NCLEX Leadership and Management Test Bank
Autocratic Leadership
Centralized decision-making style with the leader making decisions and using power to command and control others
Bureaucratic Organization
Hierarchy with clear superior-subordinate communication and relationships, based on positi...
NCLEX Leadership and Management Test Bank
Autocratic Leadership
Centralized decision-making style with the leader making decisions and using power to command and control others
Bureaucratic Organization
Hierarchy with clear superior-subordinate communication and relationships, based on positional authority, in which orders from the top are transmitted down through the organization via a clear chain of command
Consideration
Activities that focus on the employee and emphasize relating and getting along with people
Contingency Theory
Style that acknowledges that other factors in the environment influence outcomes as much as leadership style and that leader effectiveness is contingent upon or depends upon something other than the leader's behavior
Democratic Leadership
Style in which participation is encouraged and authority is delegated to others
Emotional Intelligence
Component of leadership and refers to the capacity for recognizing your own feelings and those of others, for motivating yourself, and for managing emotions well in yourself and in your relationships.
Employee-Centered Leadership
Style with a focus on the human needs of subordinates
Formal Leadership
When a person is in a position of authority or in a sanctioned role within an organization that connotes influence
Hawthorne effect
Term coined to reflect the findings of a research study that demonstrated that change in
employee behavior occurs as a result of being observed
informal leader
Individual who demonstrates leadership outside the scope of a formal leadership role or as a member of a group rather than as the head or leader of the group
initiating structure
style that involves an emphasis on the work to be done a focus on the task and production
job-centered leaders
Style that focuses on schedules, cost, and efficiency with less attention to developing work groups and high-performance groups
knowledge workers
health care professionals who are well educated and technologically savvy and see themselves as owning their intellectual capital
laissez-faire leadership
Passive and permissive style in which the leader defers decision making
leader-member relations Feelings and attitudes of followers regarding acceptance, trust, and credibility of the leader
leadership
Process of influence whereby the leader influences other toward goal achievement
maintenance or hygiene factors
Elements such as salary, job security, working conditions, status, quality of supervision, and relationships with others that prevent job dissatisfaction
management
Process of coordinating actions and allocating resources to achieve organizational goals
management process
Function of planning, organizing, coordinating, and controlling
motivation
Whatever influences our choices and creates direction, intensity, and persistence in our behavior
motivation factors
Elements such as achievement, recognition, responsibility, advancement, and the opportunity for development that contribute to job satisfaction
position power
Degree of formal authority and influence associated with the leaders
substitutes for leadership
Variable that may influence or have an effect on followers to the same extent as the leader's behavior
task structure
Involves the degree that work is defined, with specific procedures, explicit directions and
goals
taxonomy
System that orders principles into a grouping or classification
Theory X
View that in bureaucratic organizations, employees prefer security, direction, and minimal responsibility; coercion, threats, or punishment are necessary because people do not like the work to be done
Theory Y
View that in the context of the right conditions, people enjoy their work, they can show self-control and discipline, are able to contribute creatively and are motivated by ties to the group, the organization, and the work itself; belief that people are intrinsically motivated by their work
Theory Z
View of collective decision making and a focus on long term employment that involves less direct supervision
transactional leader
traditional manager concerned with day-to-day operations
transformational leader
Leader who is committed to a vision that empowers others
Hawthorne effect
phenomena of how being observed or studied results in a change in behavior NEGLIGENT ACTS
*Medication errors that result in injury to the client
*IV administration errors: incorrect flow rates; failure to monitor a flow rate that results in
injury
*Falls that occur as a result of failure to provide safety
*Failure to check equipment for proper functioning
*Burns sustains as a result of failure to monitor bath temperature or equipment
*Failure to monitor client's condition
*Failure to report changes in client's condition to HCP
*Failure to provide complete end of shift report
NEGLIGENCE
*Conduct that falls below the standard of care
*Can include acts of commission and omission
*A nurse who does not meet standards of care can be held liable
MALPRACTICE
*Negligence on the part of a nurse
*Determined if the nurse owed a duty to the client & did not carry out the duty and the client was injured
PROOF OF LIABILITY
*DUTY: At the time of injury, a duty existed between the plaintiff & the defendant
*BREACH OF DUTY: The defendant breached duty of care
*PROXIMATE CAUSE: The breach of duty was the legal cause of injury to the client
*DAMAGE/INJURY: The plaintiff experienced injury or damages or both & can be compensated by law
LEGAL RISK AREAS
**Assault
When a person puts another person in fear of a harmful or offensive contact
*The victim fears & believes that harm will result because of the threat
LEGAL RISK AREAS
**Battery
Intentional touching of another without consent
LEGAL RISK AREAS
**Invasion of Privacy
Violating confidentiality
*Intruding on private client/family matters
*Sharing client information with unauthorized persons
LEGAL RISK AREAS
**False Imprisonment
*When a client is not allowed to leave a health care facility when there is no legal justification to detain
*When restraining devices are used without an appropriate clinical need (includes meds)
LEGAL RISK AREAS
**Defamation False communication that causes damage to someone's reputation
*In writing: libel
*Verbal: slander
LEGAL RISK AREAS
**Fraud
Deliberate deception to produce unlawful gains
INCIDENT REPORTS
*Used as a means of identifying risk situations & improving care
*Follow specific documentation guidelines
*Fill out report completely, accurately & factually
*Report form should not be copied or placed in client's record
*Make no reference to the incident report form in the client's record
*The report is not a substitute for a complete entry in the client's record regarding the incident (record the incident and actions taken but not the report itself)
*If a client injury or error in care occurred, assess the client frequently
INCIDENTS THAT NEED TO BE REPORTED
*Accidental omission of prescribed therapies
*Circumstances that lead to injury or a risk for client injury
*Client falls
*Needle stick injuries
*Medication administration errors
*Procedure related/equipment related accidents
*A visitor injury that occurred in the facility
*A visitor who exhibits symptoms of a communicable disease
TELEPHONE PRESCRIPTIONS
*Date & time the entry
*Repeat the prescription to the HCP & record
*Sign the prescription: begin with "t.o. (telephone order), write the HCP's name & sign
*If another nurse witnessed the prescription, that nurses' name follows
*The HCP needs to countersign the prescription within a time frame according to agency policy
COMPONENTS OF A MEDICATION PRESCRIPTION
*Date & time written
*Medication name
*Medication dosage
*Route of administration
*Frequency of administration
*HCP's signature
REPORTING RESPONSIBILITIES
*Certain communicable diseases
*Child/elder abuse
*Domestic violence
*Dog/other animal bite
*Gunshot
*Stab wounds
*Assaults
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