Nokea
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.
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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.
The receiver is also referred to as the
- A. Active listener
- B. Encoder
- C. Decoder
- D. Transmitter
Correct Answer: C
Rationale: Receiver is decoder , not listener, encoder, or transmitter. Nurse leaders like staff interpreting rely on this, contrasting with sending. In healthcare, understanding completes the loop, aligning leadership with reception.
Which of these isn't a Behavior Style?
- A. Promoter
- B. Directors
- C. Actors
- D. Thinkers
Correct Answer: C
Rationale: Actors aren't a style, unlike promoter, directors, or thinkers. Nurse managers like directing tasks use styles, contrasting with unrelated terms. It's key in healthcare for roles, aligning leadership with behavior (assumed C).
A nurse is planning care for several clients. Which of the following clients should the nurse refer to a case manager?
- A. A client who has neurological deficits following a stroke
- B. A client with a minor sprain
- C. A client with a resolved infection
- D. A client needing a one-time dressing change
Correct Answer: A
Rationale: Case managers coordinate complex, long-term care needs, making a client with neurological deficits post-stroke an ideal referral. Strokes often result in ongoing rehabilitation, therapy, and resource needs physical, occupational, or home health requiring sustained planning and cost management beyond acute care. A minor sprain, resolved infection, or one-time dressing change involves short-term, straightforward interventions, manageable by bedside staff without case management's scope. The stroke client's deficits demand interdisciplinary coordination, monitoring, and advocacy, aligning with the case manager's role to optimize recovery, reduce readmissions, and navigate healthcare systems, ensuring comprehensive support for a condition with lasting impact.
A nurse manager is implementing a team nursing approach on his unit, hiring licensed practical nurses (LPNs) and assistive personnel (AP) as additional staff. Which of the following actions should the nurse manager take to facilitate acceptance of this change?
- A. Introduce the new approach and facilitate the development of a task force to plan implementation
- B. Announce the change and expect immediate compliance
- C. Train only the new staff on the approach
- D. Leave the staff to adapt on their own
Correct Answer: A
Rationale: Implementing a team nursing approach requires staff buy-in to ensure smooth adoption and effective collaboration. Introducing the new approach and creating a task force to plan its implementation actively involves the existing staff, giving them a sense of ownership and control over the change process. This strategy fosters acceptance by addressing concerns, encouraging input, and building a collaborative environment, which is critical in healthcare settings where teamwork directly impacts patient outcomes. Simply announcing the change without engagement risks resistance, as staff may feel blindsided or undervalued. Training only new staff excludes current employees, potentially creating resentment or confusion, while leaving staff to adapt independently neglects the need for structured guidance. Involving staff in planning leverages their expertise, reduces anxiety about the unknown, and aligns with leadership principles that prioritize communication and inclusion, ultimately enhancing the transition to a team-based model.