Topic 1 – leadership & Management

1. As a nurse manager achieves a higher management

position in the organization, there is a need for what type of
skills?
A. Personal and communication skills
B. Communication and technical skills
C. Conceptual and interpersonal skills
D. Visionary and interpersonal skills

2. The contingency theory of management moves the

manager away from which of the following approaches?
A. No perfect solution
B. One size fits all
C. Interaction of the system with the environment
D. A method or combination of methods that will be
most effective in a given situation

3. Transformational leadership is characterized by all of the

following elements except:
A. Charisma.
B. inspirational leadership
C. intellectual stimulation
D. Incentives to promote loyalty and performance.

4. The characteristics of an effective leader include:

 A. attention to detail
B. financial motivation
C. sound problem-solving skills and strong people skills
D. emphasis on consistent job performance
5. Which nursing delivery model is based on a production
and efficiency model and stresses a task-oriented
approach?
A. Case management
B. Primary nursing
C. Differentiated practice
D. Functional method

6. What are essential competencies for today's nurse

manager?
A. A vision and goals
B. Communication and teamwork
C. Self- and group awareness
D. Strategic planning and design

7. What is the most important issue confronting nurse

managers using situational leadership?
A. Leaders can choose one of the four leadership styles
when faced with a new situation.
B. Personality traits and leader's power base influence
the leader's choice of style.
 C. Value is placed on the accomplishment of tasks and
on interpersonal relationships between leader and
group members and among group members.
D. Leadership style differs for a group whose members
are at different levels of maturity.
8. When group members are unable and unwilling to
participate in making a decision, which leadership style
should the nurse manager use?
A. Participative
B. Authoritarian
C. Laissez-faire
D. Democratic

9. The nurse manager has asked that all staff nurses

develop effective leadership competencies. How should
the staff nurses interpret this request?

A. This is an unrealistic expectation, because only

managers are leaders.
B. If the nurses learn about and use relevant leadership
and management theories and styles this is possible.
C. In order to become leaders, the staff nurses will have
to emphasize control, competition, and getting the job
done.
D. Unless the staff nurses possess the traits of a natural
born leader, this is an unrealistic expectation.
10. Describe the primary focus of a manager in a
knowledge work environment.
A. Developing the most effective teams.
B. Taking risks.
C. Routine work.
D. Understanding the history of the organization.

11. The nursing staff communicates that the new

manager has a focus on the "bottom line," and little
concern for the quality of care. What is likely true of this
nurse manager?
A. The manager is looking at the total care picture.
B. The manager is communicating the importance of a
caring environment.
C. The manager understands the organization's values
and how they mesh with the manager's values.
D. The manager is unwilling to listen to staff concerns
unless they have an impact on costs.

12. A very young nurse has been promoted to nurse

manager of an inpatient surgical unit. The nurse is
concerned that older nurses may not respect the
manager's authority because of the age difference. How
can this nurse manager best exercise authority?
A. Use critical thinking to solve problems on the unit.
B. Give assignments clearly, taking staff expertise into
consideration.
 C. Understand complex health care environments.
D. Maintain an autocratic approach to influence results.

13. What statement, made in the morning shift

report, would help an effective manager develop trust
on the nursing unit?
A. "I know I told you that you could have the weekend
off, but I really need you to work."
B. “The others work many extra shifts, why can't you?"
C. "I'm sorry, but I do not have a nurse to spare today to
help on your unit. I cannot make a change now, but we
should talk further about schedules and needs."
D. "I can't believe you need help with such a simple task.
Didn't you learn that in school?"

14. The nurse has just been promoted to unit

manager. Which advice, offered by a senior unit
manager, will help this nurse become inspirational and
motivational in this new role?
A. "If you make a mistake with your staff, admit it,
apologize, and correct the error if possible."
B. "Don't be too soft on the staff. If they make a mistake,
be certain to reprimand them immediately."
C. "Give your best nurses extra attention and rewards
for their help."
D. "Never get into a disagreement with a staff member.
 Topic 2 – Team work

15. Role conflict can occur in any situation in which

individuals work together. The predominant reason that
role conflict will emerge in collaboration is that people have
different:
A. Levels of education and preparation.

B. Expectations about a particular role; interpersonal

conflict will emerge.

C. Levels of experience and exposure of working in

interdisciplinary teams.
D. Values, beliefs, and work experiences that influence

their ability to collaborate.

16. Today many individuals are seeking answers for acute

and chronic health problems through nontraditional
approaches to health care. What are two popular choices
being selected by health consumers?
A. Mindful awareness techniques and meditation
practice
B. Stress management and biofeedback programs
C. Support groups and alternative medicine
D. Telehealth and the Internet
17. What are the characteristics of effective
collaboration?
A. Common purpose and goals
B. Clinical competence of each provider
C. Humor, trust, and valuing diverse, complementary
knowledge
D. All of the above

18. What are the key competencies and features for

effective collaboration?
A. Effective communication skills, mutual respect,
constructive feedback, and conflict management.
B. High level of trust and honesty, giving and receiving
feedback, and decision making.
C. Mutual respect and open communication, critical
feedback, cooperation, and willingness to share ideas
and decisions.
D. Effective communication, cooperation, and decreased
competition for scarce resources.

Topic 3 – organizational aspects of care

19. The nurse executive of a health care organization

wishes to prepare and develop nurse managers for
several new units that the organization will open next
year. What should be the primary goal for this work?
A. Focus on rewarding current staff for doing a good job
with their assigned tasks by selecting them for
promotion.
B. Prepare these managers so that they will focus on
maintaining standards of care.
C. Prepare these managers to oversee the entire health
care organization.
D. Prepare these managers to interact with hospital
administration.