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to empower others to be flexible and creative. With the nursing shortage, managed
care, higher patient acuity, fewer resources, highly diverse demographics, and
outside influences, nurses need to be more effective leaders that ever as they
manage patients in various settings. In order to understand the phenomenon of
leadership and how contemporary perspectives shape leadership behaviors, it is
helpful to know how view about leaders and leadership have changed over time.
1. Ben is the president of their schools Student Nurses Association. His
subordinates see him as a good leader, having the potential to lead the whole
Nursing Department. He is a good speaker, he shows great confidence in
dealing with activities and different situations in their college and his height
and body built certainly add to the leadership factor. This applies which
nursing leadership theory?
a. Transformational Theory
b. Great Man theory
c. Situational theory
d. Trait Theory
Answer: D
Rationale: During the early part of the 20th century, several researchers studied
the behaviors and traits of individuals thought to be effective leaders. Studies
revealed that these leaders possessed multiple characteristics. Although there were
commonalities among them (e.g., they tended to be taller, be more articulate or
exude self-confidence), there was no standard list that fit everyone or that or that
could be used to predict or identify who was or could be an effective leader.
Core Competency: Empowering Competency
Key Areas: Personal and Professional Development.
References: Nursing Leadership and Management Theories, Process and Practice
by Rebecca A. Patronis jones, DnSc, RN, CNAA, BC Page 4
Answer: A
Rationale: A new way of thinking about leadership emerged in the mid-1970s
when James McGregor Burns asserted that the true nature of leadership is not the
ability to motivate people to work hard for their pay but ability to transform
followers to become more self-directed in all they do. Transformational leaders
therefore, look for potential motives in followers, seek to satisfy higher needs, and
engage the full person of the follower.
Core Competency: Patient Care Competency
Key Areas: Collaborative and Teamwork.
References: Nursing Leadership and Management Theories, Processes and Practice
by Rebecca A. Patronis Jones, DNSc, RN, CNAA, BC page 5
3.
d. Lay Person
Answer: A
Rationale: Leadership is not necessarily tied to a position of authority. Leadership
can and needs to be exercised by each of us wherever we may be. In other words,
even though an individual does not hold a management position, she can still be a
leader on clinical unit, in an institution, in her community, or in the profession as a
whole.
Core Competency: Empowering Competency
Key Areas: Legal Responsibility
References: Nursing Leadership and Management Theories, Processes and Practice
by Rebecca A. Patronis Jones, DNSc, RN, BC page 7
5. Leaders do things right; and managers do the right things.; This statement is
considered as:
a. True
b. False
c. Both
d. None of the above
Answer: B
Rationale: Indeed our practice world is greatly enhanced when leaders are able to
manage and managers are able to lead. Bennis and Nanus (1985,p.21) have been
quoted often as saying leaders do the right thing and managers do things right.
Core Competency: Empowering Competency
Key Areas: Legal Responsibility
References: Nursing Leadership and Management Theories, Processes and
Practice by Rebecca A. Patronis Jones, DNSc, RN, CNAA, BC page 7
Situation: Nurses manage care for individual clients, families, and communities in
hospitals, outpatient settings, clinics, health departments, home health agencies,
long-term care facilities, and rehabilitation centers as well as in other specialized
healthcare organizations. The strategies they use to organize care are drawn from
leadership and management theories. The approaches to leadership and
management reflect the dynamic state of health-care delivery as nurse managers
and leaders strive t empower nurses to provide care that produces optimal
outcomes.
6.
Answer: B
Rationale: Managers have traditionally been responsible for the control of
resources required to accomplish organizational goals. Managers have four
functions namely planning, organizing, directing, and controlling. Optimizing is not
one of them.
Core Competency: Empowering Competency
Key Areas:
Leaders and Managers have certain differences. Managers are known to?
a. Be skill- based
b. Be goal- oriented
c. Make use of influence
d. Do the right things
Answer: B
Rationale: Managers are expected to teach workers the best way to perform the
job; match the employee to the job; provide motivational incentives to workers; see
that time, energy, and materials are used efficiently, and ensure that the
organization fulfill its objectives and goals. The other options refer to leaders.
Core Competency: Empowering Competency
Key Areas: Personal and Professional Development
References: Nursing Leadership and Management Theories, Processes and Practice
by Rebecca A. Patronis Jones, DNSc, RN, CNAA, BC page 13
8. There are several issues that cause people to question whether being a nurse
requires one to be a leader or a manager, or both. In reality, management
and leadership are two sides of the same coin. There is no doubt that
Enhancing Competency
15.Which among the following research design is the most appropriate for
Ramons study?
a. Comparative Research
b. Experimental Research
c. Ethnological Research
d. Phenomenological Research
Answer: A
Rationale: Comparative studies examine several intact groups to find out the
difference between and among them in certain dependent variables of interest.
Experimental research is an inquiry on cause-and-effect relationships, and is
conducted in a specialized setting. Ethnographic studies refer to the collection and
analysis of data on the lifestyle and daily activities of ethics. Phenomenological
studies examine the live experiences of individuals about a phenomenon through
description and analysis.
Core Competency: Enhancing Competency
Key Areas: Research
References: Barrientos-Tan, Crestita. A research Guide in Nursing Education.
Makati: Visual Print Enterprises, 3rd Edition, 2006 pp116,129,138,39.
16.Which among the following is the independent variable for the Ramons
study?
a. Metro Manila
b. Skill Performance
c. Type of Hospital
d. Emergency Room Nurses
Answer: C
Rationale: Type of Hospital. Independent variables are factors that are being
manipulated by the researcher and the focus of the study. Dependent variables are
the factors that are affected or influence by the independent variable. The type of
hospital is the focus of the study that may influence the skills performance of
emergency room nurses, which is the dependent variable. Metro Manila is not a
variable but the setting of the study. Emergency Room nurses are the subjects of
the study.
Core Competency: Enhancing Competency
Key Areas: Research
References: Barrientos-Tan, Crestita. A research Guide in Nursing Education.
Makati: Visual Print Enterprises, 3rd Edition, 2006 pp 47-48.
17. The research problem Ramon would like to answer aims to identify the
difference in the skills performance of ER Nurses between private and
government- based hospitals; hence, be classified as?
a. Basic Research
b. Applied Research
c. Experimental Research
d. Historical Research
Answer: A
Rationale: Basic research aims to improve patient care; alleviate the problem of
nursing shortage; enrich the nursing curriculum and strengthen the organization of
nursing service among others. Applied research is undertaken for practical purposes
seeking solution to immediate problems that have been identified by the clients and
the nurse on the actual work setting. Experimental research is an inquiry on causeand-effect relationships, and is conducted in a specialized setting. Historical
research is a critical investigation and analysis of events, developments and
experiences of the past.
Core Competency: Enhancing Competency
Key Areas: Research
References: Barrientos-Tan, Crestita. A research Guide in Nursing Education.
Makati: Visual Print Enterprises, 3rd Edition, 2006 pp 116,126-127.