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Whitehead Essentials of Nursing Leadership & Management 6th Edition by Sally – Test Bank 

 

 

Chapter 1: Leadership and Followership

 

 

 

MULTIPLE CHOICE

 

 

 

  1. The essence of leadership is the leader’s ability to:
  2. Get people to work together.
  3. Impress other people.
  4. Help others meet their personal goals.
  5. Influence the group to follow the leader’s way of thinking.

 

ANS: A

Chapter 1: Leadership and Followership

 

 

 

  1. According to “trait theories,” the most common traits of a good leader are:
  2. Information giving and decision-making.
  3. Public speaking and nonrisk behaviors.
  4. Intelligence and initiative.
  5. Verbal and written communication skills.

 

ANS: C

Chapter 1: Leadership and Followership

 

 

 

  1. Of the following qualities, which would least likely be attributed to an effective nursing leader?
  2. Energy and integrity
  3. Pessimism and stress
  4. Courage and initiative
  5. Optimism and perseverance

 

ANS: B

Chapter 1: Leadership and Followership

 

 

 

  1. Behaviors of an effective leader include:
  2. Obstructing the exchange of information.
  3. Being unable to communicate effectively.
  4. Giving only negative feedback.
  5. Developing oneself and others.

 

ANS: D

Chapter 1: Leadership and Followership

 

 

 

  1. Sally has been working only 3 months after graduating from her nursing program. She confides in a friend that she wants to develop herself as a “good follower.” Her friend says, “Anyone can follow—just walk behind someone and do nothing.” How might Sally respond?
  2. “I don’t mean now, but when I become a nurse manager.”
  3. “Effective followers need to be active participants in the workings of this unit.”
  4. “Effective followers need to do everything the administrators want.”
  5. “Effective followers need to continuously question the status quo and strive to make changes.”

 

ANS: B

Chapter 1: Leadership and Followership

 

 

 

  1. James has demonstrated strong leadership skills during his first year as an RN. He observes that one of his coworkers appears very anxious when dealing with demanding families. James displays emotional intelligence when he:
  2. Reports to the nurse manager that his friend is very anxious when dealing with demanding families.
  3. Says to his friend, “Dealing with these demanding families can be stressful.”
  4. Says to his friend, “You seem very anxious when dealing with these families; maybe you should seek counseling.”
  5. Ignores the behavior because everyone takes a different time to adjust to the role of an RN.

 

ANS: B

Chapter 1: Leadership and Followership

 

 

 

  1. Linda believes she should begin demonstrating leadership skills on her unit. She speaks with her nurse manager about how to do this. The nurse manager, who wants to encourage Linda’s leadership development, responds by saying:
  2. “Just watch me closely—it will come to you eventually.”
  3. “Develop perseverance—just hang in there and do your work well. Someone higher than me will notice you.”
  4. “It takes a lot of energy to be a leader. You might want to sign up at the local gym.”
  5. “Understand yourself first—what leadership skills do you want to develop?”

 

ANS: D

Chapter 1: Leadership and Followership

 

 

 

  1. Which skills will not be useful in becoming a better follower?
  2. Supporting the ideas of your colleagues
  3. Becoming an effective listener
  4. Demonstrating energy and enthusiasm in the workplace
  5. Contradicting others if their ideas are not useful to the team

 

ANS: D

Chapter 1: Leadership and Followership

 

 

 

  1. Nancy is supervising a patient care assistant and a licensed practical nurse. When giving them assignments she says, “You two decide how you want to divide up the patients.” This is an example of what type of leadership?
  2. Autocratic
  3. Laissez-faire
  4. Democratic
  5. Situational

 

ANS: B

Chapter 1: Leadership and Followership

 

 

 

  1. Emotional intelligence is an important part of leadership. Which of these qualities is not part of emotional intelligence?
  2. Understanding self
  3. Listening skills
  4. Acknowledging others
  5. Responding quickly to a crisis

 

ANS: D

Chapter 1: Leadership and Followership

 

 

 

  1. The major hallmark of situational leadership is:
  2. Assessing the readiness of the follower.
  3. Focusing on interpersonal relationships.
  4. Having effective listening skills.
  5. Motivating others.

 

ANS: A

Chapter 1: Leadership and Followership

 

 

 

  1. Matthew is completing his first year of employment as an RN on a medical-surgical unit. A new graduate has just started her orientation on his unit. He found her crying in the patient lounge saying, “I can’t do this. This is just not like we learned in school.” What response from Matthew demonstrates his leadership skills?
  2. “If you are already crying, this is not the career for you.”
  3. “I remember those feelings. Come on, let’s talk about it.”
  4. “Why don’t you talk to the nurse manager? Maybe she can give you a lighter load.”
  5. “I would consider a transfer to an easier unit.”

 

ANS: B

Chapter 1: Leadership and Followership

 

 

 

  1. Which of the following statements reflect typical words of a “whiner”?
  2. “No problem.”
  3. “We’ll give it our best.”
  4. “This may be a real challenge but we can do it.”
  5. “This isn’t going to work.”

 

ANS: D

Chapter 1: Leadership and Followership

 

 

 

  1. What is a BHAG?
  2. Plastic container for contaminated dressings
  3. A bold idea
  4. An over-ambitious goal
  5. Tool kit for home health nurses

 

ANS: B

Chapter 1: Leadership and Followership

 

 

 

  1. What does a servant leader do?
  2. Creates an environment conducive to getting work done
  3. Helps others finish their work
  4. Takes a mentally tough stance when a disagreement arises
  5. Has a magnetic personality

 

ANS: A

Chapter 1: Leadership and Followership

 

 

Chapter 2: Manager

 

 

 

MULTIPLE CHOICE

 

 

 

  1. The role of the manager includes:
  2. Interpersonal, informational, and decisional actions.
  3. Extroverted personality, hidden agenda, and personal gain.
  4. Introversion, asking questions, and inability to take action.
  5. Extreme prejudice, being unknowledgeable, and being uncaring.

 

ANS: A

Chapter 2: Manager

 

 

 

  1. Sally meets with all the staff to get input on the governance of the unit. Her management style is most likely:
  2. Autocratic.
  3. Participative.
  4. Directive.
  5. Permissive.

 

ANS: B

Chapter 2: Manager

 

 

 

  1. During a code, Sue begins giving orders to the staff. Her management style at this time is:
  2. Nondirective.
  3. Permissive.
  4. Controlling.
  5. Participative.

 

ANS: C

Chapter 2: Manager

 

 

 

  1. An example of a human relations–oriented manager is one who:
  2. Motivates employees to work to their highest potential.
  3. Uses control rather than guidance.
  4. Assumes close supervision over staff development.
  5. Implements punishment rather than rewards.

 

ANS: A

Chapter 2: Manager

 

 

 

  1. Which of the following qualities would be detrimental to effective nursing management?
  2. Leadership
  3. Clinical expertise
  4. Business sense
  5. Minimum communication

 

ANS: D

Chapter 2: Manager

 

 

 

  1. Michelle believes that her employees operate from the theory Y philosophy. Based on this, how would she assist them in developing a scheduling plan for the unit?
  2. Send a completed schedule for 2 months out over e-mail.
  3. Ask for a committee of volunteers to develop the schedule.
  4. Meet with each employee to get his or her input about the best scheduling plan.
  5. Delegate scheduling to her assistant nurse manager.

 

ANS: C

Chapter 2: Manager

 

 

 

  1. Nancy has been working as an RN in acute care for 4 months. She has been offered the evening supervisor position at a local nursing home. The salary is attractive. What should be her main consideration prior to accepting this position?
  2. Her clinical expertise, business sense, and leadership skills
  3. Staffing ratios and number of RNs on the evening shift
  4. Vacation, sick time, and tuition reimbursement
  5. Mission and philosophy of the facility

 

ANS: A

Chapter 2: Manager

 

 

 

  1. Which of the following actions would be typical for a manager who adheres to the scientific management approach?
  2. Reads research studies on management
  3. Stays in touch with his or her feelings
  4. Carefully works out the time each patient care task should take
  5. Allows staff to develop and enforce their own holiday schedule

 

ANS: C

Chapter 2: Manager

 

 

 

  1. Servant leadership is best described as:
  2. An “employees first” attitude.
  3. An emphasis on serving the patient.
  4. A laissez-faire approach.
  5. Multitasking as much as possible.

 

ANS: A

Chapter 2: Manager

 

 

 

  1. Which of the following is an example of the decisional activities of a manager?
  2. Providing leadership
  3. Encouraging continuing education
  4. Coaching employees
  5. Completing staff evaluations

 

ANS: D

Chapter 2: Manager

 

 

 

  1. What is the “essence” of management?
  2. Providing close supervision
  3. Getting work done through others
  4. Constant monitoring of unit expenses
  5. Developing staff

 

ANS: B

Chapter 2: Manager

 

 

 

  1. A new graduate has been offered a nurse manager position. What is the graduate’s best response?
  2. “Thank you, but I’m not ready to be a manager.”
  3. “When can I start?”
  4. “What is the starting salary?”
  5. “Tell me what the benefits of the position are.”

 

ANS: A

Chapter 2: Manager

 

 

 

  1. Which of the following is an example of the interpersonal responsibilities of a manager?
  2. Performing job analysis and redesign
  3. Hiring new employees
  4. Speaking on behalf of unit staff
  5. Resolving conflict

 

ANS: D

Chapter 2: Manager

 

 

 

  1. Which of the following is an example of the informational responsibilities of a nurse manager?
  2. Reporting the unit’s major accomplishments of the past year
  3. Preparing the annual budget for the unit
  4. Distributing year-end bonuses
  5. Resolving a stalemate with unionized employees

 

ANS: A

Chapter 2: Manager

 

 

 

  1. Which of the following statements reflect a theory X approach?
  2. “My staff really care about their patients.”
  3. “People will do as little work as they can get away with.”
  4. “Nurse managers should treat unit staff as individuals.”
  5. “Sometimes it is necessary to threaten to fire a staff member.”

 

ANS: B

Chapter 2: Manager

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

MULTIPLE CHOICE

 

 

 

  1. Sources of coercive power come from which of the following?
  2. Responsibility
  3. Recognition
  4. Expertise
  5. Punishment

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. The structure used in many organizations is the:
  2. Traditional approach.
  3. Organic structure.
  4. Decentralized approach.
  5. Network structure.

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. Empowerment is psychological and includes a feeling of:
  2. Control.
  3. Loss.
  4. Effectiveness.
  5. Quantity.

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. Empowerment occurs more often with:
  2. Authoritarian management.
  3. Shared governance.
  4. Laissez-faire governance.
  5. Autocratic management.

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. Sharing decision-making responsibilities may be difficult for some managers for which of the following reasons?
  2. They believe that empowered staff members have higher levels of job-related tension.
  3. There is inadequate staffing on the unit.
  4. There is a lack of time and situational support.
  5. They may be reluctant to give up their control.

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. For registered nurses to enhance their expertise and sense of empowerment, certain activities are necessary. Which of the following will least prepare registered nurses for enhancing their competence?
  2. Actively participating in interdisciplinary team conferences
  3. Attending professional organization meetings
  4. Refraining from participating in research projects in a clinical specialty
  5. Returning to school to earn a higher degree in nursing

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. The term shared governance describes:
  2. Informal ways in which access to opportunity is made available to staff.
  3. Staff nurses’ inclusion in decision-making through representation in governing practice and management issues.
  4. Nurses’ involvement in decision-making at the administrative level.
  5. Shared staffing on various levels to serve the needs of the institution.

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. A clinic run by volunteer doctors and nurses belongs in which of the following categories?
  2. Voluntary for profit
  3. Publicly supported
  4. Not for profit
  5. Governmental agency

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. The most obvious aspect of organizational culture is:
  2. The unwritten rules.
  3. The employee handbook.
  4. The care environment.
  5. The organizational climate.

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. Which of the following is a common goal for a health-care organization?
  2. Survival
  3. Limited existence
  4. Cooperation with the competition
  5. Downsizing

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. Staff members at the bottom of the organizational hierarchy have:
  2. No power.
  3. No power and no authority.
  4. High authority and high power.
  5. Little authority, but some power.

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. A positive aspect of hierarchy is:
  2. Few policies or practices.
  3. Consistent operation.
  4. Flexibility.
  5. Promotion of creativity.

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. Why is it important for a health-care organization to create a culture of safety?
  2. It reflects the diversity of the patient population.
  3. Interpreters make it easier to understand patients who do not speak English.
  4. It can contribute to a decrease in errors.
  5. Staff are better protected.

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. Which of the following is a characteristic of a culture of safety?
  2. Staff willingness to admit having made a mistake
  3. Finding the staff member responsible for insulting a patient
  4. Consistently placing insensitive staff on suspension
  5. More efficient use of scarce resources

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. A health-care organization that wants to achieve excellence in patient care should:
  2. Review unit expenses for possible fraud.
  3. Refuse to accept mediocrity in patient care.
  4. Provide monitors to staff and arrive on time.
  5. Update staff job descriptions.

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. Why is the culture of an organization important to a new graduate?
  2. The culture can create an environment that is hostile to new employees.
  3. It impacts an organization’s public image.
  4. Culture determines the financial health of an organization.
  5. Culture allows free speech.

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. What are the benefits of collective bargaining?
  2. Improved management-staff relationships
  3. A more collegial environment for nursing staff
  4. Fair treatment and protection of benefits
  5. Increased staff and patient satisfaction

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. What are the benefits of joining a professional organization?
  2. Higher pay
  3. Shared governance
  4. Patient safety
  5. Representation

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

 

  1. Why is shared governance important?
  2. Regulates licensing of registered nurses and practical nurses
  3. Provides staff nurses with a voice in setting standards and policies
  4. Provides staff nurses with representation in the political arena
  5. Provides oversight and treatment of impaired nurses

 

 

Chapter 5: Organizations, Power, and Empowerment

 

 

Chapter 10: Quality and Safety

 

 

 

MULTIPLE CHOICE

 

 

 

  1. The economic climate in the health-care system has now pressured health-care providers to:
  2. Provide the best care, whatever the cost.
  3. Deliver quality care at lower cost.
  4. Deliver care to only the insured.
  5. Encourage alternative treatment.

 

 

Chapter 10: Quality and Safety

 

 

 

  1. Examples of cost-containment programs that restrain cost in health care are:
  2. Institute of Medicine (IOM).
  3. Joint Commission (JC).
  4. Managed Care.
  5. Quality Assurance.

 

 

Chapter 10: Quality and Safety

 

 

 

  1. One reason for the current nursing shortage is:
  2. Increases in nurse faculty.
  3. Job satisfaction.
  4. Aging nursing workforce.
  5. High salaries and benefits.

 

 

Chapter 10: Quality and Safety

 

 

 

  1. Decision-making, care allocation, communication, and management are organized principles that focus on:
  2. Autocratic leadership.
  3. Differentiated practice.
  4. Case management.
  5. Nursing care delivery systems.

 

 

Chapter 10: Quality and Safety

 

 

 

  1. The Total Care Method is a traditional model used to deliver nursing care with its primary focus on:
  2. One nurse assuming total responsibility.
  3. Efficient use of staff.
  4. Delivery of care in all health-care settings.
  5. Five different clients’ total care.

 

 

Chapter 10: Quality and Safety

 

 

 

  1. Case Management, Client-Focused Care with Cross-Training, Product Line Management, and Differentiated Practice are examples of a:
  2. Traditional model.
  3. Functional model.
  4. Modular nursing model.
  5. Contemporary model.

 

 

Chapter 10: Quality and Safety

 

 

 

  1. Continuous Quality Improvement (CQI) in health care is a structured organizational process for involving personnel in planning and executing a continuous flow of improvements to provide quality health care. Another name that is interchangeable with CQI is:
  2. Joint Commission (JC).
  3. Quality Assurance (QA).
  4. Institute of Medicine (IOM).
  5. Quality Management (QM) .

 

 

Chapter 10: Quality and Safety

 

 

 

  1. The Institute of Medicine (IOM) identified essential competencies that are necessary to move health care into the 21st century. The competencies consist of:
  2. Employing the use of evidence-based practice (EBP).
  3. Providing client-centered care.
  4. Utilizing informatics.
  5. All of the above.

 

 

Chapter 10: Quality and Safety

 

 

 

  1. Risk Management is an important part of Continuous Quality Improvement (CQI) because it:
  2. Measures the success of an organization.
  3. Is a critical pathway that provides framework to an organization.
  4. Addresses liabilities and financial losses in an organization.
  5. Anticipates discharges.

 

 

Chapter 10: Quality and Safety

 

 

 

  1. Structured Care Methodologies (SCMs) are interprofessional tools that are used to:
  2. Identify the best practice and facilitate standardization of care.
  3. Monitor client care more effectively.
  4. Measure and analyze success of an outcome.
  5. Assist employees with wellness and prevention of injuries.

 

 

Chapter 10: Quality and Safety

 

 

 

  1. What skill should nurses develop in order to deliver quality care within this health-care environment?
  2. Primary care and prevention management
  3. Resource management
  4. Personnel management
  5. Financial management

 

 

Chapter 10: Quality and Safety

 

 

 

  1. The recent changes in the health-care system have impacted nursing practice in several ways. Which issue has exerted a major influence in shaping the recent changes in nursing practice?
  2. Managed care
  3. Increased use of unlicensed assistive personnel
  4. Access to health care
  5. New technological treatments

 

 

Chapter 10: Quality and Safety

 

 

 

  1. The Future of Nursing report identifies interprofessional collaboration as important for quality and safety. What actions should nurses take to ensure that they fulfill a collaborative role?
  2. Assume accountability and increased authority in practice areas
  3. Understand that an integrated delivery system centers on client health care needs
  4. Become more supportive and acknowledge the contributions of individual interprofessional team members
  5. Accept responsibility for ensuring their own specific contributions and the value of working together with other members of the health-care team

 

 

Chapter 10: Quality and Safety

 

 

 

  1. What should nurses recognize as a reasonable expectation from today’s health-care consumers?
  2. The right to choose their provider, unlimited access to health care, and affordable health care
  3. Comprehensive, holistic and compassionate affordable health care
  4. High quality and affordable health care
  5. Individualized, comprehensive high quality low-cost health care

 

 

Chapter 10: Quality and Safety

 

 

 

MULTIPLE RESPONSE

 

 

 

  1. What should nurses consider as the most effective strategies to contain costs and maintain quality healthcare? Select all that apply.
  2. Developing critical pathways
  3. Delegating to unlicensed or nursing assistive personnel
  4. Managing resources appropriately
  5. Implementing stringent hiring practices
  6. Utilizing full registered nurses on clinical units

 

Chapter 10: Quality and Safety

 

 

Chapter 14: Looking to the Future

 

 

 

MULTIPLE CHOICE

 

 

 

  1. The significant contributions of nurses as promoted by the TriCouncil did not include which of the folloinwg?
  2. Nurses as resource people
  3. Nurses as health-care coordinators
  4. Nurses as expert practitioners
  5. Nurses as physician extenders

 

 

Chapter 14: Looking to the Future

 

 

 

  1. The nursing profession does not regulate itself through which of the following?
  2. The Code for Nurses
  3. The American Nurses Association
  4. The Standards of Clinical Nursing Practice
  5. The Nurse Practice Act

 

 

Chapter 14: Looking to the Future

 

 

 

  1. In which year did the ANA recommend that the minimum preparation for beginning professional nursing practice be a baccalaureate degree?
  2. 1955
  3. 1965
  4. 1985
  5. 1995

 

 

Chapter 14: Looking to the Future

 

 

 

  1. The international nursing honor society is called:
  2. The National League for Nursing.
  3. The American Nursing Society.
  4. The Nursing Education Coalition.
  5. Sigma Theta Tau.

 

 

Chapter 14: Looking to the Future

 

 

 

  1. The ANA provides its members with all but which of the following benefits?
  2. Health insurance
  3. Scholarships to beginning students
  4. Continuing education courses
  5. Lobbyists for nurses in governmental issues

 

 

Chapter 14: Looking to the Future

 

 

 

  1. Studying the history of nursing is important because it helps us:
  2. Appreciate our professional heritage.
  3. Understand how nursing developed as a profession.
  4. Avoid making the same mistakes over and over again.
  5. All of the above

 

 

Chapter 14: Looking to the Future

 

 

 

  1. Which of the following organizations is most concerned with nursing education?
  2. National Institute of Nursing Research
  3. American Nurses Association
  4. National League for Nursing
  5. The Red Cross

 

 

Chapter 14: Looking to the Future

 

 

 

  1. Which of the following best describes the present U.S. health-care system?
  2. Sick and broken
  3. The best in the world by all measures
  4. Providing universal health insurance coverage
  5. Efficient, effective, and caring

 

 

Chapter 14: Looking to the Future

 

 

 

  1. Which of the following organizations focus on nursing research?
  2. NINR
  3. NSNA
  4. NADONA
  5. CAPNA

 

.

Chapter 14: Looking to the Future

 

 

 

  1. Health care in the United States is best described as
  2. Well-coordinated.
  3. Affordable.
  4. Universally available.
  5. Fragmented.

 

 

Chapter 14: Looking to the Future

 

 

 

  1. What image of nurses do most members of the public have?
  2. Trustworthy
  3. Oversupply
  4. Younger and poorly educated
  5. Powerful and outspoken

 

 

Chapter 14: Looking to the Future

 

 

 

  1. Access to health care in the United States is most difficult for which group?
  2. Rural and poor
  3. Employed
  4. Over age 65
  5. All of the above

 

 

Chapter 14: Looking to the Future

 

 

 

  1. Which of the following organizations focuses on associate degree programs?
  2. NINR
  3. NOADN
  4. NSNA
  5. AACN

 

 

Chapter 14: Looking to the Future

 

 

 

  1. Which of the following is the most important reason to join a professional specialty organization?
  2. Increase the membership numbers
  3. Pay membership dues
  4. Support other members
  5. Stay informed of trends in your field

 

 

Chapter 14: Looking to the Future

 

 

 

  1. Which of the following is a provision of the Affordable Care Act?
  2. Elimination of the pre-existing condition clause
  3. Creation of accountable care organizations
  4. Movement of all nursing education to the graduate level
  5. A and B

 

Chapter 14: Looking to the Future