NR 446 Verified Exam Review Questions and Answers
verified 100% Correct
Decision making
-a complex, cognitive process of choosing a particular course of action; the thought process of
selecting a logical choice from available options (does not always involve problem solving)
Problem solving
-Problem solving part of decision making; a systematic process focusing on analyzing a difficult
situation involving higher order reasoning and evaluation
Critical thinking
-Mental process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and
evaluating information to reach an answer or conclusion
-Critical thinking has a broader scope and is more complex than decision making and problem
solving
-Critical thinking requires reasoning and creative analysis
Clinical reasoning
-Integrating and applying different types of knowledge to weight evidence, critically think about
arguments, and reflect on the process used to arrive at diagnosis
-Clinical reasoning uses both knowledge and experience to make decisions at the point of care
Traditional problem solving*
-Identify the problem
-Gather data to analyze the root causes and consequences of the problem
-Explore alternative solutions: the greater the number of alternatives that can be generated the
greater the chance the final decision will be sound
-Evaluate the alternative
-Select the appropriate solution
-Evaluate the results
Managerial decision making*
-Determine the decision and the desired outcome
-Research and identify options
-Compare and contrast these options and their consequences
-Make a decision
,-Implement an action plan
-Evaluate results
Overgeneralizing*
-this type of "crooked" thinking occurs when one believes that that because one person has a
particular characteristic, every other person in the same category also has the same
characteristic
Affirming the consequences**
in this type of illogical thinking, one decides that if B is good and he or she is doing A, then A
must not be good. for example, if a new method is heralded as the best way to perform a
nursing procedure and the nurses on your unit are not using that technique , it is illogical to
assume that the technique currently used in your unit is wrong or bad.
Autocratic or authoritarian leaders*
-Strong control is maintained over the work group
-Others are motivated by coercion
-Others are directed with commands
-Communication flows downward
-Decision making does not involve others
-Criticism is punitive
Participative or democratic leader*
-Less control is maintained
-Economic and ego awards are used to motivate
-Others are directed through suggestions and guidance
-Communication flows up and down
-Decision making involves others
-Emphasis on "we" rather than you and I
-Criticism is constructive
Permissive or Laissez-Faire leader
-Hands off approach
-Is permissive, with little or no control
-Motivates by support when requested
-Provides little or no direction
-Uses upward and downward communication
-Disperses decision making throughout the group
,-Places emphasis on the group
-Does not criticize
Situational and contingency leadership theories*
-Leadership style should vary according to the situation
-Suggests that no one leadership style is ideal for every situation
Interactional leadership theories
-Leadership behavior is generally determined by the relationship between the leader's
personality and the specific situation
Transactional and transformational leadership
-Transactional: concerned with day-to-day operations
-Transformational: committed, has a vision, and can empower others with their vision
Full range leadership theories
-A leader who could apply principles of three specific styles of leadership at any given time:
transformational, transactional, and laissez-faire
Transactional leader*
-Focuses on management tasks
-Is directive and results oriented
-Uses tradeoffs to meet goals
-Does not identify shared values
-Examines causes
-Uses contingency reward
Transformational leader
- Identifies common values
- Is a caretaker
- Inspires others with vision
- Has long term vision
- Looks at effects
- Empowers others
Great man theory
- Asserts that come people are born to lead, whereas others are born to led
- Suggests that great leaders will arise when the situation demands it
, - The trait theory assumes that some people have certain characteristics or personality traits
that make them better leaders than others** must know trait theory too
emotional intelligence
-Refers to the ability to perceive, understand, and control one's own emotions as well as those
of others
Authentic leadership*
-Suggests that in order to lead, leaders must be true to themselves and their values and act
accordingly
Quantum leadership
-Builds on transformational leadership and suggests that leaders must work together with
subordinates to identify common goals, exploit opportunities, and empower staff to make
decisions for organizational productivity to occur
Jim Collin's Level 5 Leadership
Level 1: Highly Capable Individual
Level 2: Contributing Team Member
Level 3: Competent Manager
Level 4: Effective Leader
Level 5: Great Leader
Greenleaf's Servant Leadership
-Putting others including employees, customers, and the community as the number 1 priority
over their own interests
-Fostering a service inclination in others that promotes collaboration, teamwork, and collective
activism
-Remember that followers are an important part of the leadership equation
-A servant leader always thinks before reacting
Management process**
Planning
-Encompasses determining philosophy, goals, objectives, policies, procedures, and rules;
carrying out long- and short-range projections; determining a fiscal course of action; and
managing planned change
Organizing
-Includes establishing the structure to carry out plans, determining the most appropriate type of
verified 100% Correct
Decision making
-a complex, cognitive process of choosing a particular course of action; the thought process of
selecting a logical choice from available options (does not always involve problem solving)
Problem solving
-Problem solving part of decision making; a systematic process focusing on analyzing a difficult
situation involving higher order reasoning and evaluation
Critical thinking
-Mental process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and
evaluating information to reach an answer or conclusion
-Critical thinking has a broader scope and is more complex than decision making and problem
solving
-Critical thinking requires reasoning and creative analysis
Clinical reasoning
-Integrating and applying different types of knowledge to weight evidence, critically think about
arguments, and reflect on the process used to arrive at diagnosis
-Clinical reasoning uses both knowledge and experience to make decisions at the point of care
Traditional problem solving*
-Identify the problem
-Gather data to analyze the root causes and consequences of the problem
-Explore alternative solutions: the greater the number of alternatives that can be generated the
greater the chance the final decision will be sound
-Evaluate the alternative
-Select the appropriate solution
-Evaluate the results
Managerial decision making*
-Determine the decision and the desired outcome
-Research and identify options
-Compare and contrast these options and their consequences
-Make a decision
,-Implement an action plan
-Evaluate results
Overgeneralizing*
-this type of "crooked" thinking occurs when one believes that that because one person has a
particular characteristic, every other person in the same category also has the same
characteristic
Affirming the consequences**
in this type of illogical thinking, one decides that if B is good and he or she is doing A, then A
must not be good. for example, if a new method is heralded as the best way to perform a
nursing procedure and the nurses on your unit are not using that technique , it is illogical to
assume that the technique currently used in your unit is wrong or bad.
Autocratic or authoritarian leaders*
-Strong control is maintained over the work group
-Others are motivated by coercion
-Others are directed with commands
-Communication flows downward
-Decision making does not involve others
-Criticism is punitive
Participative or democratic leader*
-Less control is maintained
-Economic and ego awards are used to motivate
-Others are directed through suggestions and guidance
-Communication flows up and down
-Decision making involves others
-Emphasis on "we" rather than you and I
-Criticism is constructive
Permissive or Laissez-Faire leader
-Hands off approach
-Is permissive, with little or no control
-Motivates by support when requested
-Provides little or no direction
-Uses upward and downward communication
-Disperses decision making throughout the group
,-Places emphasis on the group
-Does not criticize
Situational and contingency leadership theories*
-Leadership style should vary according to the situation
-Suggests that no one leadership style is ideal for every situation
Interactional leadership theories
-Leadership behavior is generally determined by the relationship between the leader's
personality and the specific situation
Transactional and transformational leadership
-Transactional: concerned with day-to-day operations
-Transformational: committed, has a vision, and can empower others with their vision
Full range leadership theories
-A leader who could apply principles of three specific styles of leadership at any given time:
transformational, transactional, and laissez-faire
Transactional leader*
-Focuses on management tasks
-Is directive and results oriented
-Uses tradeoffs to meet goals
-Does not identify shared values
-Examines causes
-Uses contingency reward
Transformational leader
- Identifies common values
- Is a caretaker
- Inspires others with vision
- Has long term vision
- Looks at effects
- Empowers others
Great man theory
- Asserts that come people are born to lead, whereas others are born to led
- Suggests that great leaders will arise when the situation demands it
, - The trait theory assumes that some people have certain characteristics or personality traits
that make them better leaders than others** must know trait theory too
emotional intelligence
-Refers to the ability to perceive, understand, and control one's own emotions as well as those
of others
Authentic leadership*
-Suggests that in order to lead, leaders must be true to themselves and their values and act
accordingly
Quantum leadership
-Builds on transformational leadership and suggests that leaders must work together with
subordinates to identify common goals, exploit opportunities, and empower staff to make
decisions for organizational productivity to occur
Jim Collin's Level 5 Leadership
Level 1: Highly Capable Individual
Level 2: Contributing Team Member
Level 3: Competent Manager
Level 4: Effective Leader
Level 5: Great Leader
Greenleaf's Servant Leadership
-Putting others including employees, customers, and the community as the number 1 priority
over their own interests
-Fostering a service inclination in others that promotes collaboration, teamwork, and collective
activism
-Remember that followers are an important part of the leadership equation
-A servant leader always thinks before reacting
Management process**
Planning
-Encompasses determining philosophy, goals, objectives, policies, procedures, and rules;
carrying out long- and short-range projections; determining a fiscal course of action; and
managing planned change
Organizing
-Includes establishing the structure to carry out plans, determining the most appropriate type of
