Berman Ch28 Crs

Kozier & Erb's
Fundamentals of Nursing
Concepts, Process, and Practice
TENTH EDITION, GLOBAL EDITION
CHAPTER 28
Leading, Managing,
and Delegating
Copyright © 2016
Kozier & Erb's Fundamentals of Nursing, Tenth Edition, Global Edition
Pearson Education Limited
Audrey Berman | Shirlee Snyder | Geralyn Frandsen
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Question 1
The nurse leader informs the staff of a

local emergency and instructs them to
stay at the hospital to prepare for major
casualties. The staff displayed high levels
of anxiety and disorganization. Which is
the most appropriate leadership style at
this time?
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Question 1 Choices
a. Autocratic
b. Democratic
c. Laissez-faire
d. Bureaucratic
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Question 1 Answer
a. Autocratic
b. Democratic
c. Laissez-faire
d. Bureaucratic
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Question 1 Rationales
a. Correct. This is a situation in which urgent

decisions are needed, and one person provides
instructions without input from others
(authoritarian). This is especially appropriate if
the rest of the group is not functioning at an
appropriate level.
b. Option 2 would be found in shared governance
structures when the risks are low and there is
time for collaboration.
continued on next slide

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c. Option 3 is most effective in groups with high

levels of professional and personal maturity and
where cooperation and coordination are not
significant.
d. Option 4 involves the rigid use of rules; since
managing casualties is a highly unpredictable
activity, enforcement of rules is not appropriate.
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Question 2
Which example reflects a nurse manager

with accountability but not authority?
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Question 2 Choices
a. To reduce costs, administrators instruct the

manager to inform the staff to reduce overtime.
b. The manager evaluates the unit staff but cannot
promote or terminate staff.
c. The manager is to recommend a new staffing
procedure to the institution's nurse manager
group.
d. The manager prepares a monthly budget
variance report that includes plans to correct
overspending.
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Question 2 Answer
a. To reduce costs, administrators instruct the

manager to inform the staff to reduce overtime.
b. The manager evaluates the unit staff but
cannot promote nor terminate staff.
c. The manager is to recommend a new staffing
procedure to the institution's nurse manager
group.
d. The manager prepares a monthly budget
variance report that includes plans to correct
overspending.
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a. In option 1 the manager has authority to carry out

the reduction, but is not accountable because the
actions were delegated and not initiated
independently.
b. Correct. The manager is responsible for evaluating
the staff (accountable) but has no authority to
terminate staff who do not meet the standards nor
promote staff with outstanding performance.
c. In option 3, the manager has only responsibility.
d. In option 4, the manager has both authority and
accountability.
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Question 3
An unlicensed assistive person (UAP) has

previously performed client transfers
safely (bed to chair) on many occasions.
It would be inappropriate to delegate this
unsupervised task to the UAP under
which condition?
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Question 3 Choices
a. The unit had a new wheelchair.

b. This was an elderly client.
c. It was the client's first time out of bed after
surgery.
d. The UAP has just returned from an extended
leave of absence.
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Question 3 Answer
a. The unit had a new wheelchair.

b. This was an elderly client.
c. It was the client's first time out of bed after
surgery.
d. The UAP has just returned from an extended
leave of absence.
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a. A UAP should be able to perform the transfer

safely with a new wheelchair. The scenario does
not indicate that the wheelchair had special
features.
b. A UAP should be able to perform the transfer
safely with an elderly client. Age does not
determine need for assistance.

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c. Correct. A fresh postoperative client is, by

definition, in a somewhat unstable condition and
the nurse must assess and supervise this initial
transfer.
d. The task is simple and can be easily recalled
safely after an absence.
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Question 4
The nurse manager plans to implement a

new method for scheduling staff
vacations. Senior staff members oppose
the change while newer staff members
are more accepting. Which is the most
effective strategy for resolving this
difference?
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Question 4 Choices
a. Provide extensive and detailed rationale for the

proposed change, then implement.
b. Explain that the change will occur as designed,
regardless of the staff's preference.
c. Withdraw the proposal to prevent a decrease in
staff morale.
d. Encourage interaction between the opposing
sides to attempt resolution.
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Question 4 Answer
a. Provide extensive and detailed rationale for the

proposed change, then implement.
b. Explain that the change will occur as designed,
regardless of the staff's preference.
c. Withdraw the proposal to prevent a decrease in
staff morale.
d. Encourage interaction between the
opposing sides to attempt resolution.
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a. Although explaining the reasons for the desired

change is useful, overemphasis on the rationale
may not be useful since resistance is often more
emotional than rational.
b. This situation does not meet the criteria for an
autocratic leadership style. There is no urgency
and the task primarily involves the staff.

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c. If the manager were not solidly committed to

the proposal, it should not have been
introduced, resulting in unnecessary
disturbance; the manager should be open to
modification of the proposal if justified.
d. Correct. Interaction between the two groups
may lead to a compromise.
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Kozier & Erb's

The nurse leader informs the staff of a

a. Correct. This is a situation in which urgent

continued on next slide

c. Option 3 is most effective in groups with high

Which example reflects a nurse manager

a. To reduce costs, administrators instruct the

a. To reduce costs, administrators instruct the

a. In option 1 the manager has authority to carry out

An unlicensed assistive person (UAP) has

a. The unit had a new wheelchair.

a. The unit had a new wheelchair.

a. A UAP should be able to perform the transfer

continued on next slide

c. Correct. A fresh postoperative client is, by

The nurse manager plans to implement a

a. Provide extensive and detailed rationale for the

a. Provide extensive and detailed rationale for the

a. Although explaining the reasons for the desired

continued on next slide

c. If the manager were not solidly committed to

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