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TEST BANK FOR LEADERSHIP AND NURSING CARE MANAGEMENT 7TH EDITION BY M. LINDELL JOSEPH PHD RN FAONL FAAN DIANE HUBER PHD RN NEA-BC FAAN|| LATEST EDITION WITH ALL VERIFIED CHAPTERS ( 01 -26) AND ACCURATE ANSWERS TO ALL CHAPTERS.GRADE A+ TO LEADERSHIP AND NU CA$20.75
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TEST BANK FOR LEADERSHIP AND NURSING CARE MANAGEMENT 7TH EDITION BY M. LINDELL JOSEPH PHD RN FAONL FAAN DIANE HUBER PHD RN NEA-BC FAAN|| LATEST EDITION WITH ALL VERIFIED CHAPTERS ( 01 -26) AND ACCURATE ANSWERS TO ALL CHAPTERS.GRADE A+ TO LEADERSHIP AND NU
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  • Leadership and Nursing Care Management

TEST BANK FOR LEADERSHIP AND NURSING CARE MANAGEMENT 7TH EDITION BY M. LINDELL JOSEPH PHD RN FAONL FAAN DIANE HUBER PHD RN NEA-BC FAAN|| LATEST EDITION WITH ALL VERIFIED CHAPTERS ( 01 -26) AND ACCURATE ANSWERS TO ALL CHAPTERS.GRADE A+ TO LEADERSHIP AND NURSING CARE MANAGEMENT 7TH EDITION BY M LIN...

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  • December 12, 2024
  • 415
  • 2024/2025
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  • leadership and nursing care management
  • 7th edition by m lindell joseph phd rn faonl faan

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LEADERSHIP AND NURSING CARE MANAGEMENT 7TH EDITION



TEST BANK FOR
LEADERSHIP AND NURSING CARE MANAGEMENT 7TH EDITION
BY M. LINDELL JOSEPH PHD RN FAONL FAAN DIANE HUBER PHD RN NEA-BC
FAAN|| LATEST EDITION WITH ALL VERIFIED CHAPTERS ( 01 -26) AND ACCURATE
ANSWERS TO ALL CHAPTERS.GRADE A+ TO LEADERSHIP AND NURSING CARE
MANAGEMENT 7TH EDITION BY M LINDELL.

, LEADERSHIP AND NURSING CARE MANAGEMENT 7TH EDITION


TABLE OF CONTENTS
CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES ................................................................... 3
CHAPTER 02: CHANGE AND INNOVATION .............................................................................................. 16
CHAPTER 03: ORGANIZATIONAL CLIMATE AND CULTURE...................................................................... 29
CHAPTER 04: MANAGERIAL DECISION MAKING ..................................................................................... 42
CHAPTER 05: MANAGING TIME AND STRESS ......................................................................................... 56
CHAPTER 06: ROLE MANAGEMENT ....................................................................................................... 70
CHAPTER 07: LEGAL AND ETHICAL ISSUES .............................................................................................. 78
CHAPTER 08: COMMUNICATION LEADERSHIP ....................................................................................... 92
CHAPTER 09: TEAM BUILDING AND WORKING WITH EFFECTIVE GROUPS .......................................... 106
CHAPTER 10: POWER AND CONFLICT ................................................................................................... 119
CHAPTER 11: WORKPLACE DIVERSITY................................................................................................... 133
CHAPTER 12: ORGANIZATIONAL STRUCTURE ....................................................................................... 147
CHAPTER 13: DECENTRALIZATION AND SHARED GOVERNANCE .......................................................... 175
CHAPTER 14: STRATEGIC MANAGEMENT ............................................................................................. 190
CHAPTER 15: PROFESSIONAL PRACTICE MODELS................................................................................. 205
CHAPTER 16: CASE AND POPULATION HEALTH MANAGEMENT .......................................................... 218
CHAPTER 17: EVIDENCE-BASED PRACTICE: STRATEGIES FOR NURSING LEADERS ............................... 232
CHAPTER 18: QUALITY AND SAFETY ..................................................................................................... 251
CHAPTER 19: MEASURING AND MANAGING OUTCOMES .................................................................... 267
CHAPTER 20: WORKPLACE VIOLENCE AND INCIVILITY ......................................................................... 276
CHAPTER 21: NURSING WORKFORCE STAFFING AND MANAGEMENT ................................................ 295
CHAPTER 22: BUDGETING, PRODUCTIVITY, AND COSTING OUT NURSING .......................................... 323
CHAPTER 23: PERFORMANCE APPRAISAL ............................................................................................. 337
CHAPTER 24: EMERGENCY MANAGEMENT AND PREPAREDNESS ........................................................ 369
CHAPTER 25: NURSING INFORMATICS FOR LEADERS IN CLINICAL NURSING ....................................... 383
CHAPTER 26: MARKETING..................................................................................................................... 398

, LEADERSHIP AND NURSING CARE MANAGEMENT 7TH EDITION


CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES

MULTIPLE CHOICE

1. LEADERSHIP IS BEST DEFINED AS:

A. AN INTERPERSONAL PROCESS OF PARTICIPATING BY ENCOURAGING FELLOWSHIP.

B. DELEGATION OF AUTHORITY AND RESPONSIBILITY AND THE COORDINATION OF ACTIVITIES.

C. INSPIRING PEOPLE TO ACCOMPLISH GOALS THROUGH SUPPORT AND CONFIDENCE BUILDING.

D. THE INTEGRATION OF RESOURCES THROUGH PLANNING, ORGANIZING, AND DIRECTING.

ACCURATE ANS>>C

LEADERSHIP IS THE PROCESS OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS BY INSPIRING
CONFIDENCE AND SUPPORT AMONG FOLLOWERS.



DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE) REF: PAGE 4 TOP: NURSING PROCESS:
ASSESSMENT

MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE



2. A MEDICAL-SURGICAL UNIT REPORTS HIGHER RATES OF PATIENT SATISFACTION COUPLED WITH
HIGH RATES OF STAFF SATISFACTION AND PRODUCTIVITY. WHICH OF THE FOLLOWING IS ATTRIBUTED
TO THE DATA?

A. EFFECTIVE LEADERSHIP

B. MANAGEMENT INVOLVEMENT

C. MENTORING

D. REWARDS AND RECOGNITION

ACCURATE ANS>>A

EFFECTIVE LEADERSHIP IS IMPORTANT IN NURSING BECAUSE OF THE IMPACT ON NURSES’ WORK LIVES,
IT BEING A STABILIZING INFLUENCE DURING CHANGE, AND FOR NURSES’ PRODUCTIVITY AND QUALITY
OF CARE.

DIF: COGNITIVE LEVEL: APPLY (APPLICATION) REF: PAGE 1 TOP: NURSING PROCESS:
ASSESSMENT

MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE

, LEADERSHIP AND NURSING CARE MANAGEMENT 7TH EDITION

3. A STAFF REGISTERED NURSE (RN) IS LEADING A MULTIDISCIPLINARY CLINICAL PATHWAY TEAM
IN THE DEVELOPMENT OF CARE FOR PATIENTS WITH TOTAL KNEE REPLACEMENT. WHICH OF THE
FOLLOWING STATEMENTS WOULD EXEMPLIFY LEADERSHIP BEHAVIORS IN A CLINICAL PATHWAY TEAM
MEETING?

A. “NURSING IS RESPONSIBLE FOR PAIN CONTROL OF THE TOTAL KNEE REPLACEMENT PATIENT.”

B. “OUR PHARMACIST HAS PROVIDED SOME EXCELLENT PAIN CONTROL LITERATURE.”

C. “PHYSICAL THERAPY’S EXPERTISE IS IN REHABILITATION, NOT PAIN CONTROL.”

D. “TOTAL KNEE REPLACEMENT PATIENTS REQUIRE OPTIMAL PAIN CONTROL.”

ACCURATE ANS>>B

LEADERSHIP IS THE PROCESS OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS BY INSPIRING
CONFIDENCE AND SUPPORT AMONG FOLLOWERS. THE CORRECT ANSWER IS SUPPORTIVE OF A TEAM
MEMBER’S WORK AND DEPICTS SOME SKILL AT INTERPERSONAL RELATIONSHIPS.



DIF: COGNITIVE LEVEL: APPLY (APPLICATION) REF: PAGES 3-4 TOP: NURSING PROCESS:
ASSESSMENT

MSC: CLIENT NEEDS: PHYSIOLOGICAL INTEGRITY: PHARMACOLOGICAL AND PARENTERAL THERAPIES



4. WHICH OF THE FOLLOWING IS TRUE OF MANAGEMENT ACTIVITIES?

A. INSPIRING A VISION IS A MANAGEMENT FUNCTION.

B. MANAGEMENT IS FOCUSED ON TASK ACCOMPLISHMENT.

C. MANAGEMENT IS MORE FOCUSED ON HUMAN RELATIONSHIPS.

D. MANAGEMENT IS MORE IMPORTANT THAN LEADERSHIP.

ACCURATE ANS>>B

MANAGEMENT IS FOCUSED ON TASK ACCOMPLISHMENT.

DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)

MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE



5. DURING A STAFF MEETING, A GROUP OF RNS HAS COMPLAINED THAT MEDICATIONS ARE NOT
ARRIVING TO THE UNIT IN A TIMELY MANNER. THE NURSE MANAGER SUGGESTS THAT THE GROUP
RESOLVE THIS ISSUE THROUGH THE DEVELOPMENT AND WORK OF A MULTIDISCIPLINARY TEAM LED BY
ONE OF THESE RNS. THIS SCENARIO DEMONSTRATES:

A. ADAPTATION.

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