Leadership Roles and Management functions in
Nursing theory and application 10th edition
Chapter 3
• The nurse manager who seeks to exemplify emotional intelligence should:
A. Effectively manipulate the emotions of others to achieve goals.
B. Prioritize emotion over reason when making decisions
C. Prioritize emotion over reason when making decisions
D. Regulate his or her own emotions and those of others -✓✓D. Regulate his or her own
emotions and those of others
Feedback: Theorists studying emotional intelligence posit that the ability to regulate the
emotions of self and others is key to effective leadership. Emotional intelligence does
not
involve removing emotion from decision making; conversely, it does not claim that
emotion
should trump reason. Management of emotions is not the same as manipulating the
emotions
of others, which is unethical
• The leader-manager provides oversight on a busy medical-surgical unit. There has
recently been an incident where two nurses were not honest about neglecting a
controversial new protocol and mislead the leader. How can the leader-manager best
prevent similar episodes?
A. Support employees' right to disagree with proposed changes
B. Ensure that employees know the consequences of misleading the manager
C. Avoid making decisions that displease large numbers of employees
D. Identify allies who can be trusted to report employees who may mislead the manager
-✓✓A. Support employees' right to disagree with proposed changes
Feedback: There is no guarantee that followers will not mislead leaders, but adhering to
certain principles, such as making sure that followers are allowed to disagree, will guard
against this happening. The manager can often not avoid making unpopular decisions.
Enacting punitive measures (consequences) has not been shown to encourage
honesty. The
use of "informants" is likely to cultivate mistrust and is likely to increase dishonesty
• Which statement regarding the characteristics of a good leader is true?
A. Charisma is their strongest attribute
B. They are brave in all situations
C. They may have character flaws
D. They are by nature good-intentioned -✓✓C. They may have character flaws
Feedback: Leaders may be deceitful and trustworthy, greedy and generous, and
cowardly
and brave. To assume that all good leaders are good people is foolhardy and makes us
blind
, to the human condition. It is only when we recognize and manage our failings that
leaders
achieve greatness. No one can be brave in each and every situation. Many good
leaders have
strong charisma, but this is not always the case.
• To decrease overtime, the manager of a surgical unit offers nurses who get their work
finished on time for an entire 2-month period an extra day off with pay at regular time.
The nurse is enacting what model of leadership?
A. Quantum leadership
B. Favoritism
C. Servant leadership
D. Principal agent theory -✓✓D. Principal agent theory
Feedback: Principal agent theory suggests that followers may have an informational
(expertise or knowledge) advantage over the leader as well as their own preferences,
which
may deviate from that of the principal. This may lead to a misalignment of goals. To
influence the agent, the principal offers an incentive that corrects excessive overtime.
This action is performance-based, so it would be difficult to characterize it as favoritism.
Servant
leadership prioritizes the interests of others; creating incentives to address the
misalignment
of goals is not central to servant leadership. Quantum leadership is a holistic theory of
leadership that does not mainly focus on the alignment of disparate goals.
• A nurse has been hired to oversee a day surgery clinic. What action will best ensure
good outcomes for this nurse, the clients, and the employees of the clinic?
A. Integrate nursing management and nursing leadership roles and practices
B. Consciously develop the ability to be charismatic
C. Teach all employees about the financial considerations at the clinic
D. Implement the principles of authoritative leadership -✓✓A. Integrate nursing
management and nursing leadership roles and practices
Feedback: For managers and leaders to function at their greatest potential, the two
roles
must be integrated. This helps ensure positive outcomes for all. Authoritative leadership
is
generally not preferred in the 21st century because it has poorer results than more
contemporary models. Charisma can be beneficial in a leadership position, but it is not
among the major traits of successful leadership and management. A focus on finances
with
all employees is not normally necessary and is not linked to high-level outcomes
• A new leader-manager is planning to implement the principles of strengths-based
leadership after being hired for a new position. What action will best facilitate this plan?
A. Identifying his or her personal strengths and utilizing them
B. Appraising team members on a scale that runs from "weaker" to "Stronger"
Nursing theory and application 10th edition
Chapter 3
• The nurse manager who seeks to exemplify emotional intelligence should:
A. Effectively manipulate the emotions of others to achieve goals.
B. Prioritize emotion over reason when making decisions
C. Prioritize emotion over reason when making decisions
D. Regulate his or her own emotions and those of others -✓✓D. Regulate his or her own
emotions and those of others
Feedback: Theorists studying emotional intelligence posit that the ability to regulate the
emotions of self and others is key to effective leadership. Emotional intelligence does
not
involve removing emotion from decision making; conversely, it does not claim that
emotion
should trump reason. Management of emotions is not the same as manipulating the
emotions
of others, which is unethical
• The leader-manager provides oversight on a busy medical-surgical unit. There has
recently been an incident where two nurses were not honest about neglecting a
controversial new protocol and mislead the leader. How can the leader-manager best
prevent similar episodes?
A. Support employees' right to disagree with proposed changes
B. Ensure that employees know the consequences of misleading the manager
C. Avoid making decisions that displease large numbers of employees
D. Identify allies who can be trusted to report employees who may mislead the manager
-✓✓A. Support employees' right to disagree with proposed changes
Feedback: There is no guarantee that followers will not mislead leaders, but adhering to
certain principles, such as making sure that followers are allowed to disagree, will guard
against this happening. The manager can often not avoid making unpopular decisions.
Enacting punitive measures (consequences) has not been shown to encourage
honesty. The
use of "informants" is likely to cultivate mistrust and is likely to increase dishonesty
• Which statement regarding the characteristics of a good leader is true?
A. Charisma is their strongest attribute
B. They are brave in all situations
C. They may have character flaws
D. They are by nature good-intentioned -✓✓C. They may have character flaws
Feedback: Leaders may be deceitful and trustworthy, greedy and generous, and
cowardly
and brave. To assume that all good leaders are good people is foolhardy and makes us
blind
, to the human condition. It is only when we recognize and manage our failings that
leaders
achieve greatness. No one can be brave in each and every situation. Many good
leaders have
strong charisma, but this is not always the case.
• To decrease overtime, the manager of a surgical unit offers nurses who get their work
finished on time for an entire 2-month period an extra day off with pay at regular time.
The nurse is enacting what model of leadership?
A. Quantum leadership
B. Favoritism
C. Servant leadership
D. Principal agent theory -✓✓D. Principal agent theory
Feedback: Principal agent theory suggests that followers may have an informational
(expertise or knowledge) advantage over the leader as well as their own preferences,
which
may deviate from that of the principal. This may lead to a misalignment of goals. To
influence the agent, the principal offers an incentive that corrects excessive overtime.
This action is performance-based, so it would be difficult to characterize it as favoritism.
Servant
leadership prioritizes the interests of others; creating incentives to address the
misalignment
of goals is not central to servant leadership. Quantum leadership is a holistic theory of
leadership that does not mainly focus on the alignment of disparate goals.
• A nurse has been hired to oversee a day surgery clinic. What action will best ensure
good outcomes for this nurse, the clients, and the employees of the clinic?
A. Integrate nursing management and nursing leadership roles and practices
B. Consciously develop the ability to be charismatic
C. Teach all employees about the financial considerations at the clinic
D. Implement the principles of authoritative leadership -✓✓A. Integrate nursing
management and nursing leadership roles and practices
Feedback: For managers and leaders to function at their greatest potential, the two
roles
must be integrated. This helps ensure positive outcomes for all. Authoritative leadership
is
generally not preferred in the 21st century because it has poorer results than more
contemporary models. Charisma can be beneficial in a leadership position, but it is not
among the major traits of successful leadership and management. A focus on finances
with
all employees is not normally necessary and is not linked to high-level outcomes
• A new leader-manager is planning to implement the principles of strengths-based
leadership after being hired for a new position. What action will best facilitate this plan?
A. Identifying his or her personal strengths and utilizing them
B. Appraising team members on a scale that runs from "weaker" to "Stronger"
