NURS2204 STUDY EXAM QUESTIONS AND ANSWERS
WITH COMPLETE SOLUTIONS VERIFIED
contemporary leadership theories
transformational , collective, authentic
transformational leadership
inspire positive change in followers, motivate and empower staff to reach goals that
align with organisations vision, lead by example
collective leadership
everyone being responsible for success of organisation as a whole, not just their own
area, high levels of discussion, encourage suggestions from team, allows roles and
responsibilities to fluctuate
authentic leadership
have a strong moral compass and values, acknowledge the importance of honesty and
authenticity, foster team members belief in shared values
historical leadership theories
Great Man, autocratic, democratic, Laissez-faire
great man theory
leaders are born, can't be made, have personality traits like charm, courage,
aggressiveness, self-confidence
autocratic theory
strong, trusted, confident, makes decisions without team input, uses fear and
punishment to motivate others
, democratic theory
inclusivity of team ideas, open communication, slower decision making
Laissez-faire theory
provides support and advice but gives team freedom to act and make decisions. this
can be risky as team may not have skills to complete task.
management
position of authority, responsible for operational aspects of planning, organising, and
monitoring service and care delivery
leadership
not a job title, about vision and change, proactive with management of change and
influence others regardless of job title
horizontal workplace violence
nurse-nurse, patient-patient, e.g gossip, refusal to help, sharing private information etc
vertical workplace violence
nurse-patient, management-staff
graded assertiveness
providing direct, non-confrontational suggestions in situations where care is not
satisfactory
PACE model
probe (raise concern), alert (tell colleague you think this is unsafe), challenge (tell
colleague you think we should stop and review situation), emergency/escalate (do so
and state potential consequences of unsafe practice)
CUSS model
WITH COMPLETE SOLUTIONS VERIFIED
contemporary leadership theories
transformational , collective, authentic
transformational leadership
inspire positive change in followers, motivate and empower staff to reach goals that
align with organisations vision, lead by example
collective leadership
everyone being responsible for success of organisation as a whole, not just their own
area, high levels of discussion, encourage suggestions from team, allows roles and
responsibilities to fluctuate
authentic leadership
have a strong moral compass and values, acknowledge the importance of honesty and
authenticity, foster team members belief in shared values
historical leadership theories
Great Man, autocratic, democratic, Laissez-faire
great man theory
leaders are born, can't be made, have personality traits like charm, courage,
aggressiveness, self-confidence
autocratic theory
strong, trusted, confident, makes decisions without team input, uses fear and
punishment to motivate others
, democratic theory
inclusivity of team ideas, open communication, slower decision making
Laissez-faire theory
provides support and advice but gives team freedom to act and make decisions. this
can be risky as team may not have skills to complete task.
management
position of authority, responsible for operational aspects of planning, organising, and
monitoring service and care delivery
leadership
not a job title, about vision and change, proactive with management of change and
influence others regardless of job title
horizontal workplace violence
nurse-nurse, patient-patient, e.g gossip, refusal to help, sharing private information etc
vertical workplace violence
nurse-patient, management-staff
graded assertiveness
providing direct, non-confrontational suggestions in situations where care is not
satisfactory
PACE model
probe (raise concern), alert (tell colleague you think this is unsafe), challenge (tell
colleague you think we should stop and review situation), emergency/escalate (do so
and state potential consequences of unsafe practice)
CUSS model
