CNUR 301 Exam ACTUAL QUESTIONS AND
CORRECT ANSWERS
Management, Leadership, Followership, and Mentorship - CORRECT
ANSWER •Managers
•Planning, organizing, commanding, coordinating, and controlling
•Leaders
•Managers vs. leaders
•Followers
•Upward influence
•Effective followers can also influence change
•Mentors
•Supportive relationships
Nursing leadership - CORRECT ANSWER "Nursing leadership is about the competent
and engaged practice of nurses, who provide exemplary care, think critically and
independently, inform their practice with evidence, delegate and take charge appropriately,
advocate for patients and communities, insist on practicing to their full and legal scope and
push the boundaries of practice to innovative new levels."
Can be task or relationship focused
Emotional Intelligence vs Social intelligence - CORRECT ANSWER Emotional- Self-
awareness: Knowing one's self
Self-regulation: Managing one's self
Motivation: Sentiments and passions that facilitate the attainment of goals
Social- Empathy: Understanding of others and compassion toward them
Social skills: Expertise in inspiring others to be in agreement
Relationally focused leadership styles - CORRECT ANSWER •Situational and
contingency-based- no one leadership style is ideal for every situation, must be adapted
,•Strengths-based- leaders strive to empower worker's strengths rather than identify problems
•Authentic or congruent- followers are inspired to act
Servant- service to others and recognize that the role of organizations is to create ppl to build
a better tomorrow
•Principal agent- leader must provide incentives for followers to act in the organization's best
interest
•Transformational- idealized influence, inspirational motivation, intellectual stimulation,
idealized consideration, sensitive to requirements of others
•Feminist- emphasizes an ethic of care expressed through the use of collaborative, relational
skills and the development of gender equality and empowering organizational goals
•Quantum- direct response to change, builds on transformational, leaders must work together
to identify goals, exploit opportunities and empower staff to make decisions
•Dyad- mini teams with at least 2 individuals, different skill sets, education and background,
are paired to fulfill the organization's mission
Task focused leadership styles - CORRECT ANSWER Transactional leadership-
leaders explain expectations and reward good performance, correct departures from
expectations and attempt to prevent future problems
Laissez-faire- refuse to take responsibility, not concerned about outcomes/ follower's
behaviors
Manage by exception- provide correction when tasks are not completed appropriately
Instrumental leaders- focus on strategy and expedition of outcomes
Passive-avoidant leaders- avoid taking action until problems become serious and corrective
action is needed
Dissonant leadership- lack EI, negative without empathy
The theory of conflict - CORRECT ANSWER •Conflict: to struggle, clash, be
incompatible
•For centuries, people accepted adversarial disputes and harsh conflict as a by-product of
human nature.
•If we are to make progress toward better conflict resolution, we must understand:
•Why conflict arises; and
•How people have reacted to conflict situations.
,4 types of conflicts - CORRECT ANSWER •Data Conflicts;
•Relationship Conflicts;
•Value Conflicts; and
•Structural Conflicts.
Data conflicts - CORRECT ANSWER •Data conflicts occur when:
•People lack the information necessary to make wise decisions;
•People are misinformed;
•People disagree over which data are relevant;
•People interpret information differently; and
•People have competing assessment procedures.
Conflicts stem from:
•Lack of information
•Different information
•Different interpretations of data
•Different assessment procedures
Relationship conflicts - CORRECT ANSWER •These problems often result in what
have been called unrealistic or unnecessary conflicts.
•They occur due to the presence of strong emotions (e.g., jealousy, mistrust, hatred) and are
created from perceptions, poor communication, stereotypes, and so on.
•Relationship conflicts often fuel disputes, causing them to escalate.
Conflicts stem from:
•Misperceptions
•Stereotypes
•Poor communication
Value conflicts - CORRECT ANSWER •This type of conflict is caused by perceived or
actual incompatible value systems.
, •Value conflicts occur only when people attempt to force their set of values onto others.
Conflicts relate to:
•Day-to-day values
•Self-definition
Structural conflicts - CORRECT ANSWER •Structural conflicts are caused by
oppressive patterns of human relationships.
•These patterns are often shaped by forces external to the people in dispute.
•Often, these conflicts can be overcome by identifying the structural problem and working to
change it.
Conflicts relate to:
•How a situation is set up
•Who is involved in making decisions
•Geographical and physical relationships
•Unequal power and authority
Conflict resolution strategies - CORRECT ANSWER •Every individual or group
manages conflict differently.
•Commitment to goals or assertiveness—the extent to which an individual (or a group)
attempts to satisfy his or her own concerns or goals.
•Commitment to relationships or co-operation—the extent to which an individual (or a group)
attempts to satisfy the concerns of the other party, and the importance of the relationship with
the other party
•Thomas and Kilmann use these factors to explain the five different approaches to dealing
with conflict:
•Avoiding
•Competing
•Accommodating
•Compromising
•Collaborating
CORRECT ANSWERS
Management, Leadership, Followership, and Mentorship - CORRECT
ANSWER •Managers
•Planning, organizing, commanding, coordinating, and controlling
•Leaders
•Managers vs. leaders
•Followers
•Upward influence
•Effective followers can also influence change
•Mentors
•Supportive relationships
Nursing leadership - CORRECT ANSWER "Nursing leadership is about the competent
and engaged practice of nurses, who provide exemplary care, think critically and
independently, inform their practice with evidence, delegate and take charge appropriately,
advocate for patients and communities, insist on practicing to their full and legal scope and
push the boundaries of practice to innovative new levels."
Can be task or relationship focused
Emotional Intelligence vs Social intelligence - CORRECT ANSWER Emotional- Self-
awareness: Knowing one's self
Self-regulation: Managing one's self
Motivation: Sentiments and passions that facilitate the attainment of goals
Social- Empathy: Understanding of others and compassion toward them
Social skills: Expertise in inspiring others to be in agreement
Relationally focused leadership styles - CORRECT ANSWER •Situational and
contingency-based- no one leadership style is ideal for every situation, must be adapted
,•Strengths-based- leaders strive to empower worker's strengths rather than identify problems
•Authentic or congruent- followers are inspired to act
Servant- service to others and recognize that the role of organizations is to create ppl to build
a better tomorrow
•Principal agent- leader must provide incentives for followers to act in the organization's best
interest
•Transformational- idealized influence, inspirational motivation, intellectual stimulation,
idealized consideration, sensitive to requirements of others
•Feminist- emphasizes an ethic of care expressed through the use of collaborative, relational
skills and the development of gender equality and empowering organizational goals
•Quantum- direct response to change, builds on transformational, leaders must work together
to identify goals, exploit opportunities and empower staff to make decisions
•Dyad- mini teams with at least 2 individuals, different skill sets, education and background,
are paired to fulfill the organization's mission
Task focused leadership styles - CORRECT ANSWER Transactional leadership-
leaders explain expectations and reward good performance, correct departures from
expectations and attempt to prevent future problems
Laissez-faire- refuse to take responsibility, not concerned about outcomes/ follower's
behaviors
Manage by exception- provide correction when tasks are not completed appropriately
Instrumental leaders- focus on strategy and expedition of outcomes
Passive-avoidant leaders- avoid taking action until problems become serious and corrective
action is needed
Dissonant leadership- lack EI, negative without empathy
The theory of conflict - CORRECT ANSWER •Conflict: to struggle, clash, be
incompatible
•For centuries, people accepted adversarial disputes and harsh conflict as a by-product of
human nature.
•If we are to make progress toward better conflict resolution, we must understand:
•Why conflict arises; and
•How people have reacted to conflict situations.
,4 types of conflicts - CORRECT ANSWER •Data Conflicts;
•Relationship Conflicts;
•Value Conflicts; and
•Structural Conflicts.
Data conflicts - CORRECT ANSWER •Data conflicts occur when:
•People lack the information necessary to make wise decisions;
•People are misinformed;
•People disagree over which data are relevant;
•People interpret information differently; and
•People have competing assessment procedures.
Conflicts stem from:
•Lack of information
•Different information
•Different interpretations of data
•Different assessment procedures
Relationship conflicts - CORRECT ANSWER •These problems often result in what
have been called unrealistic or unnecessary conflicts.
•They occur due to the presence of strong emotions (e.g., jealousy, mistrust, hatred) and are
created from perceptions, poor communication, stereotypes, and so on.
•Relationship conflicts often fuel disputes, causing them to escalate.
Conflicts stem from:
•Misperceptions
•Stereotypes
•Poor communication
Value conflicts - CORRECT ANSWER •This type of conflict is caused by perceived or
actual incompatible value systems.
, •Value conflicts occur only when people attempt to force their set of values onto others.
Conflicts relate to:
•Day-to-day values
•Self-definition
Structural conflicts - CORRECT ANSWER •Structural conflicts are caused by
oppressive patterns of human relationships.
•These patterns are often shaped by forces external to the people in dispute.
•Often, these conflicts can be overcome by identifying the structural problem and working to
change it.
Conflicts relate to:
•How a situation is set up
•Who is involved in making decisions
•Geographical and physical relationships
•Unequal power and authority
Conflict resolution strategies - CORRECT ANSWER •Every individual or group
manages conflict differently.
•Commitment to goals or assertiveness—the extent to which an individual (or a group)
attempts to satisfy his or her own concerns or goals.
•Commitment to relationships or co-operation—the extent to which an individual (or a group)
attempts to satisfy the concerns of the other party, and the importance of the relationship with
the other party
•Thomas and Kilmann use these factors to explain the five different approaches to dealing
with conflict:
•Avoiding
•Competing
•Accommodating
•Compromising
•Collaborating
