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The chief nursing officer decided that the nurse managers need a series of staff-development programs on team building through communication and partnerships. She understood that the nurse managers needed to build confidence in ways of handling various situations. The greatest deterrent to confidence is:
- A. lack of clarity in the mission
- B. lack of control of the environment
- C. fear that one can't handle the consequences
- D. fear that the boss will not like one's work
Correct Answer: C
Rationale: Confidence in managing situations like team conflicts erodes most when nurse managers fear they can't handle outcomes, such as unresolved disputes or poor team performance. The CNO's focus on communication and partnerships aims to bolster this, as fear of consequences undermines competence and decision-making. Unclear missions or uncontrolled environments challenge leadership, but the personal dread of failure is more paralyzing. Fear of disapproval is less critical than managing tangible results. Building skills to navigate consequences directly boosts confidence, addressing the core barrier identified here.
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It is a managerial function that indicates leading the staff in the most applicable method.
- A. Planning
- B. Directing
- C. Organizing
- D. Controlling
Correct Answer: B
Rationale: Directing leads staff, unlike planning, organizing, or controlling. Nurse managers guide like assigning shifts contrasting with strategy or oversight. It's key in healthcare for real-time coordination, aligning leadership with operational flow.
As a nurse manager, you want to institute point-of-care devices on your unit. The rationale that you provide to support the point-of-care devices includes:
- A. reduction in incidents of medication error
- B. immediate documentation of care
- C. comparison of patient data with previous data
- D. immediate access to staffing schedules
Correct Answer: A
Rationale: Point-of-care devices, like bedside scanners or tablets, enhance care by enabling real-time actions. A primary rationale is reducing medication errors e.g., through bar-code scanning to verify drugs and patient identity before administration, catching mistakes instantly. This directly improves safety, a compelling argument for adoption. Immediate documentation and data comparison are benefits, streamlining workflow and informing decisions, but error reduction is a stronger, more urgent driver tied to patient outcomes. Access to staffing schedules is unrelated to clinical care delivery. Emphasizing medication error reduction highlights a tangible, evidence-supported impact, aligning with safety priorities and likely securing support for implementation.
Nurse receives four phone calls from pregnant women in their last trimester of pregnancy. Which call should be answered first?
- A. Client can't sleep supine because shortness of breath
- B. Client with frequent heartburn
- C. Client who can't remove wedding ring
- D. Client with frequent non-painful uterine contractions
Correct Answer: A
Rationale: The nurse must prioritize the client with shortness of breath when supine, a potential sign of late-pregnancy complications like preeclampsia or heart strain, over heartburn, ring tightness, or non-painful contractions. Dyspnea signals respiratory or cardiac distress say, from fluid overload needing urgent assessment to prevent maternal-fetal harm. Heartburn's common, ring issues suggest edema (less acute), and contractions could be Braxton Hicks, not immediate labor. In nursing leadership, triaging this call first ensures safety; a delay might miss hypoxia, risking oxygen delivery to the fetus. Picture a 38-week pregnant woman gasping this demands swift action, guiding care prioritization in high-stakes obstetric settings effectively.
She reads about Path-Goal theory. Which of the following behaviors is manifested by the leader who uses this theory?
- A. Recognizes staff for going beyond expectations by giving them citations
- B. Challenges the staff to take individual accountability for their own practice
- C. Admonishes staff for being laggards
- D. Reminds staff about the sanctions for non-performance
Correct Answer: A
Rationale: Path-Goal theory, per Ms. Caputo's study, involves leaders rewarding exceptional performance like citations to motivate staff toward goals. Challenging accountability aligns with Transformational leadership, admonishing reflects Authoritarian tendencies, and sanctions fit Transactional styles. In a unit, a Path-Goal leader might praise a nurse for swift triage, aligning individual effort with hospital aims. This positive reinforcement clears paths to success, a tactic Ms. Caputo could use to boost morale and productivity, contrasting punitive approaches that might alienate her team in her new managerial role.
Which of the following statements concerning the rational and emotional aspects of leadership is false?
- A. Leaders can use rational techniques and/or emotional appeals in order to influence followers
- B. Leadership includes actions and influences based only on reason and logic
- C. Aroused feelings can be used either positively or negatively
- D. Good leadership involves touching others' feelings
Correct Answer: B
Rationale: Leadership isn't limited to reason and logic B is false. Nurse leaders blend rational scheduling with emotional motivation, like rallying staff during a crisis, contrasting with purely logical approaches. Effective leadership in healthcare requires touching emotions to inspire trust and action, not just issuing directives. This duality drives patient care and team cohesion, aligning leadership with both mind and heart.