Leadership And Management Nurses Core Competencies 3rd Edition By Finkelman - Test Bank

Finkelman, Leadership and Management for Nurses: Core Competencies for Quality Care 3rd Edition Test Bank

Chapter 1

Question #1

Type: MCSA

The nurse manager has asked that all staff nurses develop effective leadership competencies. How should the staff nurses interpret this request?

1. This is an unrealistic expectation, because only managers are leaders.

2. This is possible if the nurses learn about and use relevant leadership and management theories and styles.

3. In order to become leaders, the staff nurses will have to emphasize control, competition, and getting the job done.

4. Unless the staff nurses possess the traits of a natural born leader, this is an unrealistic expectation.

Correct Answer: 2

Rationale 1: A nurse does not need to have a formal management position with a management title to be a leader; if nurses demonstrate leadership competencies, they are considered nurse leaders.

Rationale 2: In today’s healthcare environment, nurses must have knowledge of relevant leadership and management theories and styles. This knowledge helps nurses emerge as leaders. Nurses are also leaders of their own nursing practices.

Rationale 3: Control, competition, and getting the job done are past theories and styles that are not as useful in today’s environment.

Rationale 4: Leadership is a skill that can be learned.

Global Rationale: NA

Cognitive Level: Analyzing

Client Need: Safe Effective Care Environment

Client Need Sub:

QSEN Competencies: Patient-centered care; Teamwork and collaboration; quality improvement, safety

AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes; V. Healthcare policy, finance, and regulatory environments

NLN Competencies: Personal and professional development; relationship centered care; teamwork

Nursing/Integrated Concepts: Nursing Process: Assessment

Learning Outcome: LO 8 Analyze the need for more nursing leaders.

Page Number: p. 7

Question #2

Type: MCSA

Peter Drucker’s view of management stimulated the shift toward the realization of the importance of participatory organizations. Which option provides a scenario that is an example of a participatory organization?

1. The control of the organization is centralized, and decisions are made by upper-level management.

2. Staff nurses are expected to provide support and nurturing for management’s decisions.

3. The organization’s approach to leadership is autocratic and bureaucratic.

4. Staff nurses provide input into planning and changes for their own unit.

Correct Answer: 4

Rationale 1: In participatory organizations, the control of the organization is decentralized and many decisions are made by those “on the front lines” of the organization.

Rationale 2: The theory is that the staff should be nurtured to promote greater leadership competency.

Rationale 3: According to Drucker, when staff participate in the core functions of management, the organization is more effective.

Rationale 4: According to Drucker, when staff participate in the core functions of management such as planning and changes for their own units, the organization is more effective.

Global Rationale: NA

Cognitive Level: Applying

Client Need: Safe Effective Care Environment

Client Need Sub:

QSEN Competencies: Patient-centered care; Teamwork and collaboration; quality improvement, safety

AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes; V. Healthcare policy, finance, and regulatory environments

NLN Competencies: Personal and professional development; relationship centered care; teamwork

Nursing/Integrated Concepts: Nursing Process: Planning

Learning Outcome: LO 03. Analyze the key modern leadership theories compared to older theories and implications for nursing leadership and management.

Page Number: pp. 7-8