Esmeralda Espitia
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Leadership Test 3 Quiz on chapter 26 , created by Esmeralda Espitia on 28/03/2020.

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chapter 26

Question 1 of 25

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1. The unit leader on an inpatient psychiatric unit of a large hospital has been in the position for 3 months. The unit leader is frustrated by how little time is available to work with clients and how few changes have been implemented in that time. The phase of role transition being experienced is the role of:

Select one of the following:

  • a. acceptance.

  • b. negotiation.

  • c. discrepancy.

  • d. internalization.

Explanation

Question 2 of 25

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2. An interviewee for a nurse manager position asks for a copy of the organizational chart. Organizational charts provide information about the role component of:

Select one of the following:

  • a. expectations.

  • b. opportunities.

  • c. responsibilities.

  • d. lines of communication.

Explanation

Question 3 of 25

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3. During an employment interview for the manager’s position in a home health agency, the applicant asks questions about the medical director and about retention of staff. The nurse executive assures the applicant that the agency has few personnel problems and receives excellent support from the medical director. The applicant knows that the agency has a 50% turnover rate and has had three medical directors in the past year. The nurse executive is:

Select one of the following:

  • a. unaware of the turnover rate and difficulties with the medical director.

  • b. lying about the problems and hoping to resolve them by hiring the applicant.

  • c. denying that the agency has a turnover problem with staff or medical directors.

  • d. minimizing the challenges of the position to make a positive impression on the
    applicant.

Explanation

Question 4 of 25

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4. The new head nurse on telemetry has been in the position for 3 months. The head nurse and the administrator disagree on how much time the head nurse should allot to various aspects of the role. Staff members on the unit complain that the head nurse is unavailable for clinical concerns because of being off the unit while attending meetings. To facilitate the process of role transition, the head nurse should:

Select one of the following:

  • a. develop policies consistent with the head nurse’s prior workplace.

  • b. attend a workshop on how to deal with difficult people.

  • c. decide to give the position 3 more months and then leave if things do not improve.

  • d. schedule a series of meetings with staff and the administrator to clarify
    expectations.

Explanation

Question 5 of 25

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5. A nurse manager in one hospital values a colleague who is a few years older and has more
experience in nursing management. The colleague works in another hospital, but they meet for
lunch once a month. In these meetings, they share their feelings about nursing management and their lives. The function of a mentor that is missing in the relationship is:

Select one of the following:

  • a. sponsorship.

  • b. role modeling.

  • c. social interaction.

  • d. mutual positive regard.

Explanation

Question 6 of 25

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6. The new nurse manager feels pulled between the expectations of staff, the demands of hospital administrators, and family obligations. According to the theory by Hardy (1978), unrelieved role stress and strain will lead to:

Select one of the following:

  • a. frustration and anger.

  • b. alienation of family and friends.

  • c. low productivity and performance.

  • d. physical symptoms and acute illness.

Explanation

Question 7 of 25

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7. The nurse manager of a unit was demoted to staff nurse 6 months ago. Because of being near retirement, the former nurse manager wanted to be employed at the hospital and was offered a position on the same unit. The former nurse manager complains often about how infrequently the current nurse manager is available on the unit and argues with physicians and co-workers. Clients have complained about the attitude of the nurse. The behavior of the former nurse manager can be best explained as being caused by:

Select one of the following:

  • a. overwork in the staff nurse position.

  • b. inadequate mentoring in the new role.

  • c. anger as a stage of the grieving process.

  • d. demotion as a threat to personal identity.

Explanation

Question 8 of 25

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8. A nurse is interviewing for a manager’s position. Which of the following actions is considered a role preview?

Select one of the following:

  • a. Formal commitment of the employment contract

  • b. Improving role performance

  • c. Touring the unit

  • d. Disillusionment about the expectations of the job

Explanation

Question 9 of 25

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9. The chief nursing officer develops a mentoring program to help new staff members adjust to their new jobs. The main purpose of mentoring is:

Select one of the following:

  • a. promoting staff retention.

  • b. promoting staff attrition.

  • c. developing new role expectations.

  • d. promoting staff supervision.

Explanation

Question 10 of 25

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10. A nurse manager notices that Nathan, an RN who has been on the unit for approximately 3 years, has an interest in health technology and seems to be very enthused about working with software and hardware at home. She speaks with Nathan and asks him if he would lead investigation of software applications on the unit. This is an example of:

Select one of the following:

  • a. opportunity.

  • b. delegation.

  • c. role negotiation.

  • d. role transition.

Explanation

Question 11 of 25

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11. Sarah is a nursing graduate of 5 years who is very confident in her clinical skills. She has taken some certificate courses in leadership and management and has considered beginning a graduate degree with this focus. She is excited about being able to use her knowledge and interest by being hired as a nurse manager. Before beginning her new position, Sarah spends time with her nurse executive to clarify the executive’s expectations of her and of the unit that she has been hired to manage. Sarah’s actions are important in avoiding role:

Select one of the following:

  • a. ambiguity.

  • b. transition.

  • c. development.

  • d. negotiation.

Explanation

Question 12 of 25

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12. Sarah is a nursing graduate of 5 years who is very confident in her clinical skills. She has taken some certificate courses in leadership and management and has considered beginning a graduate degree with this focus. She is excited about being able to use her knowledge and interest by being hired as a nurse manager. Before beginning her new position, Sarah spends time with her nurse executive to clarify the executive’s expectations of her and of the unit that she has been hired to manage. After beginning her new position, Sarah finds that she spends a great deal of time in direct patient care. Her staff begins to complain that they are never able to find her when they need her, and that some aspects of her responsibilities fall behind, such as scheduling. Sarah is most likely:

Select one of the following:

  • a. lacking an understanding of the nurse management role.

  • b. attempting to prove her clinical skills to the nursing staff.

  • c. experiencing difficulty in unlearning old roles.

  • d. lacking enjoyment in her new role.

Explanation

Question 13 of 25

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13. Sarah is a nursing graduate of 5 years who is very confident in her clinical skills. She has taken some certificate courses in leadership and management and has considered beginning a graduate degree with this focus. She is excited about being able to use her knowledge and interest by being hired as a nurse manager. Before beginning her new position, Sarah spends time with her nurse executive to clarify the executive’s expectations of her and of the unit that she has been hired to manage. A strategy that may help to make the transition to her management role and to respond to relationships and situations in her new position is:

Select one of the following:

  • a. avoiding discussion of her personal beliefs with staff until she is ready to do so.

  • b. finding a network of clinicians with interests similar to her own.

  • c. researching clinical literature to maintain her clinical assessment skills for the unit.

  • d. recognizing her strong commitment to care in the management process through
    journaling.

Explanation

Question 14 of 25

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14. Sarah is a nursing graduate of 5 years who is very confident in her clinical skills. She has
taken some certificate courses in leadership and management and has considered beginning a
graduate degree with this focus. She is excited about being able to use her knowledge and
interest by being hired as a nurse manager. Before beginning her new position, Sarah spends
time with her nurse executive to clarify the executive’s expectations of her and of the unit that
she has been hired to manage. Sarah finds that she has begun to think negatively about the way nursing care is delivered on her nursing unit. She often wishes that she was back on her old unit and in her familiar staff nurse role. This behavior:

Select one of the following:

  • a. is natural when assuming a new position.

  • b. diverts energy from internalization of Sarah’s new role.

  • c. is justified if practices are deficient on the new unit.

  • d. reflects Sarah’s astuteness as a clinician.

Explanation

Question 15 of 25

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15. Sarah is a nursing graduate of 5 years who is very confident in her clinical skills. She has taken some certificate courses in leadership and management and has considered beginning a graduate degree with this focus. She is excited about being able to use her knowledge and interest by being hired as a nurse manager. Before beginning her new position, Sarah spends time with her nurse executive to clarify the executive’s expectations of her and of the unit that she has been hired to manage. Sarah finds a mentor, Amy, who has been in the role of unit manager for 3 years and has a similar interest in clinical excellence. During their frequent meetings, Amy provides assistance with learning aspects of the manager’s role, including technical aspects, such as how to interpret budget printouts and to achieve budget outcomes. The success of Amy’s coaching depends on:

Select one of the following:

  • a. clarity of Amy’s information.

  • b. organizational support for the mentor relationship.

  • c. the congruence of Amy’s beliefs with Sarah’s beliefs.

  • d. willingness of Sarah to receive feedback.

Explanation

Question 16 of 25

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16. In addition to providing coaching, a nurse mentor may provide counseling to the mentee. For counseling to be successful, the mentor must:

Select one of the following:

  • a. provide a quiet environment away from the unit.

  • b. keep the focus on technical and management responsibilities.

  • c. assure confidentiality.

  • d. present assignments that stretch the intellectual and technical ability of the mentee.

Explanation

Question 17 of 25

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17. Sarah is a nursing graduate of 5 years who is very confident in her clinical skills. She has taken some certificate courses in leadership and management and has considered beginning a graduate degree with this focus. She is excited about being able to use her knowledge and interest by being hired as a nurse manager. Before beginning her new position, Sarah spends time with her nurse executive to clarify the executive’s expectations of her and of the unit that she has been hired to manage. After a year, Sarah successfully transitions into the nurse manager role and considers taking the examination to become a certified nurse executive. Amy advises her that this is not possible because Sarah will need:

Select one of the following:

  • a. a graduate degree.

  • b. at least a nursing diploma.

  • c. 24 months of experience.

  • d. 5 years of successful experience.

Explanation

Question 18 of 25

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18. Sarah is a nursing graduate of 5 years who is very confident in her clinical skills. She has taken some certificate courses in leadership and management and has considered beginning a graduate degree with this focus. She is excited about being able to use her knowledge and interest by being hired as a nurse manager. Before beginning her new position, Sarah spends time with her nurse executive to clarify the executive’s expectations of her and of the unit that she has been hired to manage. Sarah finds that she is comfortable with the expectations of staff and her supervisor regarding her management role and responsibilities and has been able to effect a strong commitment to quality clinical care on the unit. At this point, Sarah has likely attained this role:

Select one of the following:

  • a. development.

  • b. acceptance.

  • c. symmetry.

  • d. internalization.

Explanation

Question 19 of 25

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19. As a new manager, you reflect on what professional development would be most valuable to assist you in taking on this role. Which of the following would you most likely identify?

Select one of the following:

  • a. Opportunities to hone clinical skills that are used most often on the unit that you
    will manage

  • b. A workshop on conflict management and communication skills

  • c. Attendance at a conference on global healthcare economics

  • d. Attendance at a workshop on survey tool development and statistical measurement

Explanation

Question 20 of 25

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20. John, a new nurse manager, complains to his colleague that he feels very uncomfortable with the conflict between what he thinks he should be doing as the manager and what his supervisor thinks he should be doing. According to Hardy’s role theory, John is experiencing:

Select one of the following:

  • a. stress.

  • b. role stress.

  • c. role strain.

  • d. role exploration.

Explanation

Question 21 of 25

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21. Seth is hired as the nurse manager for a surgical unit. After a year, the hospital reorganizes, and his position is lost. In leaving the unit, it is important for Seth to:

Select one of the following:

  • a. engage in clarifying why the hospital did not state its expectations for the unit at
    the time of hiring.

  • b. hire a lawyer to represent his interests during this unexpected role transition.

  • c. seek counseling to deal with his shock and anger.

  • d. negotiate a reasonable settlement.

Explanation

Question 22 of 25

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22. After several months in the role of manager of a dialysis unit, Maryanne finds herself still questioning the gap in expectations between her and her staff and management and is also questioning if she can reconcile her concerns about quality care with the strong cost-containment orientation of the facility. At this point, Maryanne is in which stage of role transition?

Select one of the following:

  • a. Internalization

  • b. Acceptance

  • c. Development

  • d. Discrepancy

Explanation

Question 23 of 25

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23. In assisting new graduates to make the role transition to graduate nurse, Ted, the unit manager initiates which of the following?

Select one of the following:

  • a. Self-check list to assess competencies that have been strengthened

  • b. Discussions that focus on what the new graduates have yet to learn

  • c. Fixed target dates for acquisition of competency and transition to RN role

  • d. Frequent formal meetings to provide feedback on performance and areas to be
    strengthened

Explanation

Question 24 of 25

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24. Who of the following might be the most appropriate mentor for Becky, a new nurse manager on the cardiac unit who has 4 years of previous clinical experience?

Select one of the following:

  • a. Sam, near retirement. He has 20 years of clinical nursing and recently assumed
    role of head nurse in an interim capacity because of the incumbent’s illness.

  • b. Leslie, who has been a clinical educator at the institution for a number of years.
    She has tired of her role and aspires to become a nurse manager. She looks at
    mentorship as an opportunity to understand the role better.

  • c. Courtney, who has been a nurse manager for 3 years. Her staff and supervisor
    value her skills and her leadership acumen and championship of innovation.

  • d. Ben, who was nurse manager for 3 years, soon after graduation. He left the role
    because he was uncomfortable with the expectations and has been a team leader on surgery for 15 years.

Explanation

Question 25 of 25

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1. As a result of Amy’s coaching, Sarah, a nursing graduate of 5 years, completes a ROLES assessment. This assessment is helpful in: (Select all that apply.)

Select one or more of the following:

  • a. identifying her clinical knowledge.

  • b. role development.

  • c. areas of conflict in expectations.

  • d. expected work time commitments.

Explanation