Nurse Leadership Questions

Nurse Leadership Questions Related

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A nurse is caring for a client who has a tracheostomy and requires suctioning. Which of the following actions should the nurse take?

  • A. Suction for no longer than 10 to 15 seconds
  • B. Use a clean catheter each time
  • C. Apply suction while inserting the catheter
  • D. Hyperoxygenate the client after suctioning
Correct Answer: A

Rationale: Tracheostomy suctioning clears secretions but risks hypoxia if prolonged. Suctioning for no longer than 10-15 seconds limits oxygen deprivation per guidelines allowing recovery between passes, critical for a client reliant on a patent airway. Using a clean catheter each time compromises sterility, risking infection sterile is standard. Applying suction while inserting spreads secretions, clogging the tube, while hyperoxygenation post-suctioning helps but pre-suctioning is key to preload oxygen. The time limit balances efficacy and safety, reflecting the nurse's skill in preventing hypoxia or trauma, ensuring effective airway management in a procedure vital for respiratory stability.

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The nurse is assessing a client with suspected hyperphosphatemia. Which finding supports this diagnosis?

  • A. Tetany
  • B. Soft tissue calcification
  • C. Muscle weakness
  • D. Increased urine output
Correct Answer: B

Rationale: In suspected hyperphosphatemia, soft tissue calcification supports it, not tetany, weakness, or high output. High phosphate binds calcium deposits form, unlike hypocalcemia's tetany. Leadership notes this imagine stiffness; it guides treatment, aligning with electrolyte care effectively.

Target audiences for health care organizations are:

  • A. nurses and physicians
  • B. clients, physicians, payer, and employees
  • C. regulatory agencies such as The Joint Commission (TJC) and the Centers for Medicare & Medicaid Services (CMS)
  • D. insurance companies
Correct Answer: B

Rationale: Clients, physicians, payers, and employees are targets, not just staff, regulators, or insurers. Nurse leaders address these like payer contracts contrasting with narrow foci. It's crucial in healthcare for broad engagement, aligning leadership with stakeholder needs.

The old client had to walk along the hall to reach the examination room. During assessment the nurse hears an S4. Which is the best intervention at this moment?

  • A. Practice an EKG
  • B. Administer nitroglycerin sublingual
  • C. Allow rest recumbent for 30 minutes
  • D. Call MD immediately
Correct Answer: C

Rationale: An S4 in an elder post-walk suggests diastolic stiffness the nurse allows 30 minutes recumbent rest, not EKG, nitroglycerin, or calling. S4 often reflects aging or exertion, not acute ischemia; rest distinguishes transient from persistent findings. EKG or nitroglycerin assumes angina, and calling escalates prematurely. Leadership opts for this imagine a tired patient; rest clarifies if S4 persists, guiding next steps. This reflects nursing's prudent assessment, ensuring accurate cardiac care in geriatrics effectively.

A client with a history of asthma is prescribed fluticasone. Which instruction should the nurse include?

  • A. Rinse your mouth after each use
  • B. Use it only during an asthma attack
  • C. Shake the inhaler well before use
  • D. Take deep breaths and hold for 5 seconds
Correct Answer: A

Rationale: For fluticasone in asthma, rinse mouth, not PRN, shake, or 5-second hold. Steroids risk thrush rinsing prevents, PRN's rescue, hold's 10 seconds. Leadership teaches this imagine white patches; it ensures safety, aligning with asthma care effectively.

A group of staff nurses is dissatisfied with the new ideas presented by the newly hired nurse manager. The staff wants to keep their old procedures, and they resist the changes. Conflict arises from:

  • A. group decision-making options
  • B. perceptions of incompatibility
  • C. increases in group cohesiveness
  • D. debates, negotiations, and compromises
Correct Answer: B

Rationale: Conflict here stems from perceived incompatibility staff clinging to familiar procedures versus the manager's new ideas creating a values clash. This interdependence, where change threatens established norms, sparks resistance, not group decision-making, cohesiveness (which it disrupts), or negotiation (not yet engaged). The staff's pushback reflects a belief that the new approach interferes with their comfort, a classic conflict trigger needing resolution to align goals.

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