TEST BANK FOR LEADERSHIP AND
NURSING CARE MANAGEMENT 6TH
EDITION
BY DIANE HUBER
1
,TABLE OF CONTENTS
PART I: LEADERSHIP .........................................................................................................................................................................................3
CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES ......................................................................................................3
CHAPTER 02: CHANGE AND INNOVATION .......................................................................................................................................... 18
CHAPTER 03: ORGANIZATIONAL CLIMATE AND CULTURE .......................................................................................................... 32
PART II: PROFESSIONALISM ........................................................................................................................................................................ 46
CHAPTER 04: MANAGERIAL DECISION MAKING ............................................................................................................................. 46
CHAPTER 05: MANAGING TIME AND STRESS .................................................................................................................................. 62
CHAPTER 06: LEGAL AND ETHICAL ISSUES..................................................................................................................................... 78
CHAPTER 07: COMMUNICATION LEADERSHIP ................................................................................................................................. 94
CHAPTER 08: TEAM BUILDING AND WORKING WITH EFFECTIVE GROUPS .......................................................................... 109
CHAPTER 09: DELEGATION IN NURSING .......................................................................................................................................... 123
CHAPTER 10: POWER AND CONFLICT ................................................................................................................................................ 139
CHAPTER 11: WORKPLACE DIVERSITY ...............................................................................................................................................154
PART IV: KNOWLEDGE OF THE HEALTH CARE ENVIRONMENT ....................................................................................................... 170
CHAPTER 12: ORGANIZATIONAL STRUCTURE .................................................................................................................................. 170
CHAPTER 13: DECENTRALIZATION AND SHARED GOVERNANCE.............................................................................................184
CHAPTER 14: STRATEGIC MANAGEMENT ......................................................................................................................................... 200
CHAPTER 15: PROFESSIONAL PRACTICE MODELS ........................................................................................................................ 215
CHAPTER 16: CASE AND POPULATION HEALTH MANAGEMENT .............................................................................................. 230
CHAPTER 17: EVIDENCE-BASED PRACTICE: STRATEGIES FOR NURSING LEADERS ........................................................ 245
CHAPTER 18: QUALITY AND SAFETY ................................................................................................................................................. 259
CHAPTER 19: MEASURING AND MANAGING OUTCOMES ............................................................................................................ 277
PART V: BUSINESS SKILLS ......................................................................................................................................................................... 286
CHAPTER 20: PREVENTION OF WORKPLACE VIOLENCE............................................................................................................ 286
CHAPTER 21: CONFRONTING THE NURSING SHORTAGE ............................................................................................................ 300
CHAPTER 22: STAFFING AND SCHEDULING .................................................................................................................................... 318
CHAPTER 23: BUDGETING, PRODUCTIVITY, AND COSTING OUT NURSING ............................................................................ 333
CHAPTER 24: PERFORMANCE APPRAISAL .....................................................................................................................................344
CHAPTER 25: EMERGENCY MANAGEMENT AND PREPAREDNESS ......................................................................................... 360
CHAPTER 26: DATA MANAGEMENT AND CLINICAL INFORMATICS ......................................................................................... 375
CHAPTER 27: MARKETING ..................................................................................................................................................................... 391
2
, PART I: LEADERSHIP
CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES
HUBER: LEADERSHIP & NURSING CARE MANAGEMENT, 6TH 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
3
, EFFECTIVE LEADERSHIP IS IMPORTANT IN NURSING BECAUSE OF THE IMPACT ON
MEDICAL ASSISTANTS’ WORK LIVES, IT BEING A STABILIZING INFLUENCE DURING
CHANGE, AND FOR MEDICAL ASSISTANTS’ 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 MEDICAL ASSISTANT (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.”
ANS: 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.
4
NURSING CARE MANAGEMENT 6TH
EDITION
BY DIANE HUBER
1
,TABLE OF CONTENTS
PART I: LEADERSHIP .........................................................................................................................................................................................3
CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES ......................................................................................................3
CHAPTER 02: CHANGE AND INNOVATION .......................................................................................................................................... 18
CHAPTER 03: ORGANIZATIONAL CLIMATE AND CULTURE .......................................................................................................... 32
PART II: PROFESSIONALISM ........................................................................................................................................................................ 46
CHAPTER 04: MANAGERIAL DECISION MAKING ............................................................................................................................. 46
CHAPTER 05: MANAGING TIME AND STRESS .................................................................................................................................. 62
CHAPTER 06: LEGAL AND ETHICAL ISSUES..................................................................................................................................... 78
CHAPTER 07: COMMUNICATION LEADERSHIP ................................................................................................................................. 94
CHAPTER 08: TEAM BUILDING AND WORKING WITH EFFECTIVE GROUPS .......................................................................... 109
CHAPTER 09: DELEGATION IN NURSING .......................................................................................................................................... 123
CHAPTER 10: POWER AND CONFLICT ................................................................................................................................................ 139
CHAPTER 11: WORKPLACE DIVERSITY ...............................................................................................................................................154
PART IV: KNOWLEDGE OF THE HEALTH CARE ENVIRONMENT ....................................................................................................... 170
CHAPTER 12: ORGANIZATIONAL STRUCTURE .................................................................................................................................. 170
CHAPTER 13: DECENTRALIZATION AND SHARED GOVERNANCE.............................................................................................184
CHAPTER 14: STRATEGIC MANAGEMENT ......................................................................................................................................... 200
CHAPTER 15: PROFESSIONAL PRACTICE MODELS ........................................................................................................................ 215
CHAPTER 16: CASE AND POPULATION HEALTH MANAGEMENT .............................................................................................. 230
CHAPTER 17: EVIDENCE-BASED PRACTICE: STRATEGIES FOR NURSING LEADERS ........................................................ 245
CHAPTER 18: QUALITY AND SAFETY ................................................................................................................................................. 259
CHAPTER 19: MEASURING AND MANAGING OUTCOMES ............................................................................................................ 277
PART V: BUSINESS SKILLS ......................................................................................................................................................................... 286
CHAPTER 20: PREVENTION OF WORKPLACE VIOLENCE............................................................................................................ 286
CHAPTER 21: CONFRONTING THE NURSING SHORTAGE ............................................................................................................ 300
CHAPTER 22: STAFFING AND SCHEDULING .................................................................................................................................... 318
CHAPTER 23: BUDGETING, PRODUCTIVITY, AND COSTING OUT NURSING ............................................................................ 333
CHAPTER 24: PERFORMANCE APPRAISAL .....................................................................................................................................344
CHAPTER 25: EMERGENCY MANAGEMENT AND PREPAREDNESS ......................................................................................... 360
CHAPTER 26: DATA MANAGEMENT AND CLINICAL INFORMATICS ......................................................................................... 375
CHAPTER 27: MARKETING ..................................................................................................................................................................... 391
2
, PART I: LEADERSHIP
CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES
HUBER: LEADERSHIP & NURSING CARE MANAGEMENT, 6TH 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
3
, EFFECTIVE LEADERSHIP IS IMPORTANT IN NURSING BECAUSE OF THE IMPACT ON
MEDICAL ASSISTANTS’ WORK LIVES, IT BEING A STABILIZING INFLUENCE DURING
CHANGE, AND FOR MEDICAL ASSISTANTS’ 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 MEDICAL ASSISTANT (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.”
ANS: 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.
4
