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Leading and Managing in Nursing, 7th Edition Chapter 28: Developing the Role of LeaderYoder-Wise: Questions and Correct Answers the Latest Update and Recommended VersionR214,27
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Leading and Managing in Nursing, 7th Edition Chapter 28: Developing the Role of LeaderYoder-Wise: Questions and Correct Answers the Latest Update and Recommended Version
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Course
Leading and Managing
Institution
Leading And Managing
Book
Leading and Managing in Nursing
As the clinical director of 24 employees, you have been asked to explain to staff members
why they are not getting a raise this year, even though they have been working short-handed
for many months and patient satisfaction scores have never been higher. Because you believe
yourself to be a tr...
Leading and Managing in Nursing, 7th Edition Chapter 21: Selecting, Developing, and Evaluating StaffYoderWise: Questions and Correct Answers the Latest Update and Recommended Version
Leading and Managing in Nursing, 7th Edition Chapter 06: Being an Effective FollowerYoder-Wise: Questions and Correct Answers the Latest Update and Recommended Version
Leading and Managing in Nursing, 7th EditionChapter 15-18 : Making Decisions and Solving ProblemsYoder-Wise: , Chapter 18: Leading Change, Chapter 17: Delegating: Authority, Accountability, Respo...
Leading and Managing in Nursing, 7th
Edition Chapter 28: Developing the Role
of LeaderYoder-Wise: Questions and
Correct Answers the Latest Update and
Recommended Version
1. As the clinical director of 24 employees, you have been asked to explain to staff members
why they are not getting a raise this year, even though they have been working short-handed
for many months and patient satisfaction scores have never been higher. Because you believe
yourself to be a transformational leader, you will approach this problem by:
a. telling the assistant clinical director and asking her to share the bad news with the other
staff members.
b. posting a note on the bulletin board that includes the phone number of the chief
nursing officer, so anyone who has complaints may express them.
c. showing staff members the budget and asking for input about how to cut costs so that raises
will be possible in the future.
d. meeting with a small group of seasoned staff members and asking them how to
break the news.
→ ANS: C
→ Transformational leadership involves engaging those being led and inspiring shared
vision in moving toward a goal that all will accept as desirable. This involves enabling
and empowering others to believe that their input and effort will make a difference in
solving problems.
2. After a newly hired director of nursing has reviewed the hospital's strategic plans, she
develops a time line for achieving those plans. The new leader is:
a. not expecting that novice leaders will have a vision.
b. demonstrating mistrust of the abilities of her staff to implement the plans.
c. instituting deadlines against which the performance of staff will be evaluated.
d. translating a global document into realistic plans for nursing.
→ ANS: D
→ Followers need three things from leaders: direction, trust, and hope. Developing time
lines for the strategic plan involves translating a vision into reality and being able to
communicate a vision meaningfully, which is an example of a leader's influencing
behavior.
3. A nurse executive is hired to restore a unit's productivity, which has decreased as the result
of low staff morale. The nurse executive utilizes which of the following leadership principles?
a. The leader declares the intent and goals to enhance productivity and assumes that the unit
also wishes to increase productivity, which allows nurses to feel in control of the environment.
b. If staff members increase productivity, then they are given opportunity to engage in
learning events such as workshops and conferences. If the staff members are not satisfied, they
will insist on a different leader, who will get them what they want.
c. Leaders at the national level who are seeking relief for nurses in the workplace are seen as
the solution to the nursing shortage.
d. Workplace satisfaction depends on staffing ratios, adequate pay, and tuition
reimbursement, and these are things the leader can control.
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