Chapter 1: Leadership
The areas where leadership and management overlap are explained by which of the following statements (select all that apply)? A. Bring teams together. B. Direct Activities C. Inspire a vision. D. Spark innovation E. Manage resources
A and B An integrative analysis of literature by Jennings and colleagues found 96% of the 894 competencies that applied to both leadership and management. Bringing teams together and directing activities are responsibilities that are common to both leadership and management, while the goals for the teams may be different. Where managers use teams to make improvements, often leaders use teams to accomplish change for different reasons. Inspiring vision and sparking innovation are incorrect answers, because both strategies and processes are unique to leadership competencies. Managing resources is incorrect answer, because managers oversee the acquisition and use of resources for services.
Hersey and colleagues identified three skills needed for leading or influencing workers. Identify three skills leaders must possess to influence people (select all that apply). A. Diagnosing B. Directing C. Adapting D. Communicating E. Disciplining
A, C, D The correct competencies include diagnosing, which is a cognitive activity that involves being able to understand the situation and the problem to be solved or resolved; adapting, which is a behavioral skill that involves being able to adapt behaviors and other resources to match the situation; and communicating, which is a process to advance the process in a way that individuals can understand and accept. Directing is incorrect, because the process of directing may not influence workers, though the skill is part of leadership. Disciplining is incorrect, because supervisors and managers are engaging in the daily processes such as disciplining behaviors.
Which is the statement that best defines management? A. A process of coordination and integration of resources through group activities of planning, organizing, coordinating, directing, and controlling to accomplish specific institutional goals and objectives B. A process of planning and directing human effort to attain established objectives C. A process by which organizational goals are met through the use of the right resources D. A process of working with executives to allocate capital, technology, and equipment resources to accomplish organizational goals
A. A process of coordination and integration of resources through group activities of planning, organizing, coordinating, directing, and controlling to accomplish specific institutional goals and objectives Management is a process of coordination and integration of resources through a group's activities of planning, organizing, coordinating, directing, and controlling to accomplish specific institutional goals and objectives. Management is a process of planning and directing human effort to attain established objectives, but it also involves efficient use of scarce resources. Management is a process that requires not only resources but also skills. Management is working not just with executives but also with individuals, groups, and other resources such as equipment, capital, and technology to accomplish the organization's goals.
Nurses who challenge assumptions, consolidate a purpose, build the culture, and move a vision forward are more likely within which role? A. Nurse executives B.Advanced practiced registered nurses C. Clinical nurse leaders D. Nurse managers
A. Nurse executives The nurse executives are positioned to challenge assumptions, consolidate a purpose, build the culture of safety and quality, and move a vision forward. Nurses coordinate, integrate and provide care, restore health and nurture human beings in their experiences of health and illness. Nurse managers concentrate on day-to-day administration and coordinate services provided by a group of nurses by integrating human, fiscal, and other nursing resources to accomplish nursing practice with 24-hour accountability for client care units or areas. Clinical nurse leaders and advanced practice registered nurses (APRNs) provide leadership in the care transitions of individuals and populations while providing expertise in specialty areas to guide other nurses through process, measurement, and evidence-based practice changes.
A situational leader can best be described by which of the following statements: A. This leader tailors his or her leadership style based on the employee, experience, and circumstances. B. This leader requires minimal participation and directing, resulting in high productivity. C. This leader is one who motivates employees to their full potential. D. This leader advances innovative changes and sustains good care delivery processes.
A. This leader tailors his or her leadership style based on the employee, experience, and circumstances. The situational leader tailors his or her leadership style based on the employee, experience, and circumstances. The laissez-faire leader requires minimal participation and directing, but this does not result in high productivity. The transactional leader is one who maintains and sustains good care processes with a focus on daily operations. The transformational leader motivates employees to their full potential or empowers employees to advance innovative changes to create new services and improve existing processes. Thus the latter three statements are incorrect.
Management is often described in three core roles. Select the statement that is true: A. Allocating resources, negotiating contracts, handling disturbances, and proposing new services are decision-making roles. B. Monitoring processes, disseminating guidelines, and motivating nurses in organizations, states, and nationally or internationally are interpersonal roles. C. Representing nurses, leading nurses, and associating information technologies are informational roles. D. Providing care, coordinating time for patients, and interacting with physicians, pharmacists, and clients are caregiving roles.
A.Allocating resources, negotiating contracts, handling disturbances, and proposing new services. Allocating resources, negotiating contracts, handling disturbances, and proposing new services are decision-making roles. Monitoring processes, disseminating guidelines, and speaking for nurses in organizations are informational roles. Representing nurse. Historically 10 roles that are described as decision-making, informational, and interpersonal roles. Providing care; arranging access to services; coordinating care for a client or group; and interacting with physicians, pharmacists, and clients are caregiving roles.
Which management theory's principle is to consider the situation and all elements when making a management decision? A) Systems theory B) Contingency theory C) Chaos theory D) Complexity theory
B) Contingency theory The principle of contingency theory is that managers need to consider the situation and all its elements when making a decision. The principle of complexity theory is the behavior over time of certain complex and dynamically changing systems with a concern for the predictability of the behavior of systems and how under certain conditions the system performs in regular and predictable ways, and in other conditions of change it becomes irregular and unpredictable. Management is a process of handling the stability of the system. The principle of chaos theory is the behavior that is unpredictable in spite of certain regularities. Nurses often are handling the unpredictable, yet organizing and planning and controlling for these unpredictable situations. The principle of systems theory is to recognize that a manager's work is embedded within a system and to understand what a system is. Nurses are a part of a larger agenda for health care services, and managing the role within the system produces the efficiencies and effectiveness.
The Institute of Medicine (IOM) identified five areas of management practice for leaders to attend to during turbulent times. Which of the following are included in those areas (select all that apply)? A. Maintaining and sustaining quality and safety in service delivery B. Balancing reliability and efficiency in service delivery C. Creating and sustaining a trustworthy, learning, and evidence-based organization D. Managing change through manager involvement and bi-directional communication E. Involving workers to manage and sustain change
B, C, E The IOM identified the need to focus on implementing evidence-based management, balancing reliability and efficiency tensions, creating and sustaining trust, developing a learning environment, and managing and sustaining change with open communication and involvement with others. Maintaining and sustaining quality and safety in delivery of services is incorrect because the ever-changing societal impacts require change. Managing change through manager involvement and bidirectional communication is incorrect because of worker involvement and active communication, feedback, and sustaining of training and attention to those doing the service work.
Great leaders possess four essential skills. Identify two statements that describe those skills (select all that apply). A. Great leaders possess popularity to establish followers to engage. B. Great leaders are visible, set examples, and share responsibility. C. Great leaders possess a sense of integrity with a distinctive and compelling vocal tone to engage others in shared meaning. D. Great leaders possess a combination of hardiness and the ability to grasp context, called "adaptive capacity." E. Great leaders are visible, set examples, and share responsibility.
C and D Great leaders have (1) a sense of integrity, (2) a distinctive and compelling vocal tone, (3) the ability to engage others in shared meaning, and (4) a combination of hardiness and the ability to grasp context, called adaptive capacity. The other two statements are incorrect about effective leaders, because leaders do not need to possess popularity to engage followers, and leaders need to be visible, set examples, and take responsibility, not share responsibility.
Five competencies were identified by nurse leaders in recent research. What are those competencies? A) Managing conflict, analyzing performance, guiding and empowering workers, sharing a vision with workers, and directing operations B) Building effective teams, empowering workers, decision making, communicating, and managing conflict C) Communicating vision and strategy internally, translating vision into strategy, building effective teams, managing patient-centered customer focus, and managing conflict D) Focusing on patient and customer, directing and guiding workers, building effective teams, managing conflict, and analyzing performance
C) Communicating vision and strategy internally, translating vision into strategy, building effective teams, managing patient-centered customer focus, and managing conflict The correct answer is communicating vision and strategy internally, translating vision into strategy, building effective teams, managing patient-centered customer focus, and managing conflict. While building effective teams, communication, and managing conflict are necessary skills, the steps to empowering workers are part of building teams and decision making is not unique to leadership roles. While managing conflict and sharing a vision with workers are important competencies, analyzing performance, guiding and empowering workers, and directing operations are often completed by nurses managing patient care. While focusing on the patient and customer, building effective teams, and managing conflict are skills, analyzing performance can be accomplished by many nurses as they are directing and guiding workers
In one research-based model, which of the following behaviors were core to leadership success: A. Analyze processes and outcomes, model trust and honesty, engage in performance management and continuous improvement, and communicate the vision. B. Build interdisciplinary team, model trust and honesty, motivate workers, guide performance management, analyze processes and outcomes, conduct stakeholder analysis, and strategically plan. C. Challenge the process, inspire a shared vision, model the way, enable and trust others to act and encourage others work-outcomes. D. Build an interdisciplinary team, engage in strategic planning and data mining, motivate workers, develop culture and trust.
C. Challenge the process, inspire a shared vision, model the way, enable and trust others to act and encourage others work-outcomes. The core behaviors critical to success are to challenge the process, inspire a shared vision, model the way, enable and trust others to act and encourage others work-outcomes. Leaders go beyond the status quo processes to search for opportunities, research-based evidence, and take risks. Visioning, interactive planning, complexity analysis, interdisciplinary team building, work process analysis, and stakeholder analysis were not core to the current research model. Leaders foster collaboration, strengthen others, and recognize others. Trust and honesty are behaviors expected within leaders. While interdisciplinary team building is the core, the other activities (strategic planning, data mining, motivating workers, developing culture, performance management, continuous improvement, communicating the vision) were not identified in the research model as critical to success.
Which process best describes leadership: A. Giving people the authority, responsibility, and freedom to act on their expert knowledge and skills B. Planning, organizing, coordinating, directing, and controlling resources to accomplish specific institutional goals C. Influencing behavior of either an individual or a group in an effort to achieve goals in a given situation D. Working with and through individuals and groups and other capital and technology resources to accomplish organizational goals
C. Influencing behavior of either an individual or a group in an effort to achieve goals in a given situation Leadership is best described as a process of influencing behavior of either an individual or a group in an effort to achieve goals in a given situation. Empowerment means giving people the authority, responsibility, and freedom to act on their expert knowledge and skills. Planning, organizing, coordinating, directing, and controlling resources to accomplish specific institutional goals are management processes. Working with and through individuals and groups and other capital and technology resources to accomplish organizational goals are management processes.
The difference between the focus of managers and leaders is best described by which one of the following statements: A. The processes and strategies look similar and are employed for different goals. B. The manager focuses on people, and the leader focuses on systems and structure. C. The manager focuses on systems and structure, and the leader focuses on people. D. Management and leadership are not equally important processes to accomplish outcomes.
C. The manager focuses on systems and structure, and the leader focuses on people. While leaders and managers both focus on people and processes, the correct answer is that the manager focuses on systems and structure to a larger degree, and the leader focuses on people and motivate them. The processes and strategies do indeed look similar, but it is incorrect to say the goals are different but rather are employed for a similar outcome. Leadership and management are equally important processes to accomplish the outcomes together, so it is incorrect to say that they are not equally important.
Effective leadership is an integrated blend of leadership principles and characteristics with management principles and techniques. Principles of leadership and management are best described by which of the following statements? A. Followership is a process whereby leaders participate in group decisions. B. Empowerment is the ability to lead a group successfully. C. Important skills for leading include diagnosing, adapting, and directing. D. Critical skills in leadership are interpersonal, decision making, and problem finding and solving.
D. Critical skills in leadership are interpersonal, decision making, and problem finding and solving. The statement that critical leadership skills include interpersonal, decision making, and problem finding and solving is correct. Leadership effectiveness is based on the ability to adapt in a complex and chaotic environment. The need for leaders/managers to adapt to ongoing problems or risks arises from changes in society, technology, or political environment and often creates local systems problems that affect people, planning, institutional operations, or work processes. Followership is best described as an interpersonal process of participation and implies an engagement of the group of followers with the leader who provides guidance and direction to accomplish group goals. The leader is not participating necessarily with the decision. Empowerment means giving people the authority, responsibility, and freedom to act on their expert knowledge and skills. Important skills for leading include diagnosing, adapting, and communicating, but not directing.
Effective leadership is exemplified by values, confidence in employees, and a sense of security in the face of uncertainty. This aspect of leadership is known as: A) relationship management. B) social awareness. C) self-management. D) self-awareness.
D. self-awareness. Self-awareness is the ability to know one's own emotional state and be aware of how mood and actions affect relationships, while having confidence in others and comfort in dealing with uncertainty. This aspect of self-awareness is crucial to effective leadership. Relationship management is the use of effective communication with others to disarm conflict and the ability to develop the emotional maturity of the team members. Social awareness is the intuitive skill of empathy and expressiveness in being sensitive and aware of emotions and moods of others. Self-management is the ability to take corrective action and not to transfer negative moods to staff relationships.
