Test Bank For The New Leadership Challenge Creating the Future of Nursing 5th Edition By Sheila Grossman

1

Rethinks the past and models self after previous nurse leaders

2

Develops specific short- and long-term plans with evaluation outcomes

3

Uses intuition and is comfortable with uncertainty

4

Works side by side with physician mentors

1

Disorder is a means to survival.

2

It is imperative to keep organizations in status quo.

3

An idea should have its own place and be labeled.

4

Change always produces positive growth.

1

Whenever their preceptor says it is time

2

After working 3 years

3

When they are in management positions

4

As soon as they graduate

1

There are far more questions than there are answers.

2

Uncertainty breeds discontent.

3

Nurses should try to plan every step.

4

Life is an endless, thankless journey.

1

Rigidity

2

Efficiency

3

Steadfastness

4

Flexibility

1

Deemphasize empowerment of staff members.

2

Use the position’s leverage.

3

Partner with agencies outside the organization.

4

Create to-do lists for those involved in the change.

1

Limiting change

2

Desiring group cohesiveness

3

Honoring the past

4

Providing commitment

1

Preserving the status quo

2

Maintaining sacred cows

3

Empowering staff members to make change

4

Unionizing with other administrators

1

Using a new acuity system

2

Having frequent staff meetings to discuss a possible change

3

Accepting the new documentation method

4

Evaluating the newly implemented procedure

1

Collaborate with just other nurses to obtain new perspectives.

2

Compromise with other health-care workers so that nursing gets its share of resources.

3

Engage in continuous quality improvement.

4

Work in a silo by oneself.

1

Quantum theory

2

Adaptation theory

3

Developmental theory

4

Scientific theory

1

Focus on predictability.

2

Avoid the edge of chaos.

3

Expect few nurses to be leaders.

4

Work smarter.

1

One’s past experience with change does not affect participation.

2

A change in one part of the system affects other parts of the system.

3

Conflict is a sign the change is not working.

4

People should be informed to change.

1

It is better to choose to change and design one’s own approach to change than to have a change imposed by some external force.

2

The new company will most likely force the staff nurses to adopt this care delivery system on the first day after the merger.

3

Change should be quick so there is not enough time to complain about potential ramifications.

4

Change theory indicates the most beneficial changes are made spontaneously by only a few of the people who will be a part of the change process.

1

Generate a win-win situation.

2

Cause tension while negatively influencing care.

3

Result in compromise with both parties.

4

Will improve with time.

1

Increase uncertainty.

2

Empower the group.

3

Build relationships.

4

Establish goals.

1

Takes positive action to deal with resistance to change

2

Uses courage to deal with resistance to change

3

Uses empathy to deal with resistance to change

4

Uses opposites to deal with resistance to change

1

Staff members refuse to attend orientation to electronic documentation on their own time even though lunch is provided at a nearby restaurant.

2

The division’s suggestion box reveals eight complaint messages about the nurse manager from nurses on the unit.

3

No one attends a mandatory orientation class on electronic documentation even though staffing would allow for half of the unit to participate.

4

Staff members are attending the manager’s summer party to kick-off a new initiative for the unit’s electronic documentation change.

1

Effective communication, recognition of staff welfare, and staff empowerment

2

Tangible awards for participating staff, arguments against the change by key people, and target dates for implementation of the change process

3

Staff unawareness, outcomes for the change, and time off work to discuss the change with participating staff

4

Consequences for staff who will not participate, favoritism toward all participating staff, and an evaluation plan for the change

1

“What determines a good leader from a poor leader”

2

“What energizes people”

3

“A way of working in a world of order”

4

“The dance and art of leadership”

1

Have all staff bring an article about the benefits and drawbacks of experienced staff nurses being mentors.

2

Announce that being a mentor is now required of any MICU nurse that has more than 5 years’ experience.

3

Meet with all of the experienced nurses and tell them the unit cannot survive without each one of them being responsible for a less experienced nurse.

4

Refine the job description of the mentor’s role to make it more acceptable to the experienced nurse.

1

Interconnecting solely with members of the nursing discipline

2

Seeing the health-care team as the focus of care

3

Incorporating a single perspective for improving care

4

Using diverse skill sets

1

A clause that protects the provider from any legal ramifications of the patient’s smoking cessation

2

Mutually developed (by the health-care provider and the patient) objectives

3

A clause describing the patient’s nicotine addiction

4

A nonspecific time frame for objectives to be accomplished so no added pressure will be put on the patient

1

Thinking

2

Moving

3

Unfreezing

4

Refreezing

1

Identify a need.

2

Encourage risk taking.

3

Gather the stakeholders.

4

Offer incentives for success of the goal.

5

Evaluate implications of the change as it takes hold.

Feedback

1

Incorrect because some use of the past is helpful but chaos theory fosters new, creative ideas that have not been done before.

2

Incorrect because having specific plans is not reflective of chaos theory.

3

Correct because using one’s intuition and embracing uncertainty is part of chaos theory.

4

Incorrect because nurses need to work with all members of the health-care team, not just physicians.