Chapter 4 Effective Leadership and Management in Nursing 8th Edition

Chapter 4  Effective Leadership and Management in Nursing 8th Edition

Complete Chapter Questions And Answers
 

Sample Questions

Question 1
Type: MCSA
A nurse is working in a unit with several less-experienced nurses. Which attribute displayed by the senior nurse would make her leadership of the less-experienced nurses most effective?
1. Strong belief that the leader is accountable for actions taken by those working on the unit
2. Authority to carry out actions necessary to move the work of unit staff forward
3. Efficiency in actions and in words
4. Ability to inspire the others to commit to the team’s goals
Correct Answer: 4
Rationale 1: A leader may have no formal accountability or authority. The manager has that authority.
Rationale 2: The unit manager has the authority. The experienced nurse in this scenario may or may not be the unit manager.
Rationale 3: A leader is not necessarily a good manager and may not be efficient.
Rationale 4: A nursing leader must be a visionary in order to empower others to make needed changes for the good of the group. This leader may or not be the formal leader of the group.
Global Rationale:

Cognitive Level: Applying
Client Need: Safe Effective Care Environment
Client Need Sub: Management of Care
Nursing/Integrated Concepts: Nursing Process: Evaluation
Learning Outcome: 4-6: Describe what makes a leader successful.

Question 2
Type: MCMA
According to the behavioral view of leadership, how are leaders formed?

Note: Credit will be given only if all correct choices and no incorrect choices are selected.
Standard Text: Select all that apply.
1. By being educated
2. From inborn traits
3. With training
4. Through life experiences
5. Through abilities
Correct Answer: 1,3,4
Rationale 1: Behavioralists believe leaders are made, not born. Leaders become good at leading through formal education, experience in leadership roles, and training in leadership seminars.
Rationale 2: Some researchers believe leaders are born with personality traits that make them successful in leadership. This is not part of behavioral theory.
Rationale 3: Behavioralists believe leaders are made, not born. Leaders become good at leading through formal education, experience in leadership roles, and training in leadership seminars.
Rationale 4: Behavioralists believe leaders are made, not born. Leaders become good at leading through formal education, experience in leadership roles, and training in leadership seminars.
Rationale 5: Abilities may develop in a variety of ways. This is not a part of behavioral theory.
Global Rationale:

Cognitive Level: Applying
Client Need: Safe Effective Care Environment
Client Need Sub: Management of Care
Nursing/Integrated Concepts: Nursing Process: Assessment
Learning Outcome: 4-3: Discuss how different theories explain leadership and management.

Question 3
Type: MCMA
The vice president for nursing services of a large teaching hospital has been aware that many of the problems in the nursing staff result from poor management at the unit level. What are reasons that nurse managers are sometimes ineffective in their role?

Note: Credit will be given only if all correct choices and no incorrect choices are selected.
Standard Text: Select all that apply.
1. There is little training available for nurse management positions.
2. Entry-level educational programs for nurses do not contain sufficient managerial content.
3. Management techniques are often learned “on the job.”
4. Nurses are not good managers.
5. Nurses often experience poor supervision in their own careers.
Correct Answer: 1,2,3,5
Rationale 1: Few nurses have the training necessary to be managers.
Rationale 2: Entry-level education programs are designed to produce generalists, and most content is focused on bedside nursing skills.
Rationale 3: Many managers depend on their own experience with former supervisors.
Rationale 4: Nurses work as managers of their own practice and can become very good managers when sufficient education and support are provided.
Rationale 5: Nurses may manage as they were managed and perpetuate poor management techniques.
Global Rationale:

Cognitive Level: Applying
Client Need: Safe Effective Care Environment
Client Need Sub: Management of Care
Nursing/Integrated Concepts: Nursing Process: Assessment
Learning Outcome: 4-6: Describe what makes a leader successful.

Question 4
Type: MCSA
The health care organization’s monthly newsletter has a headline reading “Nurse Promoted to Leader of Specialty Care Units.” What is the error inherent in this headline?
1. One person cannot be the leader of all the specialty care units in an organization.
2. A person cannot be promoted to the role of leader.
3. Leaders have to be hired from outside the organization.
4. Nurses cannot serve as leaders over other nurses.
Correct Answer: 2
Rationale 1: Leadership is not unit specific.
Rationale 2: The organization cannot promote someone to the position of leader. A leader uses interpersonal skills to influence others to accomplish a specific goal. The organization can promote a person who may become a leader.
Rationale 3: A leader cannot be “hired.”
Rationale 4: Nurses often develop strong leadership over other health care providers, including other nurses.
Global Rationale:

Cognitive Level: Analyzing
Client Need: Safe Effective Care Environment
Client Need Sub: Management of Care
Nursing/Integrated Concepts: Nursing Process: Evaluation
Learning Outcome: 4-2: Differentiate between leaders and managers.

Question 5
Type: MCSA
A community hospital has been purchased by a large health care conglomerate. Nursing administration has the task of changing the nursing practice model that has been followed for 50 years. To best achieve this change, administration should appoint a nurse executive whose leadership style follows which theory?
1. Contingency theory
2. Quantum leadership
3. Transactional leadership
4. Transformational leadership
Correct Answer: 4
Rationale 1: According to contingency theory, the manager adapts leadership styles in relation to changing situations; these styles range from authoritarian to permissive. This is not the best choice for this situation.
Rationale 2: Quantum leadership focuses on outcomes, and employees are directly involved in decision making. This is not the best choice for this situation.
Rationale 3: Transactional leadership is based on the premise that individuals engage in social interactions expecting to give and receive rewards. This is not the best choice for this situation.
Rationale 4: Transformational leadership is concerned not with the status quo but with effecting revolutionary change in organizations and human service.
Global Rationale:

Cognitive Level: Applying
Client Need: Safe Effective Care Environment
Client Need Sub: Management of Care
Nursing/Integrated Concepts: Nursing Process: Implementation
Learning Outcome: 4-3: Discuss how different theories explain leadership and management.