NURS 481: leadership exam 1 UPDATED ACTUAL Questions
and CORRECT Answers
management functions -Planning, organizing, staffing, directing, and controlling
planning determining philosophy, goals, objectives, policies, procedures, and rules;
-carrying out long- and short-range projections;
-determining a fiscal course of action;
- managing planned change
organizing establishing the structure to carry out plans, determining the most appropriate
type of patient care delivery, and grouping activities to meet unit goals
❖ working within the structure of the organization and understanding and
using power and authority appropriately
staffing Consists of recruiting, interviewing, hiring, and orienting staff.
Scheduling, staff development, employee socialization, and team building
directing human resource management responsibilities, such as motivating, managing
conflict, delegating, communicating, and facilitating collaboration
controlling performance appraisals, fiscal accountability, quality control, legal and ethical
control, and professional and collegial control
what is a leader Empower others; maximize work force effectiveness
to implement the planned change that is part of system improvements,
Emphasize interpersonal relations
-Take risks, achieve shared goals and inspire others to action
-do not have delegated authority but obtain their power through influence
-wider variety of roles than managers and may have different personal goals
-Focus on group process, information gathering, feedback, and empowering
others
, what is a manager -Guide, direct, and motivate others, Intervene when goals are threatened,
emphasize control, accomplishes, conducts, decision making, decision
analysis, and results
-assigned position
-a legitimate source of power due to the delegated authority that
accompanies their position
❖ carry out specific functions
❖ Manipulate people, the environment, money, time, and other resources to
achieve organizational goals
❖ greater formal responsibility and accountability for rationality and control
than leaders
❖ Direct willing and unwilling subordinates
good leader vs good manager leader: Envision the future, Communicate their visions, Motivate followers, Lead
the way, Influence others to accomplish goals, Inspire confidence, Take risks,
Empower followers, Master change
manager: Coordinate resources, Optimize resource use, Meet organizational
goals and objectives, Follow rules, Plan, organize, control, and direct, use
reward and punishment effectively to achieve organizational goals
Traditional leadership/management is often hierarchical and follows a command-and-control style.
-Decisions are made by senior staff and passed down to nurses with limited
input.
- The focus is on efficiency, stability, and adherence to established protocols.
-example, a nurse manager might set strict guidelines for patient care without
soliciting feedback from the nursing team.
21st century leadership/management emphasizes collaboration, innovation, and emotional intelligence.
-Nurse leaders foster two-way communication, encourage team input, and
adapt to changing healthcare demands.
-example, a nurse leader might use servant leadership to empower staff,
seeking their ideas to improve patient care and fostering a supportive work
environment that values emotional well-being.
-shift reflects the need for more agile and inclusive approaches in today’s
complex healthcare settings
Fatal flaws of leaders -lack of energy or enthusiasm
-acceptance of their own mediocre performance
-lack of clear vision and direction
-having a poor judgement
-not collaborating
-not walking the talk
-resisting new ideas
-not learning from mistakes
-a lack of interpersonal skills
-failing to develop others
Classic Leadership Max Weber Bureaucracy, Hawthorne Effect
Max Weber Bureaucracy -father of organizational theory.
-legal-rational authority: a belief in the legitimacy of rules and the rights of
those elevated to authority under such rules to issue commands
-basics: clear chain of command/hierarchy of authority, rules and regulations,
specialization of work, division of labor, and impersonality of relationships
-provide superiors systematic control over subordinates, thus limiting the
opportunities for arbitrary behavior and personal favoritism
and CORRECT Answers
management functions -Planning, organizing, staffing, directing, and controlling
planning determining philosophy, goals, objectives, policies, procedures, and rules;
-carrying out long- and short-range projections;
-determining a fiscal course of action;
- managing planned change
organizing establishing the structure to carry out plans, determining the most appropriate
type of patient care delivery, and grouping activities to meet unit goals
❖ working within the structure of the organization and understanding and
using power and authority appropriately
staffing Consists of recruiting, interviewing, hiring, and orienting staff.
Scheduling, staff development, employee socialization, and team building
directing human resource management responsibilities, such as motivating, managing
conflict, delegating, communicating, and facilitating collaboration
controlling performance appraisals, fiscal accountability, quality control, legal and ethical
control, and professional and collegial control
what is a leader Empower others; maximize work force effectiveness
to implement the planned change that is part of system improvements,
Emphasize interpersonal relations
-Take risks, achieve shared goals and inspire others to action
-do not have delegated authority but obtain their power through influence
-wider variety of roles than managers and may have different personal goals
-Focus on group process, information gathering, feedback, and empowering
others
, what is a manager -Guide, direct, and motivate others, Intervene when goals are threatened,
emphasize control, accomplishes, conducts, decision making, decision
analysis, and results
-assigned position
-a legitimate source of power due to the delegated authority that
accompanies their position
❖ carry out specific functions
❖ Manipulate people, the environment, money, time, and other resources to
achieve organizational goals
❖ greater formal responsibility and accountability for rationality and control
than leaders
❖ Direct willing and unwilling subordinates
good leader vs good manager leader: Envision the future, Communicate their visions, Motivate followers, Lead
the way, Influence others to accomplish goals, Inspire confidence, Take risks,
Empower followers, Master change
manager: Coordinate resources, Optimize resource use, Meet organizational
goals and objectives, Follow rules, Plan, organize, control, and direct, use
reward and punishment effectively to achieve organizational goals
Traditional leadership/management is often hierarchical and follows a command-and-control style.
-Decisions are made by senior staff and passed down to nurses with limited
input.
- The focus is on efficiency, stability, and adherence to established protocols.
-example, a nurse manager might set strict guidelines for patient care without
soliciting feedback from the nursing team.
21st century leadership/management emphasizes collaboration, innovation, and emotional intelligence.
-Nurse leaders foster two-way communication, encourage team input, and
adapt to changing healthcare demands.
-example, a nurse leader might use servant leadership to empower staff,
seeking their ideas to improve patient care and fostering a supportive work
environment that values emotional well-being.
-shift reflects the need for more agile and inclusive approaches in today’s
complex healthcare settings
Fatal flaws of leaders -lack of energy or enthusiasm
-acceptance of their own mediocre performance
-lack of clear vision and direction
-having a poor judgement
-not collaborating
-not walking the talk
-resisting new ideas
-not learning from mistakes
-a lack of interpersonal skills
-failing to develop others
Classic Leadership Max Weber Bureaucracy, Hawthorne Effect
Max Weber Bureaucracy -father of organizational theory.
-legal-rational authority: a belief in the legitimacy of rules and the rights of
those elevated to authority under such rules to issue commands
-basics: clear chain of command/hierarchy of authority, rules and regulations,
specialization of work, division of labor, and impersonality of relationships
-provide superiors systematic control over subordinates, thus limiting the
opportunities for arbitrary behavior and personal favoritism
