Leading And Managing Nursing Exam Questions With Answers
2025
MULTIPLE .CHOICE
1. As .a .nurse .manager, .you .observe .a .staff .nurse .who .over .the .past .few .weeks .has .become
.withdrawn .and .has .had .several .absences .due .to .minor .ailments. .Your .best .action .would .be
.to:
a. ask .the .nurse .if .she .is .okay .during .report.
b. refer .the .nurse .to .the .employee .assistance .program.
c. ask .the .nurse .to .meet .with .you .for .a .few .minutes .before .she .leaves .for .the .day.
d. write .a .note .to .the .nurse .advising .her .that .her .work .attendance .must .improve.
ANS: . C
Stress .can .lead .to .emotional .symptoms .such .as .depression .and .a .variety .of .ailments.
.Meeting .with .the .nurse .privately .may .assist .in .identifying .stress .and .possible .solutions.
TOP: . AONE .competency: .Business .Skills
2. The .nurse .manager .of .a .unit .has .lost .many .staff .members, .and .the .unit .is .now .staffed
.with .a .large .number .of .agency .and .traveling .nurses. .She .knows .that .the .agency .and
.traveling .nurses .are .all .contracted .to .stay .on .the .unit .for .the .next .3 .months. .One .way .to
.improve .morale .and .decrease .stress .in .the .unit .would .be .to:
a. plan .a .social .event .and .include .the .agency .and .traveling .nurse .staff .members.
b. plan .unit-based .social .events .for .your .remaining .permanent .staff .members.
c. request .hospital-based .―floating‖ .nurses .to .substitute .for .the .temporary .staff.
d. implement .team .nursing.N R I G B.C M
ANS: U S N T O
Social
A .support, .in .the .form .of .positive .work .relationships, .can .be .an .important .way .to
.buffer .the .effects .of .a .stressful .work .environment. .Including .all .staff .in .the .social .event
.enables .those .who .are .not .normally .part .of .the .team .to .experience .this .support .and
.provides .an .opportunity .for .the .staff .as .a .whole .to .develop .supportive .relationships.
TOP: . AONE .competency: .Communication .and .Relationship-Building
3. As .a .nurse .manager, .the .one .activity .you .should .not .overlook .is:
a. posting .the .yearly .rotation .schedule.
b. reviewing .vacation .requests.
c. scheduling .staffing .for .holidays .6 .months .in .advance.
d. anticipating .staff .sick .days.
ANS: . B
Free .time .and .vacation .time .are .needed .for .individuals .to .recharge. .If .time .for .work .is
. more .than .60% .of .wake .time, .or .when .self-time .is .less .than .10% .of .wake .time, .stress
.levels .increase.
TOP: . AONE .competency: .Business .Skills
4. A .nurse .manager .has .decided .that .she .must .institute .some .personal .time-management .steps
.to .survive .work .and .home .life. .Her .first .step .should .be .to:
, a. determine .what .takes .up .so .much .of .her .time .and .energy.
b. organize .her .personal .and .work .spaces.
c. purchase .a .handheld .personal .digital .assistant .to .help .remind .her .of
.important .meetings.
d. determine .her .personal .and .professional .goals.
ANS: . D
Personal .time .management .refers, .in .part, .to .―the .knowing .of .self.‖ .Self-awareness .is .a
.critical .leadership .skill, .and .being .self-aware .and .setting .goals .helps .managers .determine
.how .their .time .is .best .spent.
TOP: . AONE .competency: .Leadership
5. A .hospice .nurse .has .been .feeling .very .stressed .at .work .because .of .both .the .physical
.strain .and .the .emotional .drain .of .working .with .clients .with .AIDS. .She .tries .to .walk .1
.to .2 .miles .three .times .a .week .and .to .talk .regularly .with .her .husband .about .her .work-
related .feelings. .One .reasonable .stress-management .strategy .would .be .to:
a. start .taking .yoga .lessons.
b. make .an .appointment .to .meet .with .a .psychiatrist.
c. start .jogging .5 .to .6 .miles .every .day.
d. plan .to .go .out .for .a .drink .with .fellow .nurses .after .work .every .day.
ANS: . A
Stress .relief .techniques .include .30 .minutes .of .exercise .five .times .a .week, .as .well .as
.techniques .such .as .yoga .that .relieve .mental .stress.
TOP: . AONE .competency: .Leadership
N U.R.S.I.N.G.T.B.C .M
6. The .nurse .manager .is .implementing .a .shared .governance .model .to .help .with .communication
O .members .like .the .concept, .change .is .difficult. .Staff
and .decision .making. .Although .staff
.nurses .feel:
a. more .empowered.
b. more .communicative.
c. less .stressed.
d. more .powerless .and .devalued.
ANS: . D
Change .can .lead .to .feelings .of .being .overwhelmed .and .powerless, .especially .if .complexity
.compression .or .rapid, .intense .changes .have .been .involved.
TOP: . AONE .competency: .Business .Skills
7. The .chief .nursing .officer .listens .to .nurse .managers .verbalize .their .feelings .of
.internal .stress. .One .common .source .of .internal .stress .seems .to .be:
a. the .death .of .a .loved .one.
b. perfectionism.
c. getting .married.
d. losing .a .job.
ANS: . B
,Losing .a .job, .the .death .of .a .loved .one, .and .getting .married .are .examples .of .external .stress.
, TOP: . AONE .competency: .Business .Skills
8. The .staff .development .educator .presents .a .series .of .programs .on .stress .management
.to .the .nurse .managers. .Research .has .indicated .that .an .individual‘s .ability .to .deal .with
.stress .is .moderated .by .psychological .hardiness. .Psychological .hardiness .is .a
.composite .of:
a. commitment, .control, .and .challenge.
b. commitment, .powerlessness, .and .passivity.
c. commitment, .control, .and .passivity.
d. decreased .isolation, .challenge, .and .passivity.
ANS: . A
Some .people .have .the .capacity .to .accept .changes .in .life .with .good .humor .and .resilience,
.which, .in .turn, .influences .behavior .that .prevents .illness. .Hardiness .involves .the .capacity .to
.manage .time .and .stress, .to .reframe .situations .positively, .and .to .commit.
TOP: . AONE .competency: .Leadership
9. The .chief .nursing .officer .understands .that .a .nurse .manager .can .exhibit .stress .that .is
.related .to .trying .to .keep .up .with .the .number .of .electronic .messages .that .arrive, .as .well
.as .trying .to .remain .accessible .to .staff. .What .is .a .strategy .that .would .assist .the .manager
.to .manage .the .information .overload .effectively?
a. Ignore .messages .unless .they .are .labeled .as .important.
b. Determine .who .is .most .likely .to .send .useful .or .important .information .or .requests.
c. Check .e-mail .messages .once .a .day.
d. Encourage .face-to-face .meetings .rather .than .e-mail.
ANS: . B
Reduction .of .stress .related .t o NUi n f RSo r mNI aTt i o G n .ovBe.rloCad .Mrequires .the
.development .of .information-receiving .and .information-sending .skills. .Information-sending
skills .include .determining .most .common .sources .of .useful .data, .labeling .files .and
.folders .to .which .e-mail
messages .can .be .directed, .deletion .of .e-mails, .and .focusing .on .the .most .important .pieces.
.Information-sending .skills .include .keeping .e-mail .messages .short .(and .calling .if .the
.message .needs .to .be .long) .and .considering .the .most .appropriate .medium .for .messages
.(telephone, .fax, .face-to-face).
TOP: . AONE .competency: .Professionalism
10. In .helping .nurse .managers .to .manage .their .time, .the .chief .nursing .officer .suggests .that .they:
a. maintain .a .perfectionistic .attitude.
b. set .up .a .complaint .list.
c. have .good .negotiation .skills.
d. have .good .information .literacy .skills.
ANS: . D
Time .can .be .saved .by .using .information .technology .effectively, .as .it .assists .with .effective
.data .retrieval .and .information .gathering .and .with .communication .related .to .a .variety .of
.needs .in .the .management .setting.
TOP: . AONE .competency: .Business .Skills
11. Which .of .the .following .statements .would .best .define .stress? .Stress .is:
2025
MULTIPLE .CHOICE
1. As .a .nurse .manager, .you .observe .a .staff .nurse .who .over .the .past .few .weeks .has .become
.withdrawn .and .has .had .several .absences .due .to .minor .ailments. .Your .best .action .would .be
.to:
a. ask .the .nurse .if .she .is .okay .during .report.
b. refer .the .nurse .to .the .employee .assistance .program.
c. ask .the .nurse .to .meet .with .you .for .a .few .minutes .before .she .leaves .for .the .day.
d. write .a .note .to .the .nurse .advising .her .that .her .work .attendance .must .improve.
ANS: . C
Stress .can .lead .to .emotional .symptoms .such .as .depression .and .a .variety .of .ailments.
.Meeting .with .the .nurse .privately .may .assist .in .identifying .stress .and .possible .solutions.
TOP: . AONE .competency: .Business .Skills
2. The .nurse .manager .of .a .unit .has .lost .many .staff .members, .and .the .unit .is .now .staffed
.with .a .large .number .of .agency .and .traveling .nurses. .She .knows .that .the .agency .and
.traveling .nurses .are .all .contracted .to .stay .on .the .unit .for .the .next .3 .months. .One .way .to
.improve .morale .and .decrease .stress .in .the .unit .would .be .to:
a. plan .a .social .event .and .include .the .agency .and .traveling .nurse .staff .members.
b. plan .unit-based .social .events .for .your .remaining .permanent .staff .members.
c. request .hospital-based .―floating‖ .nurses .to .substitute .for .the .temporary .staff.
d. implement .team .nursing.N R I G B.C M
ANS: U S N T O
Social
A .support, .in .the .form .of .positive .work .relationships, .can .be .an .important .way .to
.buffer .the .effects .of .a .stressful .work .environment. .Including .all .staff .in .the .social .event
.enables .those .who .are .not .normally .part .of .the .team .to .experience .this .support .and
.provides .an .opportunity .for .the .staff .as .a .whole .to .develop .supportive .relationships.
TOP: . AONE .competency: .Communication .and .Relationship-Building
3. As .a .nurse .manager, .the .one .activity .you .should .not .overlook .is:
a. posting .the .yearly .rotation .schedule.
b. reviewing .vacation .requests.
c. scheduling .staffing .for .holidays .6 .months .in .advance.
d. anticipating .staff .sick .days.
ANS: . B
Free .time .and .vacation .time .are .needed .for .individuals .to .recharge. .If .time .for .work .is
. more .than .60% .of .wake .time, .or .when .self-time .is .less .than .10% .of .wake .time, .stress
.levels .increase.
TOP: . AONE .competency: .Business .Skills
4. A .nurse .manager .has .decided .that .she .must .institute .some .personal .time-management .steps
.to .survive .work .and .home .life. .Her .first .step .should .be .to:
, a. determine .what .takes .up .so .much .of .her .time .and .energy.
b. organize .her .personal .and .work .spaces.
c. purchase .a .handheld .personal .digital .assistant .to .help .remind .her .of
.important .meetings.
d. determine .her .personal .and .professional .goals.
ANS: . D
Personal .time .management .refers, .in .part, .to .―the .knowing .of .self.‖ .Self-awareness .is .a
.critical .leadership .skill, .and .being .self-aware .and .setting .goals .helps .managers .determine
.how .their .time .is .best .spent.
TOP: . AONE .competency: .Leadership
5. A .hospice .nurse .has .been .feeling .very .stressed .at .work .because .of .both .the .physical
.strain .and .the .emotional .drain .of .working .with .clients .with .AIDS. .She .tries .to .walk .1
.to .2 .miles .three .times .a .week .and .to .talk .regularly .with .her .husband .about .her .work-
related .feelings. .One .reasonable .stress-management .strategy .would .be .to:
a. start .taking .yoga .lessons.
b. make .an .appointment .to .meet .with .a .psychiatrist.
c. start .jogging .5 .to .6 .miles .every .day.
d. plan .to .go .out .for .a .drink .with .fellow .nurses .after .work .every .day.
ANS: . A
Stress .relief .techniques .include .30 .minutes .of .exercise .five .times .a .week, .as .well .as
.techniques .such .as .yoga .that .relieve .mental .stress.
TOP: . AONE .competency: .Leadership
N U.R.S.I.N.G.T.B.C .M
6. The .nurse .manager .is .implementing .a .shared .governance .model .to .help .with .communication
O .members .like .the .concept, .change .is .difficult. .Staff
and .decision .making. .Although .staff
.nurses .feel:
a. more .empowered.
b. more .communicative.
c. less .stressed.
d. more .powerless .and .devalued.
ANS: . D
Change .can .lead .to .feelings .of .being .overwhelmed .and .powerless, .especially .if .complexity
.compression .or .rapid, .intense .changes .have .been .involved.
TOP: . AONE .competency: .Business .Skills
7. The .chief .nursing .officer .listens .to .nurse .managers .verbalize .their .feelings .of
.internal .stress. .One .common .source .of .internal .stress .seems .to .be:
a. the .death .of .a .loved .one.
b. perfectionism.
c. getting .married.
d. losing .a .job.
ANS: . B
,Losing .a .job, .the .death .of .a .loved .one, .and .getting .married .are .examples .of .external .stress.
, TOP: . AONE .competency: .Business .Skills
8. The .staff .development .educator .presents .a .series .of .programs .on .stress .management
.to .the .nurse .managers. .Research .has .indicated .that .an .individual‘s .ability .to .deal .with
.stress .is .moderated .by .psychological .hardiness. .Psychological .hardiness .is .a
.composite .of:
a. commitment, .control, .and .challenge.
b. commitment, .powerlessness, .and .passivity.
c. commitment, .control, .and .passivity.
d. decreased .isolation, .challenge, .and .passivity.
ANS: . A
Some .people .have .the .capacity .to .accept .changes .in .life .with .good .humor .and .resilience,
.which, .in .turn, .influences .behavior .that .prevents .illness. .Hardiness .involves .the .capacity .to
.manage .time .and .stress, .to .reframe .situations .positively, .and .to .commit.
TOP: . AONE .competency: .Leadership
9. The .chief .nursing .officer .understands .that .a .nurse .manager .can .exhibit .stress .that .is
.related .to .trying .to .keep .up .with .the .number .of .electronic .messages .that .arrive, .as .well
.as .trying .to .remain .accessible .to .staff. .What .is .a .strategy .that .would .assist .the .manager
.to .manage .the .information .overload .effectively?
a. Ignore .messages .unless .they .are .labeled .as .important.
b. Determine .who .is .most .likely .to .send .useful .or .important .information .or .requests.
c. Check .e-mail .messages .once .a .day.
d. Encourage .face-to-face .meetings .rather .than .e-mail.
ANS: . B
Reduction .of .stress .related .t o NUi n f RSo r mNI aTt i o G n .ovBe.rloCad .Mrequires .the
.development .of .information-receiving .and .information-sending .skills. .Information-sending
skills .include .determining .most .common .sources .of .useful .data, .labeling .files .and
.folders .to .which .e-mail
messages .can .be .directed, .deletion .of .e-mails, .and .focusing .on .the .most .important .pieces.
.Information-sending .skills .include .keeping .e-mail .messages .short .(and .calling .if .the
.message .needs .to .be .long) .and .considering .the .most .appropriate .medium .for .messages
.(telephone, .fax, .face-to-face).
TOP: . AONE .competency: .Professionalism
10. In .helping .nurse .managers .to .manage .their .time, .the .chief .nursing .officer .suggests .that .they:
a. maintain .a .perfectionistic .attitude.
b. set .up .a .complaint .list.
c. have .good .negotiation .skills.
d. have .good .information .literacy .skills.
ANS: . D
Time .can .be .saved .by .using .information .technology .effectively, .as .it .assists .with .effective
.data .retrieval .and .information .gathering .and .with .communication .related .to .a .variety .of
.needs .in .the .management .setting.
TOP: . AONE .competency: .Business .Skills
11. Which .of .the .following .statements .would .best .define .stress? .Stress .is:
