TEST BANK FOR Leadership and Management for Nurse
n n n n n n nn
s Core Competencies for Quality Care, 5th Edition by Anit
n n n n n n n nn n
a Finkelman
n
Chaptern1 ConceptualnBasenfornLeadershipnandnManagement
1) Thennursenmanagern asked n alln staff n nursesn tondevelopn effectivenleadershipn competencies.n Howns
hould n then staff n nursesn interpret n thisn request?
1. Thisn isn ann unrealisticn expectation,n becausen onlynmanagersn aren leaders.
2. Thisn isn possiblenif n thennursesn learnn about n and nusenrelevant nleadershipn andnmanagement n theoriesn a
nd n styles.
3. Inn ordern tonbecomen leaders,nthenstaffnnursesn willn haventonemphasizencontrol,n competition,n andng
ettingn then jobn done.
4. Unlessn thenstaff nnursesn possessn thentraitsn ofnannaturaln bornnleader,nthisn isnann unrealisticn e
xpectation.
Answer:n 2n Explanation
:
1. A n nursen doesn notnneedntonhavenanformaln management n positionn withnanmanagement n titlen ton ben an l
eader;n if n nursesn demonstraten leadershipn competencies,n theyn aren considered n nursen leaders.
2. Inn today'sn healthcaren environment,n nursesn must n haven knowledgen of n relevant n leadershipn and n ma
nagement ntheoriesn and n styles.nThisnknowledgenhelpsn nursesn emergenasnleaders.nNursesn aren alson lead
ersn of n theirn ownn nursingn practices.
3. Control,n competition,n and ngettingnthenjobndonenaren past ntheoriesn andnstylesn that narennot n asn usefuln i
nn today'sn environment.
4. Leadershipnisnanskillnthat ncannbenlearned.n
Cognitiven Level:n Analyzing
Client n Need/Sub:n n Safen and n Effectiven Caren Environment
Standards:n QSEN n Competencies:n Patient-
centered n care;n Teamworkn and n collaboration;n qualityn improvement,n safetyn |n AACNn Essentialn Comp
etencies:n II.n Basicn organizationaln and n systemsn leadershipn forn qualityn carenand npatient n safety;n VI.nInt
erprofessionaln communicationn and n collaborationnfornimprovingnpatient nhealthnoutcomes;nV.nHealthc
arenpolicy,nfinance,nand nregulatoryn environmentsn|nNLN nCompetencies:nPersonalnand nprofessionalnde
velopment;nrelationshipncentered n care;n teamworkn |n Nursing/Integrated n Concepts:n Nursingn Process:n
Assessment
LearningnOutcome:n LO n 03.n Analyzenthenkeynmodernnleadershipn theoriesn compared ntonoldern theorie
s,n and n understand n theirn implicationsn forn nursingn leadership,n management,n and n transformationaln lea
dership.
2) Petern Drucker'sn view n of n management n stimulated nthenshift ntoward nthen realizationn of n then importan
cenof nparticipatorynorganizations.n Whichn optionn providesn anscenarion that n isn ann examplenof n an particip
atoryn organization?
1. Thencontroln of n thenorganizationn isn centralized,n and ndecisionsn arenmadenbynupper-
leveln management.
2. Staff n nursesn aren expected n ton providen support n and n nurturingn forn management'sn decisions.
3. Thenorganization'sn approachn ton leadershipn isn autocraticn and n bureaucratic.
4. Staff nnursesn provideninput nintonplanningnand n changesn forntheirnownnunit.n
Answer:n 4
,Explanation:
1. Inn participatorynorganizations,n thencontrolnof nthenorganizationn isndecentralized n and nmanyn
decisionsn aren maden byn thosen "onn then front n lines"n of n then organization.
2. Thentheorynisn that n then staff n should n ben nurtured n ton promoten greatern leadershipn competency.
3. Accordingnton Drucker,n whennstaff nparticipateninn thencoren functionsnof n management,n then
organizationn isn moren effective.
4. AccordingntonDrucker,n whennstaff nparticipateninn thencoren functionsnofnmanagement n suchnasnp
lanningn and n changesn forn theirn ownn units,n then organizationn isn moren effective.
Cognitiven Level:n n Applying
Client n Need/Sub:n n Safen and n Effectiven Caren Environment
Standards:n QSEN n Competencies:n Patient-
centered n care;n Teamworkn and n collaboration;n qualityn improvement,n safetyn |n AACNn Essentialn Comp
etencies:n II.n Basicn organizationaln and n systemsn leadershipn forn qualityn carenand npatient n safety;n VI.nInt
erprofessionaln communicationn and n collaborationnfornimprovingnpatient nhealthnoutcomes;nV.nHealthc
arenpolicy,nfinance,nand nregulatoryn environmentsn|nNLN nCompetencies:nPersonalnand nprofessionalnde
velopment;nrelationshipncentered n care;n teamworkn |n Nursing/Integrated n Concepts:n Nursingn Process:n
Planning
LearningnOutcome:n LO n 03.n Analyzenthenkeynmodernnleadershipn theoriesn compared ntonoldern theorie
s,n and n understand n theirn implicationsn forn nursingn leadership,n management,n and n transformationaln lea
dership.
3) Whichn behaviorn demonstratesn then nurse'sn competencyn asn ann emotionallynintelligent n leader?
1. Then nursen isn proficient n inn technicaln skills.
2. Then nursen reliesn onn policies,n not n options.
3. Then nursen supportsn teamn members.
4. Productivitynisnnot nanmajornconcern.n
Answer:n 3
Explanation:
1. Whilentechnicaln skilln isn important n forn alln nurses,n it n isn not n an hallmarkn of n an competent n leader.
2. Chaosntheorynstatesnthat nsolutionsnarennot nalwaysnclearnand npoliciesnmight n not nalwaysnbenapplied n e
asily;n othern optionsn might n need n ton ben considered.
3. InnEmotionaln Intelligencen theory,n teamnmembersnsupport neachnothern and nfeelnsupportednbynthen t
eamn leader.
4. Thisnstatement nreflectsnthencountrynclubnleadershipnstyle.n
Cognitiven Level:n Applying
Client n Need/Sub:n n Safen and n Effectiven Caren Environment
Standards:n QSEN n Competencies:n Patient-
centered n care;n Teamworkn and n collaboration;n qualityn improvement,n safetyn |n AACNn Essentialn Comp
etencies:n II.n Basicn organizationaln and n systemsn leadershipn forn qualityn carenand npatient n safety;n VI.nInt
erprofessionaln communicationn and n collaborationnfornimprovingnpatient nhealthnoutcomes;nV.nHealthc
arenpolicy,nfinance,nand nregulatoryn environmentsn|nNLN nCompetencies:nPersonalnand nprofessionalnde
velopment;nrelationshipncentered n care;n teamworkn |n Nursing/Integrated n Concepts:n Nursingn Process:n
Implementation
LearningnOutcome:n LO n 03.n Analyzenthenkeynmodernnleadershipn theoriesn compared ntonoldern theorie
s,n and n understand n theirn implicationsn forn nursingn leadership,n management,n and n transformationaln lea
dership.
,4) Thennursenexecutivenof n anhealthcarenorganizationnwishesntonpreparenand ndevelopnnursenmanagersn f
ornseveralnnew nunitsnthatnthenorganizationnwillnopennnext nyear.nWhat nshould nbenthenprimaryngoalnforn th
isn work?
1. Focusnonnrewardingncurrent nstaff nforndoingnangood njobnwithntheirnassigned ntasksnbynselectingnthemnf
orn promotion.
2. Preparenthesen managersn son that n theynwilln focusn onn maintainingn standardsn of n care.
3. Preparenthesen managersn ton overseen then entiren healthcaren organization.
4. Preparenthesenmanagersntoninteract nwithnhospitalnadministration.n
Answer:n 2
Explanation:
1. Thisn isn ann illustrationn of n then "Petern Principle,"n whichn isn promotingn peoplen ton management n positi
onsn just n becausen theyn aren doingn angoodn jobn inn theirn current n position.n Management n leveln employeesn
should n benselected n based n uponn thenpotentialn abilitynton managenand n theirndesiren ton don so.
2. Nursenmanagersn arendirectlynresponsiblenfornmaintainingnstandardsnof n care,nand n managingnfiscaln r
esourcesn and n development n of n staff.
3. Thisn isn not n then responsibilitynof n most nnursenmanagers.n Innthisn question,n it nisnclearn thatnmanagersn o
f n nursingn unitsn aren beingn prepared n and n developed.
4. Interactingnwithn hospitaln administrationn isn anrarenrequirement n forn anunit nnursenmanagern and,n if n it n i
sn required,n it n isn not n asn important n asn maintainingn standardsn of n care.
Cognitiven Level:n n Analyzing
Client n Need/Sub:n n Safen and n Effectiven Caren Environment
Standards:n QSEN n Competencies:n Patient-
centered n care;n Teamworkn and n collaboration;n qualityn improvement,n safetyn |n AACNn Essentialn Comp
etencies:n II.n Basicn organizationaln and n systemsn leadershipn forn qualityn carenand npatient n safety;n VI.nInt
erprofessionaln communicationn and n collaborationnfornimprovingnpatient nhealthnoutcomes;nV.nHealthc
arenpolicy,nfinance,nand nregulatoryn environmentsn|nNLN nCompetencies:nPersonalnand nprofessionalnde
velopment;nrelationshipncentered n care;n teamworkn |n Nursing/Integrated n Concepts:n Nursingn Process:n
Planning
LearningnOutcome:n LO n 04.n Comparenand ncontrast ncharacteristics,n roles,n and n responsibilitiesn of n leader
sn and n managers.
5) Describen then primaryn focusn of n an managern inn an knowledge-workn environment.
1. Developingnthen most n effectiven teams
2. Takingn risks
3. Routinen work
4. Understandingnthenhistorynof nthenorganizationn
Answer:n 1
Explanation:
1. Thenmost n important n focusn of nthisn managern isnonndevelopingnand nsupportingneffectiventeams,nu
tilizingn then knowledgen of n many.
2. Riskn takingn isn an part n of n knowledgen work,n but n isn not n then most n important n of n thisn manager'sn tasks.
3. Knowledgen worknisn ancombinationn ofnroutinenandnnonroutinenwork,nson thenmanagern willn haven f
ocusn onn then routine.n Thisn isn not n then manager'sn most n important n focus.
4. Understandingnthenhistorynof n thenorganizationn isnimportant n asn it n willn helpnthen managern workn
withinn then organization,n but n it n isn not n then most n important n focus.
Cognitiven Level:n n Analyzing
Client n Need/Sub:n n Safen and n Effectiven Caren Environment
Standards:n QSEN nCompetencies:nPatient-
centered n care;nTeamworkn and n collaboration;n qualityn improvement,n safetyn |n AACN nEssentialn Comp
etencies:n II.n Basicn organizationaln and n systems
, leadershipn forn qualityn caren and n patient nsafety;n VI.nInterprofessionaln communicationn and n collaborati
onnfornimprovingnpatient nhealthnoutcomes;nV.nHealthcarenpolicy,nfinance,nand nregulatoryn environme
ntsn|nNLN nCompetencies:nPersonalnand nprofessionalndevelopment;nrelationshipncentered n care;n team
workn |n Nursing/Integrated n Concepts:n Nursingn Process:n Implementation
LearningnOutcome:n LO n 03.n Analyzenthenkeynmodernnleadershipn theoriesn compared ntonoldern theorie
s,n and n understand n theirn implicationsn forn nursingn leadership,n management,n and n transformationaln lea
dership.;n LO n 04.n Comparen and n contrast n characteristics,n roles,n and n responsibilitiesn of n leadersn and n m
anagers.
6) Thennursingnstaff n communicatesn that n thennewnmanagern hasnanfocusnonnthen "bottomnline,"nand n li
ttlen concernn forn then qualityn of n care.n What n isn likelyn truen of n thisn nursen manager?
1. Then managern isn lookingn at n then totaln caren picture.
2. Thenmanagern isn communicatingn then importancen of n an caringn environment.
3. Thenmanagern understandsn thenorganization'sn valuesn andnhown theynmeshn withn thenmanager'sn
values.
4. Thenmanagern isn unwillingnton listenn ton staff n concernsn unlessn theynhavenann impact n onn costs.n
Answer:n 4
Explanation:
1. Thisn actionn would n enablen thenmanagern tonmakenandecisionn and nnotnjust nevaluatenthen financialn s
tatusn of n then environment.
2. If n thenmanagern isn indeed nfocusingnonlynonn then"bottomnline,"nthen managern isn not npromotingnan c
aringn environment n onn then unit.
3. Then organizationn mayn set n great n valuen onn then "bottomnline,"n but n alson must n benconcerned nabout nqu
alitynof ncare.nProblemsnwithnqualitynof ncarencannimpact nthen"bottomnline."nIf nthenmanagernbelievesn then
financialn statusn of n then organizationn isn then onlyn organizationn value,n an misunderstandingn hasn probabl
yn occurred.
4. Thisn managern hasn primarynfocusn onn then financialn issuesn associated n withn provisionn of ncare.n Thisn
willn maken then managern ineffectiven inn then role.
Cognitiven Level:n n Applying
Client n Need/Sub:n n Safen and n Effectiven Caren Environment
Standards:n QSEN n Competencies:n Patient-
centered n care;n Teamworkn and n collaboration;n qualityn improvement,n safetyn |n AACNn Essentialn Comp
etencies:n II.n Basicn organizationaln and n systemsn leadershipn forn qualityn carenand npatient n safety;n VI.nInt
erprofessionaln communicationn and n collaborationnfornimprovingnpatient nhealthnoutcomes;nV.nHealthc
arenpolicy,nfinance,nand nregulatoryn environmentsn|nNLN nCompetencies:nPersonalnand nprofessionalnde
velopment;nrelationshipncentered n care;n teamworkn |n Nursing/Integrated n Concepts:n Nursingn Process:n
Evaluation
LearningnOutcome:n LO n 04.n Comparenand ncontrast ncharacteristics,n roles,n and n responsibilitiesn of n leader
sn and n managers.
n n n n n n nn
s Core Competencies for Quality Care, 5th Edition by Anit
n n n n n n n nn n
a Finkelman
n
Chaptern1 ConceptualnBasenfornLeadershipnandnManagement
1) Thennursenmanagern asked n alln staff n nursesn tondevelopn effectivenleadershipn competencies.n Howns
hould n then staff n nursesn interpret n thisn request?
1. Thisn isn ann unrealisticn expectation,n becausen onlynmanagersn aren leaders.
2. Thisn isn possiblenif n thennursesn learnn about n and nusenrelevant nleadershipn andnmanagement n theoriesn a
nd n styles.
3. Inn ordern tonbecomen leaders,nthenstaffnnursesn willn haventonemphasizencontrol,n competition,n andng
ettingn then jobn done.
4. Unlessn thenstaff nnursesn possessn thentraitsn ofnannaturaln bornnleader,nthisn isnann unrealisticn e
xpectation.
Answer:n 2n Explanation
:
1. A n nursen doesn notnneedntonhavenanformaln management n positionn withnanmanagement n titlen ton ben an l
eader;n if n nursesn demonstraten leadershipn competencies,n theyn aren considered n nursen leaders.
2. Inn today'sn healthcaren environment,n nursesn must n haven knowledgen of n relevant n leadershipn and n ma
nagement ntheoriesn and n styles.nThisnknowledgenhelpsn nursesn emergenasnleaders.nNursesn aren alson lead
ersn of n theirn ownn nursingn practices.
3. Control,n competition,n and ngettingnthenjobndonenaren past ntheoriesn andnstylesn that narennot n asn usefuln i
nn today'sn environment.
4. Leadershipnisnanskillnthat ncannbenlearned.n
Cognitiven Level:n Analyzing
Client n Need/Sub:n n Safen and n Effectiven Caren Environment
Standards:n QSEN n Competencies:n Patient-
centered n care;n Teamworkn and n collaboration;n qualityn improvement,n safetyn |n AACNn Essentialn Comp
etencies:n II.n Basicn organizationaln and n systemsn leadershipn forn qualityn carenand npatient n safety;n VI.nInt
erprofessionaln communicationn and n collaborationnfornimprovingnpatient nhealthnoutcomes;nV.nHealthc
arenpolicy,nfinance,nand nregulatoryn environmentsn|nNLN nCompetencies:nPersonalnand nprofessionalnde
velopment;nrelationshipncentered n care;n teamworkn |n Nursing/Integrated n Concepts:n Nursingn Process:n
Assessment
LearningnOutcome:n LO n 03.n Analyzenthenkeynmodernnleadershipn theoriesn compared ntonoldern theorie
s,n and n understand n theirn implicationsn forn nursingn leadership,n management,n and n transformationaln lea
dership.
2) Petern Drucker'sn view n of n management n stimulated nthenshift ntoward nthen realizationn of n then importan
cenof nparticipatorynorganizations.n Whichn optionn providesn anscenarion that n isn ann examplenof n an particip
atoryn organization?
1. Thencontroln of n thenorganizationn isn centralized,n and ndecisionsn arenmadenbynupper-
leveln management.
2. Staff n nursesn aren expected n ton providen support n and n nurturingn forn management'sn decisions.
3. Thenorganization'sn approachn ton leadershipn isn autocraticn and n bureaucratic.
4. Staff nnursesn provideninput nintonplanningnand n changesn forntheirnownnunit.n
Answer:n 4
,Explanation:
1. Inn participatorynorganizations,n thencontrolnof nthenorganizationn isndecentralized n and nmanyn
decisionsn aren maden byn thosen "onn then front n lines"n of n then organization.
2. Thentheorynisn that n then staff n should n ben nurtured n ton promoten greatern leadershipn competency.
3. Accordingnton Drucker,n whennstaff nparticipateninn thencoren functionsnof n management,n then
organizationn isn moren effective.
4. AccordingntonDrucker,n whennstaff nparticipateninn thencoren functionsnofnmanagement n suchnasnp
lanningn and n changesn forn theirn ownn units,n then organizationn isn moren effective.
Cognitiven Level:n n Applying
Client n Need/Sub:n n Safen and n Effectiven Caren Environment
Standards:n QSEN n Competencies:n Patient-
centered n care;n Teamworkn and n collaboration;n qualityn improvement,n safetyn |n AACNn Essentialn Comp
etencies:n II.n Basicn organizationaln and n systemsn leadershipn forn qualityn carenand npatient n safety;n VI.nInt
erprofessionaln communicationn and n collaborationnfornimprovingnpatient nhealthnoutcomes;nV.nHealthc
arenpolicy,nfinance,nand nregulatoryn environmentsn|nNLN nCompetencies:nPersonalnand nprofessionalnde
velopment;nrelationshipncentered n care;n teamworkn |n Nursing/Integrated n Concepts:n Nursingn Process:n
Planning
LearningnOutcome:n LO n 03.n Analyzenthenkeynmodernnleadershipn theoriesn compared ntonoldern theorie
s,n and n understand n theirn implicationsn forn nursingn leadership,n management,n and n transformationaln lea
dership.
3) Whichn behaviorn demonstratesn then nurse'sn competencyn asn ann emotionallynintelligent n leader?
1. Then nursen isn proficient n inn technicaln skills.
2. Then nursen reliesn onn policies,n not n options.
3. Then nursen supportsn teamn members.
4. Productivitynisnnot nanmajornconcern.n
Answer:n 3
Explanation:
1. Whilentechnicaln skilln isn important n forn alln nurses,n it n isn not n an hallmarkn of n an competent n leader.
2. Chaosntheorynstatesnthat nsolutionsnarennot nalwaysnclearnand npoliciesnmight n not nalwaysnbenapplied n e
asily;n othern optionsn might n need n ton ben considered.
3. InnEmotionaln Intelligencen theory,n teamnmembersnsupport neachnothern and nfeelnsupportednbynthen t
eamn leader.
4. Thisnstatement nreflectsnthencountrynclubnleadershipnstyle.n
Cognitiven Level:n Applying
Client n Need/Sub:n n Safen and n Effectiven Caren Environment
Standards:n QSEN n Competencies:n Patient-
centered n care;n Teamworkn and n collaboration;n qualityn improvement,n safetyn |n AACNn Essentialn Comp
etencies:n II.n Basicn organizationaln and n systemsn leadershipn forn qualityn carenand npatient n safety;n VI.nInt
erprofessionaln communicationn and n collaborationnfornimprovingnpatient nhealthnoutcomes;nV.nHealthc
arenpolicy,nfinance,nand nregulatoryn environmentsn|nNLN nCompetencies:nPersonalnand nprofessionalnde
velopment;nrelationshipncentered n care;n teamworkn |n Nursing/Integrated n Concepts:n Nursingn Process:n
Implementation
LearningnOutcome:n LO n 03.n Analyzenthenkeynmodernnleadershipn theoriesn compared ntonoldern theorie
s,n and n understand n theirn implicationsn forn nursingn leadership,n management,n and n transformationaln lea
dership.
,4) Thennursenexecutivenof n anhealthcarenorganizationnwishesntonpreparenand ndevelopnnursenmanagersn f
ornseveralnnew nunitsnthatnthenorganizationnwillnopennnext nyear.nWhat nshould nbenthenprimaryngoalnforn th
isn work?
1. Focusnonnrewardingncurrent nstaff nforndoingnangood njobnwithntheirnassigned ntasksnbynselectingnthemnf
orn promotion.
2. Preparenthesen managersn son that n theynwilln focusn onn maintainingn standardsn of n care.
3. Preparenthesen managersn ton overseen then entiren healthcaren organization.
4. Preparenthesenmanagersntoninteract nwithnhospitalnadministration.n
Answer:n 2
Explanation:
1. Thisn isn ann illustrationn of n then "Petern Principle,"n whichn isn promotingn peoplen ton management n positi
onsn just n becausen theyn aren doingn angoodn jobn inn theirn current n position.n Management n leveln employeesn
should n benselected n based n uponn thenpotentialn abilitynton managenand n theirndesiren ton don so.
2. Nursenmanagersn arendirectlynresponsiblenfornmaintainingnstandardsnof n care,nand n managingnfiscaln r
esourcesn and n development n of n staff.
3. Thisn isn not n then responsibilitynof n most nnursenmanagers.n Innthisn question,n it nisnclearn thatnmanagersn o
f n nursingn unitsn aren beingn prepared n and n developed.
4. Interactingnwithn hospitaln administrationn isn anrarenrequirement n forn anunit nnursenmanagern and,n if n it n i
sn required,n it n isn not n asn important n asn maintainingn standardsn of n care.
Cognitiven Level:n n Analyzing
Client n Need/Sub:n n Safen and n Effectiven Caren Environment
Standards:n QSEN n Competencies:n Patient-
centered n care;n Teamworkn and n collaboration;n qualityn improvement,n safetyn |n AACNn Essentialn Comp
etencies:n II.n Basicn organizationaln and n systemsn leadershipn forn qualityn carenand npatient n safety;n VI.nInt
erprofessionaln communicationn and n collaborationnfornimprovingnpatient nhealthnoutcomes;nV.nHealthc
arenpolicy,nfinance,nand nregulatoryn environmentsn|nNLN nCompetencies:nPersonalnand nprofessionalnde
velopment;nrelationshipncentered n care;n teamworkn |n Nursing/Integrated n Concepts:n Nursingn Process:n
Planning
LearningnOutcome:n LO n 04.n Comparenand ncontrast ncharacteristics,n roles,n and n responsibilitiesn of n leader
sn and n managers.
5) Describen then primaryn focusn of n an managern inn an knowledge-workn environment.
1. Developingnthen most n effectiven teams
2. Takingn risks
3. Routinen work
4. Understandingnthenhistorynof nthenorganizationn
Answer:n 1
Explanation:
1. Thenmost n important n focusn of nthisn managern isnonndevelopingnand nsupportingneffectiventeams,nu
tilizingn then knowledgen of n many.
2. Riskn takingn isn an part n of n knowledgen work,n but n isn not n then most n important n of n thisn manager'sn tasks.
3. Knowledgen worknisn ancombinationn ofnroutinenandnnonroutinenwork,nson thenmanagern willn haven f
ocusn onn then routine.n Thisn isn not n then manager'sn most n important n focus.
4. Understandingnthenhistorynof n thenorganizationn isnimportant n asn it n willn helpnthen managern workn
withinn then organization,n but n it n isn not n then most n important n focus.
Cognitiven Level:n n Analyzing
Client n Need/Sub:n n Safen and n Effectiven Caren Environment
Standards:n QSEN nCompetencies:nPatient-
centered n care;nTeamworkn and n collaboration;n qualityn improvement,n safetyn |n AACN nEssentialn Comp
etencies:n II.n Basicn organizationaln and n systems
, leadershipn forn qualityn caren and n patient nsafety;n VI.nInterprofessionaln communicationn and n collaborati
onnfornimprovingnpatient nhealthnoutcomes;nV.nHealthcarenpolicy,nfinance,nand nregulatoryn environme
ntsn|nNLN nCompetencies:nPersonalnand nprofessionalndevelopment;nrelationshipncentered n care;n team
workn |n Nursing/Integrated n Concepts:n Nursingn Process:n Implementation
LearningnOutcome:n LO n 03.n Analyzenthenkeynmodernnleadershipn theoriesn compared ntonoldern theorie
s,n and n understand n theirn implicationsn forn nursingn leadership,n management,n and n transformationaln lea
dership.;n LO n 04.n Comparen and n contrast n characteristics,n roles,n and n responsibilitiesn of n leadersn and n m
anagers.
6) Thennursingnstaff n communicatesn that n thennewnmanagern hasnanfocusnonnthen "bottomnline,"nand n li
ttlen concernn forn then qualityn of n care.n What n isn likelyn truen of n thisn nursen manager?
1. Then managern isn lookingn at n then totaln caren picture.
2. Thenmanagern isn communicatingn then importancen of n an caringn environment.
3. Thenmanagern understandsn thenorganization'sn valuesn andnhown theynmeshn withn thenmanager'sn
values.
4. Thenmanagern isn unwillingnton listenn ton staff n concernsn unlessn theynhavenann impact n onn costs.n
Answer:n 4
Explanation:
1. Thisn actionn would n enablen thenmanagern tonmakenandecisionn and nnotnjust nevaluatenthen financialn s
tatusn of n then environment.
2. If n thenmanagern isn indeed nfocusingnonlynonn then"bottomnline,"nthen managern isn not npromotingnan c
aringn environment n onn then unit.
3. Then organizationn mayn set n great n valuen onn then "bottomnline,"n but n alson must n benconcerned nabout nqu
alitynof ncare.nProblemsnwithnqualitynof ncarencannimpact nthen"bottomnline."nIf nthenmanagernbelievesn then
financialn statusn of n then organizationn isn then onlyn organizationn value,n an misunderstandingn hasn probabl
yn occurred.
4. Thisn managern hasn primarynfocusn onn then financialn issuesn associated n withn provisionn of ncare.n Thisn
willn maken then managern ineffectiven inn then role.
Cognitiven Level:n n Applying
Client n Need/Sub:n n Safen and n Effectiven Caren Environment
Standards:n QSEN n Competencies:n Patient-
centered n care;n Teamworkn and n collaboration;n qualityn improvement,n safetyn |n AACNn Essentialn Comp
etencies:n II.n Basicn organizationaln and n systemsn leadershipn forn qualityn carenand npatient n safety;n VI.nInt
erprofessionaln communicationn and n collaborationnfornimprovingnpatient nhealthnoutcomes;nV.nHealthc
arenpolicy,nfinance,nand nregulatoryn environmentsn|nNLN nCompetencies:nPersonalnand nprofessionalnde
velopment;nrelationshipncentered n care;n teamworkn |n Nursing/Integrated n Concepts:n Nursingn Process:n
Evaluation
LearningnOutcome:n LO n 04.n Comparenand ncontrast ncharacteristics,n roles,n and n responsibilitiesn of n leader
sn and n managers.
