TEST BANK
Leadership and Management for Nurses: Core Competencies for Quality Care
Anita Finkelman
5th Edition Table of Contents
Chapter 01 Conceptual Base for Leadership and Management 1
Chapter 02 Healthcare Policy, Legal Issues, and Ethics in Healthcare Delivery 31
Chapter 03 Operational and Strategic Planning: Change, Innovation, and Decision Makin 57
Chapter 04 Organizational Structure for Effective Care Delivery 84
Chapter 05 Healthcare Economics 111
Chapter 06 Acute Care Organizations: An Example of a Healthcare Organization 135
Chapter 07 Public/Community Health: Expansion and Need for Leadership 155
Chapter 08 Recruitment and Retention: Meeting Staffing Requirements 173
Chapter 09 Managing Patient/Person-Centered Care 203
Chapter 10 Diversity and Disparities in Healthcare 223
Chapter 11 Consumers and Nurses 246
Chapter 12 Developing Interprofessional and Intraprofessional Teams 274
Chapter 13 Improving Teamwork: Collaboration, Coordination, and Conflict Resolution 303
Chapter 14 Effective Staff Communication and Working Relationships 326
Chapter 15 Delegation for Effective Outcomes 346
Chapter 16 Evidence-Based Practice and Management 373
Chapter 17 Healthcare Quality: A Critical Health Policy Issue 396
Chapter 18 Implementing Healthcare Quality Improvement 418
Chapter 19 Healthcare Informatics and Technology 439
Chapter 20 Staff Education to Meet Health Professions Core Competencies and Improve 468 Leadership and Management for Nurses: Core Competen cies for Quality Care, 5e (Finkelman) Chapter 1 Conceptual Base for Leadership and Mana gement 1) The nurse manager asked all staff nurses to deve lop effective leadership competencies. How should the staff nurses interpret this request? 1. This is an unrealistic expectation, because only managers are leaders. 2. This is possible if the nurses learn about and u se relevant leadership and management theories and styles. 3. In order to become leaders, the staff nurses wil l have to emphasize control, competition, and getting the job done. 4. Unless the staff nurses possess the traits of a natural born leader, this is an unrealistic expectation. Answer: 2 Explanation: 1. A nurse does not need to have a formal managemen t position with a management title to be a leader; if nurses demonstrate leadership competenci es, they are considered nurse leaders. 2. In today's healthcare environment, nurses must h ave knowledge of relevant leadership and management theories and styles. This knowledge help s nurses emerge as leaders. Nurses are also leaders of their own nursing practices. 3. Control, competition, and getting the job done a re past theories and styles that are not as useful in today's environment. 4. Leadership is a skill that can be learned. Cognitive Level: Analyzing Client Need/Sub: Safe and Effective Care Environme nt Standards: QSEN Competencies: Patient-centered car e; Teamwork and collaboration; quality improvement, safety | AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes ; V. Healthcare policy, finance, and regulatory environments | NLN Competencies: Persona l and professional development; relationship centered care; teamwork | Nursing/Inte grated Concepts: Nursing Process: Assessment Learning Outcome: LO 03. Analyze the key modern le adership theories compared to older theories, and understand their implications for nur sing leadership, management, and transformational leadership. ______________________________________________________________________________________________
______________________________________________________________________________________________Test Bank - Leadership and Management for Nurses: Core Competencies for Quality Care, 5th Edition (Finkelman, 2024)
1 | P a g e 2) Peter Drucker's view of management stimulated th e shift toward the realization of the importance of participatory organizations. Which op tion provides a scenario that is an example of a participatory organization? 1. The control of the organization is centralized, and decisions are made by upper-level management. 2. Staff nurses are expected to provide support and nurturing for management's decisions. 3. The organization's approach to leadership is aut ocratic and bureaucratic. 4. Staff nurses provide input into planning and cha nges for their own unit. Answer: 4 Explanation: 1. In participatory organizations, the control of t he organization is decentralized and many decisions are made by those "on the front lines" of the organization. 2. The theory is that the staff should be nurtured to promote greater leadership competency. 3. According to Drucker, when staff participate in the core functions of management, the organization is more effective. 4. According to Drucker, when staff participate in the core functions of management such as planning and changes for their own units, the organ ization is more effective. Cognitive Level: Applying Client Need/Sub: Safe and Effective Care Environme nt Standards: QSEN Competencies: Patient-centered car e; Teamwork and collaboration; quality improvement, safety | AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes ; V. Healthcare policy, finance, and regulatory environments | NLN Competencies: Persona l and professional development; relationship centered care; teamwork | Nursing/Inte grated Concepts: Nursing Process: Planning Learning Outcome: LO 03. Analyze the key modern le adership theories compared to older theories, and understand their implications for nur sing leadership, management, and transformational leadership. ______________________________________________________________________________________________
______________________________________________________________________________________________Test Bank - Leadership and Management for Nurses: Core Competencies for Quality Care, 5th Edition (Finkelman, 2024)
2 | P a g e 3) Which behavior demonstrates the nurse's competen cy as an emotionally intelligent leader? 1. The nurse is proficient in technical skills. 2. The nurse relies on policies, not options. 3. The nurse supports team members. 4. Productivity is not a major concern. Answer: 3 Explanation: 1. While technical skill is important for all nurse s, it is not a hallmark of a competent leader. 2. Chaos theory states that solutions are not alway s clear and policies might not always be applied easily; other options might need to be cons idered. 3. In Emotional Intelligence theory, team members s upport each other and feel supported by the team leader. 4. This statement reflects the country club leaders hip style. Cognitive Level: Applying Client Need/Sub: Safe and Effective Care Environme nt Standards: QSEN Competencies: Patient-centered car e; Teamwork and collaboration; quality improvement, safety | AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes ; V. Healthcare policy, finance, and regulatory environments | NLN Competencies: Persona l and professional development; relationship centered care; teamwork | Nursing/Inte grated Concepts: Nursing Process: Implementation Learning Outcome: LO 03. Analyze the key modern le adership theories compared to older theories, and understand their implications for nur sing leadership, management, and transformational leadership. ______________________________________________________________________________________________
______________________________________________________________________________________________Test Bank - Leadership and Management for Nurses: Core Competencies for Quality Care, 5th Edition (Finkelman, 2024)
3 | P a g e 4) The nurse executive of a healthcare organization wishes to prepare and develop nurse managers for several new units that the organizatio n will open next year. What should be the primary goal for this work? 1. Focus on rewarding current staff for doing a goo d job with their assigned tasks by selecting them for promotion. 2. Prepare these managers so that they will focus o n maintaining standards of care. 3. Prepare these managers to oversee the entire hea lthcare organization. 4. Prepare these managers to interact with hospital administration. Answer: 2 Explanation: 1. This is an illustration of the "Peter Principle, " which is promoting people to management positions just because they are doing a good job in their current position. Management level employees should be selected based upon the potenti al ability to manage and their desire to do so. 2. Nurse managers are directly responsible for main taining standards of care, and managing fiscal resources and development of staff. 3. This is not the responsibility of most nurse man agers. In this question, it is clear that managers of nursing units are being prepared and developed. 4. Interacting with hospital administration is a ra re requirement for a unit nurse manager and, if it is required, it is not as important as maintaining standards of care. Cognitive Level: Analyzing Client Need/Sub: Safe and Effective Care Environme nt Standards: QSEN Competencies: Patient-centered car e; Teamwork and collaboration; quality improvement, safety | AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes ; V. Healthcare policy, finance, and regulatory environments | NLN Competencies: Persona l and professional development; relationship centered care; teamwork | Nursing/Inte grated Concepts: Nursing Process: Planning Learning Outcome: LO 04. Compare and contrast char acteristics, roles, and responsibilities of leaders and managers. ______________________________________________________________________________________________
______________________________________________________________________________________________Test Bank - Leadership and Management for Nurses: Core Competencies for Quality Care, 5th Edition (Finkelman, 2024)
4 | P a g e 5) Describe the primary focus of a manager in a kno wledge-work environment. 1. Developing the most effective teams 2. Taking risks 3. Routine work 4. Understanding the history of the organization Answer: 1 Explanation: 1. The most important focus of this manager is on d eveloping and supporting effective teams, utilizing the knowledge of many. 2. Risk taking is a part of knowledge work, but is not the most important of this manager's tasks. 3. Knowledge work is a combination of routine and n onroutine work, so the manager will have focus on the routine. This is not the manager's mos t important focus. 4. Understanding the history of the organization is important as it will help the manager work within the organization, but it is not the most imp ortant focus. Cognitive Level: Analyzing Client Need/Sub: Safe and Effective Care Environme nt Standards: QSEN Competencies: Patient-centered car e; Teamwork and collaboration; quality improvement, safety | AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes ; V. Healthcare policy, finance, and regulatory environments | NLN Competencies: Persona l and professional development; relationship centered care; teamwork | Nursing/Inte grated Concepts: Nursing Process: Implementation Learning Outcome: LO 03. Analyze the key modern le adership theories compared to older theories, and understand their implications for nur sing leadership, management, and transformational leadership.; LO 04. Compare and co ntrast characteristics, roles, and responsibilities of leaders and managers. ______________________________________________________________________________________________
______________________________________________________________________________________________Test Bank - Leadership and Management for Nurses: Core Competencies for Quality Care, 5th Edition (Finkelman, 2024)
5 | P a g e 6) The nursing staff communicates that the new mana ger has a focus on the "bottom line," and little concern for the quality of care. What is lik ely true of this nurse manager? 1. The manager is looking at the total care picture . 2. The manager is communicating the importance of a caring environment. 3. The manager understands the organization's value s and how they mesh with the manager's values. 4. The manager is unwilling to listen to staff conc erns unless they have an impact on costs. Answer: 4 Explanation: 1. This action would enable the manager to make a d ecision and not just evaluate the financial status of the environment. 2. If the manager is indeed focusing only on the "b ottom line," the manager is not promoting a caring environment on the unit. 3. The organization may set great value on the "bot tom line," but also must be concerned about quality of care. Problems with quality of care can impact the "bottom line." If the manager believes the financial status of the organization i s the only organization value, a misunderstanding has probably occurred. 4. This manager has primary focus on the financial issues associated with provision of care. This will make the manager ineffective in the role. Cognitive Level: Applying Client Need/Sub: Safe and Effective Care Environme nt Standards: QSEN Competencies: Patient-centered car e; Teamwork and collaboration; quality improvement, safety | AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes ; V. Healthcare policy, finance, and regulatory environments | NLN Competencies: Persona l and professional development; relationship centered care; teamwork | Nursing/Inte grated Concepts: Nursing Process: Evaluation Learning Outcome: LO 04. Compare and contrast char acteristics, roles, and responsibilities of leaders and managers. ______________________________________________________________________________________________
______________________________________________________________________________________________Test Bank - Leadership and Management for Nurses: Core Competencies for Quality Care, 5th Edition (Finkelman, 2024)
6 | P a g e 7) A very young nurse has been promoted to nurse ma nager of an inpatient surgical unit. The nurse is concerned that older nurses may not respec t the manager's authority because of the age difference. How can this nurse manager best exercis e authority? 1. Use critical thinking to solve problems on the u nit. 2. Give assignments clearly, taking staff expertise into consideration. 3. Understand complex healthcare environments. 4. Maintain an autocratic approach to influence res ults. Answer: 2 Explanation: 1. Critical thinking is important for every RN, not just a manager, and will not diminish the manager's authority. 2. Giving clear assignments is a characteristic of authority. The young nurse who takes staff expertise into consideration when making assignment s is likely to be more successful in leading the group. 3. Nurse managers work in complex healthcare enviro nments, but must create an appropriate organizational environment as a way of exercising a uthority. 4. In autocratic leadership, one person has all of the power. This is not a good approach for a younger leader to adopt when working with a group o f older, more experienced nurses. Cognitive Level: Applying Client Need/Sub: Safe and Effective Care Environme nt Standards: QSEN Competencies: Patient-centered car e; Teamwork and collaboration; quality improvement, safety | AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes ; V. Healthcare policy, finance, and regulatory environments | NLN Competencies: Persona l and professional development; relationship centered care; teamwork | Nursing/Inte grated Concepts: Nursing Process: Planning Learning Outcome: LO 05. Analyze critical aspects of the preparation and development of nurse leaders and managers. ______________________________________________________________________________________________
______________________________________________________________________________________________Test Bank - Leadership and Management for Nurses: Core Competencies for Quality Care, 5th Edition (Finkelman, 2024)
7 | P a g e 8) What statement, made in the morning shift report , would help an effective manager develop trust on the nursing unit? 1. "I know I told you that you could have the weeke nd off, but I really need you to work." 2. "The others work many extra shifts, why can't yo u?" 3. "I'm sorry, but I do not have a nurse to spare t oday to help on your unit. I cannot make a change now, but we should talk further about schedu les and needs." 4. "I can't believe you need help with such a simpl e task. Didn't you learn that in school?" Answer: 3 Explanation: 1. To develop trust, managers who make promises to staff must keep the promise. 2. This statement implies that the staff nurse is n ot a team player. It also sets up one nurse against the remainder of the staff. Effective managers must be fair and supportive with all staff. 3. This manager is standing up for staff by not all owing another unit to take a nurse today. 4. This statement is belittling to the staff nurse. This attitude does not demonstrate trust that staf f performances will be effective. Cognitive Level: Analyzing Client Need/Sub: Safe and Effective Care Environme nt Standards: QSEN Competencies: Patient-centered car e; Teamwork and collaboration; quality improvement, safety | AACN Essential Competencies: II. Basic organizational and systems leadership for quality care and patient safety; VI. Interprofessional communication and collaboration for improving patient health outcomes ; V. Healthcare policy, finance, and regulatory environments | NLN Competencies: Persona l and professional development; relationship centered care; teamwork | Nursing/Inte grated Concepts: Nursing Process: Implementation Learning Outcome: LO 04. Compare and contrast char acteristics, roles, and responsibilities of leaders and managers. ______________________________________________________________________________________________
______________________________________________________________________________________________Test Bank - Leadership and Management for Nurses: Core Competencies for Quality Care, 5th Edition (Finkelman, 2024)
8 | P a g e
