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NUR280 NCLEX-RN Introduction to Perioperative Nursing Exam 3 Questions and Rationed Answers A+ Grade Guaranteed

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Course
NUR280 NCLEX-RN Introduction to Perioperative

Institution
Harvard University

A unit manager watches a new RN graduate interacting with a patient. When the RN comes out of the room, the unit manager says, "I don't know what they taught you in your nursing program, but if I see you do that again, I will write you up." This example demonstrates: a. Coercive use of power. b...

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susan an rn i
nur280 nclex rn introduction to perioperative nurs
introduction to perioperative nurs
a unit manager watches a new rn graduate interacti
a nurse manager is experiencing poor staff morale

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NUR280 NCLEX-RN Introduction to Perioperative
Nursing Exam 3 Questions and Rationed Answers
A+ Grade Guaranteed

A unit manager watches a new RN graduate interacting with a patient. When the RN comes out of
the room, the unit manager says, "I don't know what they taught you in your nursing program, but if
I see you do that again, I will write you up." This example demonstrates:

a. Coercive use of power.

b. Appropriate application of control.

c. Use of informatory power.

d. Use of power to provide coaching. - ANS- ANS: A

Influence is the process of using power. Influence can involve the punitive power of coercion, as is
used in this example.

A nurse manager is experiencing poor staff morale on her unit. While participating in a
baccalaureate course, the nurse manager had learned that one of the reasons nurses lack power
today is probably because of the past. In the early decades of the profession, nurses lacked power
because:

a. Nurses freely chose to defer to physicians and administrators with more education.

b. Women lacked legal, social, and political power because of legal and cultural barriers.

c. The first nursing licensure laws prohibited nurses from making most decisions.

d. Nurses astutely recognized the risks of grabbing too much power too soon. - ANS- ANS: B

Nursing mirrored the lack of legal, social, and political power that was prevalent in the early decades
of the profession.

A manager relies on his director (immediate supervisor) for advice about enrolling in graduate school
to prepare for a career as a nurse executive. The director may exercise what kinds of power in the
relationship with the manager in this advisory situation?

a. Expert, coercive, and referent

b. Reward, connection, and information

c. Referent, expert, and information

d. Reward, referent, and information - ANS- ANS: C

, Because the director is in a leadership role, he comes with knowledge or expertise that is required to
assume a leadership role, and he has information that he is willing to share, which gives him the
power of information. The employee sees him as credible and seeks his advice, which gives him
referent power.

Amy has worked in the dialysis unit on staff for about 12 years. She is frequently consulted by other
nursing staff regarding protocols and policies on the unit. What type of power is Amy using?

a. Position power

b. Expert power

c. Personal power

d. Competency power - ANS- ANS: B

According to the types of power outlined in the text, Amy is most likely evidencing expert power in
that she is being consulted regarding areas of knowledge and competency on the unit and is at the
same level, potentially, in the hierarchy as her colleagues.

Susan, an RN in the ED, would like to pursue leadership roles in her career. She is frustrated that
others in her working environment seem to pay little attention to her creative ideas or place her in
informal leadership positions. As her colleague, you want to provide her with helpful feedback.
Which of the following statements will provide feedback as to how she might communicate power
and demonstrate that she is capable of handling other leadership responsibilities?

a. "I find your soft voice and manners very reassuring and calming to patients."

b. "Try using a wider vocabulary and big words so that people will think that you are
knowledgeable."

c. "At times, you tend to slump and avoid eye contact when you are talking with colleagues and
families."

d. "Don't worry about what others think of you. If you feel like saying something, say it, even if it
hurts other people's feelings." - ANS- ANS: C

A powerful image comes from thinking of oneself as powerful and effective, and this is
communicated through posture, maintaining eye contact, treating others with courtesy and respect,
and using a firm, confident voice with vocabulary that is appropriate (which does not necessarily
involve using big-sounding words).

During orientation of new nurse managers, the chief nursing officer stresses strategies that help
nurse managers to achieve a powerful image. Which groups of behaviors best contribute to a
powerful image for the nurse manager?

a. Greeting patients, families, and colleagues with a handshake and a smile; listening carefully when
problems arise

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