FULL TEST BANK FOR
LEADERSHIP AND NURSING CARE MANAGEMENT, 6TH EDITION BY DIANE HUBER, M. LINDELL
JOSEPH TEST BANK ALL CHAPTERS 1-27
,TABLE OF CONTENTS
CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES ................................................................... 3
CHAPTER 02: CHANGE AND INNOVATION .............................................................................................. 15
CHAPTER 03: ORGANIZATIONAL CLIMATE AND CULTURE...................................................................... 27
CHAPTER 04: MANAGERIAL DECISION MAKING ..................................................................................... 40
CHAPTER 05: MANAGING TIME AND STRESS ......................................................................................... 54
CHAPTER 06: LEGAL AND ETHICAL ISSUES .............................................................................................. 67
CHAPTER 07: COMMUNICATION LEADERSHIP ....................................................................................... 81
CHAPTER 08: TEAM BUILDING AND WORKING WITH EFFECTIVE GROUPS ............................................ 94
CHAPTER 09: DELEGATION IN NURSING ............................................................................................... 107
CHAPTER 10: POWER AND CONFLICT ................................................................................................... 121
CHAPTER 11: WORKPLACE DIVERSITY................................................................................................... 134
CHAPTER 12: ORGANIZATIONAL STRUCTURE ....................................................................................... 148
CHAPTER 13: DECENTRALIZATION AND SHARED GOVERNANCE .......................................................... 160
CHAPTER 14: STRATEGIC MANAGEMENT ............................................................................................. 174
CHAPTER 15: PROFESSIONAL PRACTICE MODELS................................................................................. 187
CHAPTER 16: CASE AND POPULATION HEALTH MANAGEMENT .......................................................... 200
CHAPTER 17: EVIDENCE-BASED PRACTICE: STRATEGIES FOR NURSING LEADERS ............................... 213
CHAPTER 18: QUALITY AND SAFETY ..................................................................................................... 225
CHAPTER 19: MEASURING AND MANAGING OUTCOMES .................................................................... 241
CHAPTER 20: PREVENTION OF WORKPLACE VIOLENCE........................................................................ 249
CHAPTER 21: CONFRONTING THE NURSING SHORTAGE ...................................................................... 262
CHAPTER 22: STAFFING AND SCHEDULING .......................................................................................... 278
CHAPTER 23: BUDGETING, PRODUCTIVITY, AND COSTING OUT NURSING .......................................... 291
CHAPTER 24: PERFORMANCE APPRAISAL ............................................................................................. 301
CHAPTER 25: EMERGENCY MANAGEMENT AND PREPAREDNESS ........................................................ 315
CHAPTER 26: DATA MANAGEMENT AND CLINICAL INFORMATICS ...................................................... 329
CHAPTER 27: MARKETING..................................................................................................................... 342
,CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES
HUBER: LEADERSHIP & NURSING CARE MANAGEMENT, 6TH EDITION
MULTIPLE CHOICE
1. LEADERSHIP IS BEST DEFINED AS:
A. AN INTERPERSONAL PROCESS OF PARTICIPATING BY ENCOURAGING FELLOWSHIP.
B. DELEGATION OF AUTHORITY AND RESPONSIBILITY AND THE COORDINATION OF ACTIVITIES.
C. INSPIRING PEOPLE TO ACCOMPLISH GOALS THROUGH SUPPORT AND CONFIDENCE BUILDING.
D. THE INTEGRATION OF RESOURCES THROUGH PLANNING, ORGANIZING, AND DIRECTING.
ANSWER: C
LEADERSHIP IS THE PROCESS OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS BY INSPIRING
CONFIDENCE AND SUPPORT AMONG FOLLOWERS.
2. A MEDICAL-SURGICAL UNIT REPORTS HIGHER RATES OF PATIENT SATISFACTION COUPLED WITH
HIGH RATES OF STAFF SATISFACTION AND PRODUCTIVITY. WHICH OF THE FOLLOWING IS ATTRIBUTED
TO THE DATA FINDINGS?
A. EFFECTIVE LEADERSHIP
B. MANAGEMENT INVOLVEMENT
C. MENTORING
D. REWARDS AND RECOGNITION
ANSWER: A
NURSINGTB.COM
EFFECTIVE LEADERSHIP IS IMPORTANT IN NURSING BECAUSE OF THE IMPACT ON NURSES’ WORK LIVES,
IT BEING A STABILIZING INFLUENCE DURING CHANGE, AND FOR NURSES’ PRODUCTIVITY AND QUALITY
OF CARE.
, 3. A STAFF REGISTERED NURSE (RN) IS LEADING A MULTIDISCIPLINARY CLINICAL PATHWAY TEAM
IN THE DEVELOPMENT OF CARE FOR PATIENTS WITH TOTAL KNEE REPLACEMENT. WHICH OF THE
FOLLOWING STATEMENTS EXEMPLIFIES LEADERSHIP BEHAVIORS IN A CLINICAL PATHWAY TEAM
MEETING?
A. “NURSING IS RESPONSIBLE FOR PAIN CONTROL OF THE TOTAL KNEE REPLACEMENT PATIENT.”
B. “OUR PHARMACIST HAS PROVIDED SOME EXCELLENT PAIN CONTROL LITERATURE.”
C. “PHYSICAL THERAPY’S EXPERTISE IS IN REHABILITATION, NOT PAIN CONTROL.”
D. “TOTAL KNEE REPLACEMENT PATIENTS REQUIRE OPTIMAL PAIN CONTROL.”
ANSWER: B
LEADERSHIP IS THE PROCESS OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS BY INSPIRING
CONFIDENCE AND SUPPORT AMONG FOLLOWERS. THE CORRECT ANSWER IS SUPPORTIVE OF A TEAM
MEMBER’S WORK AND DEPICTS SOME SKILL AT INTERPERSONAL RELATIONSHIPS.
4. WHICH OF THE FOLLOWING IS TRUE OF MANAGEMENT ACTIVITIES?
A. INSPIRING A VISION IS A MANAGEMENT FUNCTION.
B. MANAGEMENT IS FOCUSED ON TASK ACCOMPLISHMENT.
C. MANAGEMENT IS MORE FOCUSED ON HUMAN RELATIONSHIPS.
D. MANAGEMENT IS MORE IMPORTANT THAN LEADERSHIP.
ANSWER: B
MANAGEMENT IS FOCUSED ON TASK ACCOMPLISHMENT.
5. DURING A STAFF MEETING, A GROUP OF RNS HAS COMPLAINED THAT MEDICATIONS ARE NOT
ARRIVING TO THE UNIT IN A TIMELY MANNER. THE NURSE MANAGER SUGGESTS THAT THE GROUP
RESOLVE THIS ISSUE THROUGH THE DEVELOPMENT AND WORK OF A MULTIDISCIPLINARY TEAM LED BY
ONE OF THESE RNS. THIS SCENARIO DEMONSTRATES:
A. ADAPTATION.
B. EMPOWERMENT.
C. FLEXIBILITY.
D. RELATIONSHIP MANAGEMENT.
ANSWER: B
LEADERSHIP AND NURSING CARE MANAGEMENT, 6TH EDITION BY DIANE HUBER, M. LINDELL
JOSEPH TEST BANK ALL CHAPTERS 1-27
,TABLE OF CONTENTS
CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES ................................................................... 3
CHAPTER 02: CHANGE AND INNOVATION .............................................................................................. 15
CHAPTER 03: ORGANIZATIONAL CLIMATE AND CULTURE...................................................................... 27
CHAPTER 04: MANAGERIAL DECISION MAKING ..................................................................................... 40
CHAPTER 05: MANAGING TIME AND STRESS ......................................................................................... 54
CHAPTER 06: LEGAL AND ETHICAL ISSUES .............................................................................................. 67
CHAPTER 07: COMMUNICATION LEADERSHIP ....................................................................................... 81
CHAPTER 08: TEAM BUILDING AND WORKING WITH EFFECTIVE GROUPS ............................................ 94
CHAPTER 09: DELEGATION IN NURSING ............................................................................................... 107
CHAPTER 10: POWER AND CONFLICT ................................................................................................... 121
CHAPTER 11: WORKPLACE DIVERSITY................................................................................................... 134
CHAPTER 12: ORGANIZATIONAL STRUCTURE ....................................................................................... 148
CHAPTER 13: DECENTRALIZATION AND SHARED GOVERNANCE .......................................................... 160
CHAPTER 14: STRATEGIC MANAGEMENT ............................................................................................. 174
CHAPTER 15: PROFESSIONAL PRACTICE MODELS................................................................................. 187
CHAPTER 16: CASE AND POPULATION HEALTH MANAGEMENT .......................................................... 200
CHAPTER 17: EVIDENCE-BASED PRACTICE: STRATEGIES FOR NURSING LEADERS ............................... 213
CHAPTER 18: QUALITY AND SAFETY ..................................................................................................... 225
CHAPTER 19: MEASURING AND MANAGING OUTCOMES .................................................................... 241
CHAPTER 20: PREVENTION OF WORKPLACE VIOLENCE........................................................................ 249
CHAPTER 21: CONFRONTING THE NURSING SHORTAGE ...................................................................... 262
CHAPTER 22: STAFFING AND SCHEDULING .......................................................................................... 278
CHAPTER 23: BUDGETING, PRODUCTIVITY, AND COSTING OUT NURSING .......................................... 291
CHAPTER 24: PERFORMANCE APPRAISAL ............................................................................................. 301
CHAPTER 25: EMERGENCY MANAGEMENT AND PREPAREDNESS ........................................................ 315
CHAPTER 26: DATA MANAGEMENT AND CLINICAL INFORMATICS ...................................................... 329
CHAPTER 27: MARKETING..................................................................................................................... 342
,CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES
HUBER: LEADERSHIP & NURSING CARE MANAGEMENT, 6TH EDITION
MULTIPLE CHOICE
1. LEADERSHIP IS BEST DEFINED AS:
A. AN INTERPERSONAL PROCESS OF PARTICIPATING BY ENCOURAGING FELLOWSHIP.
B. DELEGATION OF AUTHORITY AND RESPONSIBILITY AND THE COORDINATION OF ACTIVITIES.
C. INSPIRING PEOPLE TO ACCOMPLISH GOALS THROUGH SUPPORT AND CONFIDENCE BUILDING.
D. THE INTEGRATION OF RESOURCES THROUGH PLANNING, ORGANIZING, AND DIRECTING.
ANSWER: C
LEADERSHIP IS THE PROCESS OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS BY INSPIRING
CONFIDENCE AND SUPPORT AMONG FOLLOWERS.
2. A MEDICAL-SURGICAL UNIT REPORTS HIGHER RATES OF PATIENT SATISFACTION COUPLED WITH
HIGH RATES OF STAFF SATISFACTION AND PRODUCTIVITY. WHICH OF THE FOLLOWING IS ATTRIBUTED
TO THE DATA FINDINGS?
A. EFFECTIVE LEADERSHIP
B. MANAGEMENT INVOLVEMENT
C. MENTORING
D. REWARDS AND RECOGNITION
ANSWER: A
NURSINGTB.COM
EFFECTIVE LEADERSHIP IS IMPORTANT IN NURSING BECAUSE OF THE IMPACT ON NURSES’ WORK LIVES,
IT BEING A STABILIZING INFLUENCE DURING CHANGE, AND FOR NURSES’ PRODUCTIVITY AND QUALITY
OF CARE.
, 3. A STAFF REGISTERED NURSE (RN) IS LEADING A MULTIDISCIPLINARY CLINICAL PATHWAY TEAM
IN THE DEVELOPMENT OF CARE FOR PATIENTS WITH TOTAL KNEE REPLACEMENT. WHICH OF THE
FOLLOWING STATEMENTS EXEMPLIFIES LEADERSHIP BEHAVIORS IN A CLINICAL PATHWAY TEAM
MEETING?
A. “NURSING IS RESPONSIBLE FOR PAIN CONTROL OF THE TOTAL KNEE REPLACEMENT PATIENT.”
B. “OUR PHARMACIST HAS PROVIDED SOME EXCELLENT PAIN CONTROL LITERATURE.”
C. “PHYSICAL THERAPY’S EXPERTISE IS IN REHABILITATION, NOT PAIN CONTROL.”
D. “TOTAL KNEE REPLACEMENT PATIENTS REQUIRE OPTIMAL PAIN CONTROL.”
ANSWER: B
LEADERSHIP IS THE PROCESS OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS BY INSPIRING
CONFIDENCE AND SUPPORT AMONG FOLLOWERS. THE CORRECT ANSWER IS SUPPORTIVE OF A TEAM
MEMBER’S WORK AND DEPICTS SOME SKILL AT INTERPERSONAL RELATIONSHIPS.
4. WHICH OF THE FOLLOWING IS TRUE OF MANAGEMENT ACTIVITIES?
A. INSPIRING A VISION IS A MANAGEMENT FUNCTION.
B. MANAGEMENT IS FOCUSED ON TASK ACCOMPLISHMENT.
C. MANAGEMENT IS MORE FOCUSED ON HUMAN RELATIONSHIPS.
D. MANAGEMENT IS MORE IMPORTANT THAN LEADERSHIP.
ANSWER: B
MANAGEMENT IS FOCUSED ON TASK ACCOMPLISHMENT.
5. DURING A STAFF MEETING, A GROUP OF RNS HAS COMPLAINED THAT MEDICATIONS ARE NOT
ARRIVING TO THE UNIT IN A TIMELY MANNER. THE NURSE MANAGER SUGGESTS THAT THE GROUP
RESOLVE THIS ISSUE THROUGH THE DEVELOPMENT AND WORK OF A MULTIDISCIPLINARY TEAM LED BY
ONE OF THESE RNS. THIS SCENARIO DEMONSTRATES:
A. ADAPTATION.
B. EMPOWERMENT.
C. FLEXIBILITY.
D. RELATIONSHIP MANAGEMENT.
ANSWER: B
