CNUR 301 Exam With Answers
1. Management, Leadership, Followership, and Mentorship: •Managers
•Planning, organizing, commanding, coordinating, and controlling
•Leaders
•Managers vs. leaders
•Followers
•Upward influence
•Effective followers can also influence change
•Mentors
•Supportive relationships
2. Nursing leadership: "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, advo-
cate 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
3. Emotional Intelligence vs Social intelligence: 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
4. Relationally focused leadership styles: •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 organiza-
tion's best interest
•Transformational- idealized influence, inspirational motivation, intellectual stimula-
tion, 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 organiza-
tional goals
•Quantum- direct response to change, builds on transformational, leaders must work
together to identify goals, exploit opportunities and empower staff to make decisions
,CNUR 301 Exam With Answers
•Dyad- mini teams with at least 2 individuals, different skill sets, education and
background, are paired to fulfill the organization's mission
5. Task focused leadership styles: Transactional leadership- leaders explain ex-
pectations 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 appropri-
ately
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
6. The theory of conflict: •Conflict: to struggle, clash, be incompatible
•For centuries, people accepted adversarial disputes and harsh conflict as a by-prod-
uct 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.
7. 4 types of conflicts: •Data Conflicts;
•Relationship Conflicts;
•Value Conflicts; and
•Structural Conflicts.
8. Data conflicts: •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
9. Relationship conflicts: •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.
,CNUR 301 Exam With Answers
Conflicts stem from:
•Misperceptions
•Stereotypes
•Poor communication
10. Value conflicts: •This type of conflict is caused by perceived or actual incom-
patible 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
11. Structural conflicts: •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
12. Conflict resolution strategies: •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
•It is important to be flexible and shift your approach according to the situation and
the other people with whom you are working.
•Taking the wrong approach can escalate conflict, damage relationships, and reduce
your ability to effectively meet goals.
, CNUR 301 Exam With Answers
•We react with our most dominant style when we are under stress, but other styles
can be learned and applied with practice and self-awareness.
13. Avoiding conflict resolution style: Types-•Physical flight
•Mental withdrawal
•Changing the subject
•Blaming or minimizing
•Denial that problem exists
•Postponement to a more appropriate time (which may never occur)
•Use of emotions
•Results- The dispute is not resolved
•Disputes often build up and eventually explode
•Low satisfaction results in complaining, discontentment, and talking back
•Stress spreads to other parties
Appropriate when-•The issue is trivial or unimportant or another issue is more
pressing
•Potential damage outweighs potential benefits
•Timing for dealing with the conflict is inappropriate
•Avoiders may need to feel physically and emotionally safe. When dealing with
avoiders, try taking the time to assure them that they are going to be heard and
listened to.
14. Competing conflict resolution style: •Types of Competing-Power of authority,
position, or majority
•Power of persuasion
•Pressure techniques
•Disguising the issue
•Tying relationship issues to substantive issues
•Appropriate when the conflict may escalate or the other party may withdraw
•Reduces the quality and durability of the agreement
•Assumes no reciprocating power will come from the other side
•Increases the likelihood of future problems between parties
•Restricts communication and decreases trust
Results-•There are short time frames and quick action is vital
•Dealing with trivial issues
•Tough decisions require leadership
1. Management, Leadership, Followership, and Mentorship: •Managers
•Planning, organizing, commanding, coordinating, and controlling
•Leaders
•Managers vs. leaders
•Followers
•Upward influence
•Effective followers can also influence change
•Mentors
•Supportive relationships
2. Nursing leadership: "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, advo-
cate 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
3. Emotional Intelligence vs Social intelligence: 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
4. Relationally focused leadership styles: •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 organiza-
tion's best interest
•Transformational- idealized influence, inspirational motivation, intellectual stimula-
tion, 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 organiza-
tional goals
•Quantum- direct response to change, builds on transformational, leaders must work
together to identify goals, exploit opportunities and empower staff to make decisions
,CNUR 301 Exam With Answers
•Dyad- mini teams with at least 2 individuals, different skill sets, education and
background, are paired to fulfill the organization's mission
5. Task focused leadership styles: Transactional leadership- leaders explain ex-
pectations 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 appropri-
ately
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
6. The theory of conflict: •Conflict: to struggle, clash, be incompatible
•For centuries, people accepted adversarial disputes and harsh conflict as a by-prod-
uct 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.
7. 4 types of conflicts: •Data Conflicts;
•Relationship Conflicts;
•Value Conflicts; and
•Structural Conflicts.
8. Data conflicts: •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
9. Relationship conflicts: •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.
,CNUR 301 Exam With Answers
Conflicts stem from:
•Misperceptions
•Stereotypes
•Poor communication
10. Value conflicts: •This type of conflict is caused by perceived or actual incom-
patible 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
11. Structural conflicts: •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
12. Conflict resolution strategies: •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
•It is important to be flexible and shift your approach according to the situation and
the other people with whom you are working.
•Taking the wrong approach can escalate conflict, damage relationships, and reduce
your ability to effectively meet goals.
, CNUR 301 Exam With Answers
•We react with our most dominant style when we are under stress, but other styles
can be learned and applied with practice and self-awareness.
13. Avoiding conflict resolution style: Types-•Physical flight
•Mental withdrawal
•Changing the subject
•Blaming or minimizing
•Denial that problem exists
•Postponement to a more appropriate time (which may never occur)
•Use of emotions
•Results- The dispute is not resolved
•Disputes often build up and eventually explode
•Low satisfaction results in complaining, discontentment, and talking back
•Stress spreads to other parties
Appropriate when-•The issue is trivial or unimportant or another issue is more
pressing
•Potential damage outweighs potential benefits
•Timing for dealing with the conflict is inappropriate
•Avoiders may need to feel physically and emotionally safe. When dealing with
avoiders, try taking the time to assure them that they are going to be heard and
listened to.
14. Competing conflict resolution style: •Types of Competing-Power of authority,
position, or majority
•Power of persuasion
•Pressure techniques
•Disguising the issue
•Tying relationship issues to substantive issues
•Appropriate when the conflict may escalate or the other party may withdraw
•Reduces the quality and durability of the agreement
•Assumes no reciprocating power will come from the other side
•Increases the likelihood of future problems between parties
•Restricts communication and decreases trust
Results-•There are short time frames and quick action is vital
•Dealing with trivial issues
•Tough decisions require leadership
