THE POSTOPERATIVE PATIENT WITH ANTERIOR CERVICAL LAMINECTOMY IS COMPLAINING OF
TIGHTNESS IN HIS THROAT. HIS VOICE IS RASPY. THE STAFF NURSE ASKS THE UNIT SECRETARY TO
PAGE DR. JULIO STAT. THIS IS AN EXAMPLE OF LEADERSHIP.
A. AUTHORITARIAN
B. DEMOCRATIC
C. LAISSEZ-FAIRE
D. SERVANT
ANSWER:A
AUTHORITARIAN LEADERSHIP USES DIRECTIVE AND CONTROLLING BEHAVIORS IN WHICH THE LEADER
DETERMINES POLICIES AND MAKES DECISIONS IN ISOLATION. THE LEADER ORDERS SUBORDINATES TO
CARRY OUT THE TASKS OR WORK. THIS STYLE IS HELPFUL IN CRISIS SITUATIONS.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION)
, TOP: NURSING PROCESS: IMPLEMENTATION
MSC: CLIENT NEEDS: PHYSIOLOGICAL INTEGRITY: PHYSIOLOGICAL ADAPTATION
17. A QUALITY IMPROVEMENT TEAM IS WORKING TO ENHANCE TEAMWORK AMONG THE STAFF IN A
NEWLY DEVELOPED ALZHEIMER’S PROGRAM. WHICH OF THE FOLLOWING STATEMENTS WOULD BE AN
EXPECTED BEHAVIOR THAT ILLUSTRATES QUANTUM LEADERSHIP?
A. “AFTER THE MEETING TODAY, EACH MEMBER ON THIS TEAM WILL BE A ROLE MODEL OF GOOD
COMMUNICATION TECHNIQUES TO OTHER STAFF MEMBERS.”
B. “HOW WOULD YOU DESCRIBE AN IDEAL COLLABORATIVE PRACTICE ENVIRONMENT?”
C. “WHAT DO YOU THINK ABOUT SHARING OUR OPINIONS TODAY IN A MUTUALLY RESPECTFUL
MANNER AS WE MOVE AROUND THE TABLE?”
D. “YOU FOLKS ARE HIGHLY MOTIVATED AND SMART ENOUGH TO DEVELOP A PLAN ON YOUR OWN.
I’LL SUPPORT YOU AS NEEDED.”
ANSWER:B
QUANTUM LEADERSHIP FOSTERS AN ENVIRONMENT OF CURIOSITY, QUESTIONING, AND EXPLORATION.
ANSWER A DEPICTS AN AUTHORITARIAN LEADERSHIP STYLE.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION) TOP: NURSING PROCESS: EVALUATION MSC:
CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
18. A NURSING EXECUTIVE IS LEADING A MULTIDISCIPLINARY TEAM OF PROFESSIONALS WHO HAVE
WORKED WELL TOGETHER ON PRIOR INITIATIVES. WHICH OF THE FOLLOWING LEADERSHIP STYLES
MIGHT WORK BEST IN THIS SITUATION?
A. AUTHORITARIAN
B. DEMOCRATIC
C. TRANSFORMATIONAL
D. TRANSACTIONAL
ANSWER:B
DEMOCRATIC LEADERSHIP WOULD WORK BEST IN THIS SITUATION. THIS APPROACH IMPLIES A
RELATIONSHIP AND PERSON ORIENTATION AND POLICIES ARE A MATTER OF GROUP DISCUSSION AND
DECISION.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION) TOP: NURSING PROCESS: PLANNING 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 ...............................................................................3
CHAPTER 02: CHANGE AND INNOVATION ..............................................................................................................14
CHAPTER 03: ORGANIZATIONAL CLIMATE AND CULTURE ..................................................................................26
CHAPTER 04: MANAGERIAL DECISION MAKING ....................................................................................................37
CHAPTER 05: MANAGING TIME AND STRESS ........................................................................................................49
CHAPTER 06: LEGAL AND ETHICAL ISSUES...........................................................................................................61
CHAPTER 07: COMMUNICATION LEADERSHIP ......................................................................................................73
CHAPTER 08: TEAM BUILDING AND WORKING WITH EFFECTIVE GROUPS .......................................................85
CHAPTER 09: DELEGATION IN NURSING ................................................................................................................97
CHAPTER 10: POWER AND CONFLICT .................................................................................................................. 109
CHAPTER 11: WORKPLACE DIVERSITY ................................................................................................................ 121
CHAPTER 12: ORGANIZATIONAL STRUCTURE .................................................................................................... 133
CHAPTER 13: DECENTRALIZATION AND SHARED GOVERNANCE .................................................................... 144
CHAPTER 14: STRATEGIC MANAGEMENT ............................................................................................................ 156
CHAPTER 15: PROFESSIONAL PRACTICE MODELS ............................................................................................ 169
CHAPTER 16: CASE AND POPULATION HEALTH MANAGEMENT ....................................................................... 180
CHAPTER 17: EVIDENCE-BASED PRACTICE: STRATEGIES FOR NURSING LEADERS .................................... 192
CHAPTER 18: QUALITY AND SAFETY .................................................................................................................... 203
CHAPTER 19: MEASURING AND MANAGING OUTCOMES .................................................................................. 218
CHAPTER 20: PREVENTION OF WORKPLACE VIOLENCE ................................................................................... 225
CHAPTER 21: CONFRONTING THE NURSING SHORTAGE.................................................................................. 235
CHAPTER 22: STAFFING AND SCHEDULING ........................................................................................................ 249
CHAPTER 23: BUDGETING, PRODUCTIVITY, AND COSTING OUT NURSING .................................................... 260
CHAPTER 24: PERFORMANCE APPRAISAL .......................................................................................................... 268
CHAPTER 25: EMERGENCY MANAGEMENT AND PREPAREDNESS .................................................................. 280
CHAPTER 26: DATA MANAGEMENT AND CLINICAL INFORMATICS ................................................................... 292
CHAPTER 27: MARKETING...................................................................................................................................... 304
,CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES
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.
ANSWER: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
ANSWER: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
,3. A STAFF REGISTERED NURSE (RN) IS LEADING A MULTIDISCIPLINARY CLINICAL PATHWAY TEAM IN THE
DEVELOPMENT OF CARE FOR PATIENTS WITH TOTAL KNEE REPLACEMENT. WHICH OF THE FOLLOWING
STATEMENTS EXEMPLIFIES LEADERSHIP BEHAVIORS IN A CLINICAL PATHWAY TEAM MEETING?
A. “NURSING IS RESPONSIBLE FOR PAIN CONTROL OF THE TOTAL KNEE REPLACEMENT PATIENT.”
B. “OUR PHARMACIST HAS PROVIDED SOME EXCELLENT PAIN CONTROL LITERATURE.”
C. “PHYSICAL THERAPY’S EXPERTISE IS IN REHABILITATION, NOT PAIN CONTROL.”
D. “TOTAL KNEE REPLACEMENT PATIENTS REQUIRE OPTIMAL PAIN CONTROL.”
ANSWER:B
LEADERSHIP IS THE PROCESS OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS BY INSPIRING
CONFIDENCE AND SUPPORT AMONG FOLLOWERS. THE CORRECT ANSWER IS SUPPORTIVE OF A TEAM
MEMBER’S WORK AND DEPICTS SOME SKILL AT INTERPERSONAL RELATIONSHIPS.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION)
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: PHYSIOLOGICAL INTEGRITY: PHARMACOLOGICAL AND PARENTERAL THERAPIES
4. WHICH OF THE FOLLOWING IS TRUE OF MANAGEMENT ACTIVITIES?
A. INSPIRING A VISION IS A MANAGEMENT FUNCTION.
B. MANAGEMENT IS FOCUSED ON TASK ACCOMPLISHMENT.
C. MANAGEMENT IS MORE FOCUSED ON HUMAN RELATIONSHIPS.
D. MANAGEMENT IS MORE IMPORTANT THAN LEADERSHIP.
ANSWER:B
MANAGEMENT IS FOCUSED ON TASK ACCOMPLISHMENT.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
5. DURING A STAFF MEETING, A GROUP OF RNS HAS COMPLAINED THAT MEDICATIONS ARE NOT
ARRIVING TO THE UNIT IN A TIMELY MANNER. THE NURSE MANAGER SUGGESTS THAT THE GROUP
RESOLVE THIS ISSUE THROUGH THE DEVELOPMENT AND WORK OF A MULTIDISCIPLINARY TEAM LED BY
ONE OF THESE RNS. THIS SCENARIO DEMONSTRATES:
A. ADAPTATION.
B. EMPOWERMENT.
,C. FLEXIBILITY.
D. RELATIONSHIP MANAGEMENT.
ANSWER:B
EMPOWERMENT IS THE GIVING OF AUTHORITY, RESPONSIBILITY, AND THE FREEDOM TO ACT. IN THIS
SITUATION, THE MANAGER HAS GIVEN AUTHORITY, RESPONSIBILITY, AND THE FREEDOM TO ACT IN
THE INVESTIGATION AND RESOLUTION OF THIS ISSUE.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION)
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
6. A NURSE IS CARING FOR AN ELDERLY PATIENT WHO WAS ADMITTED AFTER SUSTAINING A FALL AT
HOME. WHEN CREATING A CARE PLAN FOR THE PATIENT, SHE REQUESTS THAT THE DOCTOR ORDER A
HOME HEALTH VISIT TO ASSESS FOR HOME SAFETY AND MEDICATION COMPLIANCE. IN ADDITION, THE
NURSE IS CONCERNED ABOUT THE NUTRITION OF THE PATIENT AND REQUESTS A DIETITIAN
EVALUATION. THE NURSE IS DEMONSTRATING WHICH OF THE FOLLOWING LEADERSHIP SKILLS?
A. CARE PROVIDER
B. BUSINESS PRINCIPLES
C. CARE COORDINATION
D. CHANGE MANAGEMENT
ANSWER:C
CARE COORDINATION IS THE DELIVERY OF NURSING SERVICES THAT INVOLVES THE ORGANIZATION
AND COORDINATION OF COMPLEX ACTIVITIES. THE NURSE USES MANAGERIAL AND LEADERSHIP
SKILLS TO FACILITATE DELIVERY OF QUALITY CARE.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION)
TOP: NURSING PROCESS: PLANNING
MSC: CLIENT NEEDS: PHYSIOLOGICAL INTEGRITY: REDUCTION OF RISK POTENTIAL
7. INTERPERSONAL COMMUNICATION AND THE ABILITY TO APPLY______ARE TWO CRITICAL SKILLS
EVERY NURSE NEEDS TO ENHANCE PROFESSIONAL PRACTICE.
A. VISION
B. SUPERVISION
C. DELEGATION
,D. PROBLEM SOLVING
ANSWER:D
EVERY NURSE NEEDS TWO CRITICAL SKILLS TO ENHANCE PROFESSIONAL PRACTICE. ONE IS A SKILL
AT INTERPERSONAL RELATIONSHIPS. THIS IS FUNDAMENTAL TO LEADERSHIP AND THE WORK OF
NURSING. THE SECOND SKILL IS APPLYING THE PROBLEM-SOLVING PROCESS. THIS INVOLVES
CRITICAL THINKING, PROBLEM IDENTIFICATION, AND THE DEVELOPMENT OF OBJECTIVITY.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
8. GOOD LEADERS NEED TO BE ABLE TO DEMONSTRATE AN INTUITIVE SKILL OF EMPATHY AND
EXPRESSIVENESS WHEN DEALING WITH OTHERS IN THE WORKPLACE. THIS REQUIRES SENSITIVITY AND
AWARENESS OF THE EMOTIONS AND MOODS OF OTHERS AND IS KNOWN AS:
A. SOCIAL AWARENESS.
B. SELF-AWARENESS.
C. SELF-MANAGEMENT.
D. RELATIONSHIP MANAGEMENT.
ANSWER:A
SOCIAL AWARENESS IS AN INTUITIVE SKILL OF EMPATHY AND EXPRESSIVENESS IN BEING SENSITIVE
AND AWARE OF THE EMOTIONS AND MOODS OF OTHERS.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
9. THE PERSONAL LEADERSHIP SKILL FOR NURSES THAT CONSISTS OF SELF-AWARENESS, DISCIPLINE,
MOTIVATION, SOCIAL AWARENESS, AND RELATIONSHIP MANAGEMENT IS KNOWN AS WHAT?
A. LEADERSHIP.
B. MANAGEMENT.
C. EMOTIONAL INTELLIGENCE
D. VISION
ANSWER:C
AMONG THE IMPORTANT PERSONAL LEADERSHIP SKILLS FOR NURSES IS EMOTIONAL INTELLIGENCE
(EI). EI TRAITS ARE EMOTIONAL FACTORS CONSISTING OF FIVE DEFINING ATTRIBUTES: SELF-
,AWARENESS, SELF- REGULATION OR DISCIPLINE, MOTIVATION, SOCIAL AWARENESS, AND
RELATIONSHIP MANAGEMENT.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
TOP: NURSING PROCESS: IMPLEMENTATION
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
10.________ARE VITAL TO GOOD LEADERS BECAUSE THEY ARE ABLE TO TAKE THE VISION OF THE
LEADER AND ACHIEVE THE DETERMINED GOALS.
A. MANAGERS
B. MOTIVATORS
C. VISIONARIES
D. FOLLOWERS
ANSWER:D
WITHOUT FOLLOWERS, THERE IS NO LEADERSHIP. FOLLOWERS ARE VITAL BECAUSE THEY ACCEPT OR
REJECT THE LEADER AND DETERMINE THE LEADER’S PERSONAL POWER.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
11. THE BEST LEADERSHIP STYLE FOR UNFAVORABLE CONDITIONS IS:
A. LEADER–MEMBER RELATIONS.
B. TASK-ORIENTED STRUCTURE.
C. POSITION POWER.
D. LAISSEZ-FAIRE.
ANSWER:B
THE NEED FOR TASK-ORIENTED LEADERS OCCURS WHEN THE SITUATION IS EXTREME. THE BEST
LEADERSHIP STYLE FOR UNFAVORABLE CONDITIONS IS TASK-ORIENTED.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
,12. NURSING MANAGEMENT IS DEFINED AS:
A. DELEGATION OF AUTHORITY AND RESPONSIBILITY AND THE COORDINATION OF TASKS.
B. THE INTEGRATION OF RESOURCES THROUGH PLANNING, ORGANIZING, AND DIRECTING.
C. THE PROCESS OF INFLUENCING PATIENTS TO ACCOMPLISH GOALS.
D. THE COORDINATION AND INTEGRATION OF NURSING RESOURCES BY APPLYING THE
MANAGEMENT PROCESS TO ACCOMPLISH NURSING CARE AND SERVICE GOALS AND OBJECTIVES.
ANSWER:D
THE COORDINATION AND INTEGRATION OF NURSING RESOURCES BY APPLYING THE MANAGEMENT
PROCESS TO ACCOMPLISH NURSING CARE AND SERVICE GOALS AND OBJECTIVES IS THE DEFINITION
OF NURSING MANAGEMENT.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE) TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
13. A NURSING UNIT HAS DEMONSTRATED LOWER PATIENT SATISFACTION SCORES DURING THE
LAST QUARTER. THE MANAGER OF THE UNIT HAS FORMED A SMALL TEAM TO SET LONG- AND SHORT-
TERM GOALS FOR THE UNIT WITH ACTION PLANS TO INCREASE PATIENT SATISFACTION. THIS IS AN
EXAMPLE OF WHICH MANAGEMENT PROCESS?
A. PLANNING
B. ORGANIZING
C. COORDINATING
D. CONTROLLING
ANSWER:A
PLANNING IS THE MANAGERIAL FUNCTION OF SELECTING PRIORITIES, RESULTS, AND METHODS TO
ACHIEVE RESULTS.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION) TOP: NURSING PROCESS: PLANNING
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
14. A NURSING UNIT HAS DISCOVERED A SERIES OF MEDICATION ERRORS WITH REGARD TO A
PARTICULAR COMPUTERIZED PHYSICIAN ORDER SET AND THE CALCULATION WITHIN THE ORDER. THE
UNIT MANAGER HAS A THEORY ON CHANGES THAT SHOULD BE MADE WITHIN THE ORDER TO
DECREASE THE CONFUSION FOR NURSING STAFF. HOWEVER, THE NURSE MANAGER REALIZES THAT
CHANGES WOULD NEED TO BE MADE WITH PHARMACY INPUT AS WELL AS OTHER NURSING UNITS
WITHIN THE FACILITY AND THE MULTIHOSPITAL SYSTEM. WHICH OF THE FOLLOWING MANAGEMENT
THEORIES IS EXEMPLIFIED WHEN THE NURSE MANAGER CONSIDERS THE IMPACT OF CHANGE ON THE
ORGANIZATION AS A WHOLE?
,A. CONTINGENCY THEORY
B. SYSTEMS THEORY
C. COMPLEXITY THEORY
D. CHAOS THEORY
ANSWER:B
SYSTEMS THEORY HELPS MANAGERS RECOGNIZE THEIR WORK AS BEING EMBEDDED WITHIN A
SYSTEM. MANAGERS USE THIS THEORY TO LEARN THAT CHANGING ONE PART OF A SYSTEM
INEVITABLY AFFECTS THE WHOLE SYSTEM.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION) TOP: NURSING PROCESS: PLANNING MSC:
CLIENT NEEDS: PHYSIOLOGICAL INTEGRITY: REDUCTION OF RISK POTENTIAL
15. THE ROLE OF THE IS TO PROVIDE LEADERSHIP AND DIRECTION FOR ALL ASPECTS OF
NURSING SERVICES WITH A FOCUS ON INTEGRATING THE SYSTEM AND BUILDING A CULTURE.
A. NURSE MANAGER
B. CARE PROVIDER
C. NURSE EXECUTIVE
D. SENIOR LEADER
ANSWER:C
THE NURSE EXECUTIVE’S ROLE AND FUNCTIONS CONCENTRATE ON LONG-TERM ADMINISTRATION OF
AN INSTITUTION OR PROGRAM THAT DELIVERS NURSING SERVICES, FOCUSING ON INTEGRATING THE
SYSTEM AND BUILDING A CULTURE.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE) TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
16. THE POSTOPERATIVE PATIENT WITH ANTERIOR CERVICAL LAMINECTOMY IS COMPLAINING OF
TIGHTNESS IN HIS THROAT. HIS VOICE IS RASPY. THE STAFF NURSE ASKS THE UNIT SECRETARY TO
PAGE DR. JULIO STAT. THIS IS AN EXAMPLE OF LEADERSHIP.
A. AUTHORITARIAN
B. DEMOCRATIC
C. LAISSEZ-FAIRE
D. SERVANT
ANSWER:A
AUTHORITARIAN LEADERSHIP USES DIRECTIVE AND CONTROLLING BEHAVIORS IN WHICH THE LEADER
DETERMINES POLICIES AND MAKES DECISIONS IN ISOLATION. THE LEADER ORDERS SUBORDINATES TO
CARRY OUT THE TASKS OR WORK. THIS STYLE IS HELPFUL IN CRISIS SITUATIONS.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION)
, TOP: NURSING PROCESS: IMPLEMENTATION
MSC: CLIENT NEEDS: PHYSIOLOGICAL INTEGRITY: PHYSIOLOGICAL ADAPTATION
17. A QUALITY IMPROVEMENT TEAM IS WORKING TO ENHANCE TEAMWORK AMONG THE STAFF IN A
NEWLY DEVELOPED ALZHEIMER’S PROGRAM. WHICH OF THE FOLLOWING STATEMENTS WOULD BE AN
EXPECTED BEHAVIOR THAT ILLUSTRATES QUANTUM LEADERSHIP?
A. “AFTER THE MEETING TODAY, EACH MEMBER ON THIS TEAM WILL BE A ROLE MODEL OF GOOD
COMMUNICATION TECHNIQUES TO OTHER STAFF MEMBERS.”
B. “HOW WOULD YOU DESCRIBE AN IDEAL COLLABORATIVE PRACTICE ENVIRONMENT?”
C. “WHAT DO YOU THINK ABOUT SHARING OUR OPINIONS TODAY IN A MUTUALLY RESPECTFUL
MANNER AS WE MOVE AROUND THE TABLE?”
D. “YOU FOLKS ARE HIGHLY MOTIVATED AND SMART ENOUGH TO DEVELOP A PLAN ON YOUR OWN.
I’LL SUPPORT YOU AS NEEDED.”
ANSWER:B
QUANTUM LEADERSHIP FOSTERS AN ENVIRONMENT OF CURIOSITY, QUESTIONING, AND EXPLORATION.
ANSWER A DEPICTS AN AUTHORITARIAN LEADERSHIP STYLE.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION) TOP: NURSING PROCESS: EVALUATION MSC:
CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
18. A NURSING EXECUTIVE IS LEADING A MULTIDISCIPLINARY TEAM OF PROFESSIONALS WHO HAVE
WORKED WELL TOGETHER ON PRIOR INITIATIVES. WHICH OF THE FOLLOWING LEADERSHIP STYLES
MIGHT WORK BEST IN THIS SITUATION?
A. AUTHORITARIAN
B. DEMOCRATIC
C. TRANSFORMATIONAL
D. TRANSACTIONAL
ANSWER:B
DEMOCRATIC LEADERSHIP WOULD WORK BEST IN THIS SITUATION. THIS APPROACH IMPLIES A
RELATIONSHIP AND PERSON ORIENTATION AND POLICIES ARE A MATTER OF GROUP DISCUSSION AND
DECISION.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION) TOP: NURSING PROCESS: PLANNING MSC:
CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
