C HAPTER 22: R OLE T RANSITION
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
MULTIPLE CHOICE
1. A strategy that may help to make transition to a new management role and
to respond to relationships and situations in the new position is:
a. avoiding discussion of personal beliefs with staff until ready to do
so.
b. finding a netw ork of clinicians with interests similar to their own.
c. researching clinical literature to maintain clinical assessment skills
for the unit.
d. recognizing a strong commitment to care in the management process
ANS: D
During the transition period, it is importa nt to recognize, use, and
strengthen values and beliefs, translate these for staff, and adapt
behaviors to the situation. Understanding personal and professional
beliefs and values assists in helping the manager respond to situations
and relationships.
TOP: AONE competency: Leadership
2. A new nurse manager finds that she has begun to think negativel y about
the way nursing care is delivered on her nursing unit. She often wishes
, that she was back on her old unit and in her familiar staff nurse role. This
behavior:
a. is natural when assuming a new position.
b. diverts energy from internalization of her new role.
c. is justified if practices are deficient on the new unit.
d. reflects Sarah’s astuteness as a clinician.
ANS: B
By focusing on the weaknesses of the unit, she m ay lack the energy to
internalize the new role —a step that is critical to being an effective
leader. As a new manager, she must learn how to access resources in
the organization. Approaching the organization as a foreign culture,
she can keenl y observe the rituals, accepted practices, and patterns of
communication within the organization. This ongoing assessment
promotes a speedier transition into the role of manager.
TOP: AONE competency: Leadership
3. A staff member in a new management position, finds a me ntor who has
been in the role of unit manager for 3 years and has a similar interest in
clinical excellence. During their frequent meetings, the mentor provides
assistance with learning aspects of the manager ’s role, including technical
aspects, such as ho w to interpret budget printouts and to achieve budget
outcomes. The success of the mentors coaching depends on:
a. clarit y of the mentor ’s information.
b. organizational support for the mentor relationship.
c. the congruence of the mentor ’s beliefs with the ment oree’s beliefs.
d. willingness of the mentoree to receive feedback.
, ANS: D
Coaching provides information about how to improve performance and
learning aspects of the role. Coaching requires willingness on the part
of the mentee to accept feedback.
TOP: AONE competency: Leadership
4. In addition to providing coaching, a nurse mentor may provide counseling
to the mentee. For counseling to be successful, the mentor must:
a. provide a quiet environment away from the unit.
b. keep the focus on technical and management res ponsibilities.
c. assure confidentiality.
d. present assignments that stretch the intellectual and technical
abilit y of the mentee.
ANS: C
Counseling provides opportunit y for the mentee to share personal
concerns. For counseling to be successful, confidentialit y must be
assured.
TOP: AONE competency: Leadership
5. A nurse manager can become a certified nurse executive with a minimum
of:
a. a graduate degree.
b. at least a nursing diploma.
c. 24 months of experience.
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
MULTIPLE CHOICE
1. A strategy that may help to make transition to a new management role and
to respond to relationships and situations in the new position is:
a. avoiding discussion of personal beliefs with staff until ready to do
so.
b. finding a netw ork of clinicians with interests similar to their own.
c. researching clinical literature to maintain clinical assessment skills
for the unit.
d. recognizing a strong commitment to care in the management process
ANS: D
During the transition period, it is importa nt to recognize, use, and
strengthen values and beliefs, translate these for staff, and adapt
behaviors to the situation. Understanding personal and professional
beliefs and values assists in helping the manager respond to situations
and relationships.
TOP: AONE competency: Leadership
2. A new nurse manager finds that she has begun to think negativel y about
the way nursing care is delivered on her nursing unit. She often wishes
, that she was back on her old unit and in her familiar staff nurse role. This
behavior:
a. is natural when assuming a new position.
b. diverts energy from internalization of her new role.
c. is justified if practices are deficient on the new unit.
d. reflects Sarah’s astuteness as a clinician.
ANS: B
By focusing on the weaknesses of the unit, she m ay lack the energy to
internalize the new role —a step that is critical to being an effective
leader. As a new manager, she must learn how to access resources in
the organization. Approaching the organization as a foreign culture,
she can keenl y observe the rituals, accepted practices, and patterns of
communication within the organization. This ongoing assessment
promotes a speedier transition into the role of manager.
TOP: AONE competency: Leadership
3. A staff member in a new management position, finds a me ntor who has
been in the role of unit manager for 3 years and has a similar interest in
clinical excellence. During their frequent meetings, the mentor provides
assistance with learning aspects of the manager ’s role, including technical
aspects, such as ho w to interpret budget printouts and to achieve budget
outcomes. The success of the mentors coaching depends on:
a. clarit y of the mentor ’s information.
b. organizational support for the mentor relationship.
c. the congruence of the mentor ’s beliefs with the ment oree’s beliefs.
d. willingness of the mentoree to receive feedback.
, ANS: D
Coaching provides information about how to improve performance and
learning aspects of the role. Coaching requires willingness on the part
of the mentee to accept feedback.
TOP: AONE competency: Leadership
4. In addition to providing coaching, a nurse mentor may provide counseling
to the mentee. For counseling to be successful, the mentor must:
a. provide a quiet environment away from the unit.
b. keep the focus on technical and management res ponsibilities.
c. assure confidentiality.
d. present assignments that stretch the intellectual and technical
abilit y of the mentee.
ANS: C
Counseling provides opportunit y for the mentee to share personal
concerns. For counseling to be successful, confidentialit y must be
assured.
TOP: AONE competency: Leadership
5. A nurse manager can become a certified nurse executive with a minimum
of:
a. a graduate degree.
b. at least a nursing diploma.
c. 24 months of experience.
