1. A nurse manager is experiencing conflicts between herself and staff members. She had tried to develop a team by using a shared leadership model to empower the staff. Staff members are functioning:
a. as a team.
b. independently.
c. interdependently.
d. as a group.
2. The nurse manager used a mediator to help resolve conflicts on the unit. During the mediation process, the nurse manager saw signs of potential team building. One key concept of an effective team is:
a. conflict.
b. task clarity.
c. commitment.
d. a designated leader.
3. A mediator suggested that the nurse manager and staff members decide on a method to resolve conflicts. It is important to have agreements about how team members will work together because:
a. if there are no agreements, each member will make up rules about how to handle disagreements and relationships.
b. people are naturally difficult and will not work well together without such agreements.
c. people will naturally ask for agreements about how to be together.
d. a way to eliminate nonproductive team members must be available.
4. By following a shared leadership model, the nurse manager believes that staff members will learn to function synergistically. Some teams function synergistically because members:
a. do not volunteer unwanted information.
b. actively listen to each other.
c. listen to the person who believes he or she is an expert.
d. do not speak unless they are absolutely sure they are correct in their views.
5. The chief nursing officer decided that the nurse managers need a series of staff-development programs on team building through communication and partnerships. She understood that the nurse managers needed to build confidence in ways of handling various situations. The greatest deterrent to confidence is:
a. lack of clarity in the mission.
b. lack of control of the environment
c. fear that one can’t handle the consequences.
d. fear that the boss will not like one’s work.
6. The mediator noticed that tension was still evident between the nurse manager and staff members. He informed the chief nursing officer that to begin team building, it would be important that everyone:
a. work together in a respectful, civil manner.
b. use avoidance techniques when confronted with a conflict.
c. develop a personal friendship with each other.
d. socialize frequently outside of work.
7. The state of being emotionally impelled, demonstrated by a sense of passion and dedication to a project or event, describes:
a. commitment.
b. control.
c. willingness to cooperate.
d. communication.
8. The mediator suggested to the unit staff that a group agreement needed to be made so meetings could become productive. For example, the group agreement, “We will speak supportively,” prevents:
a. expression of opposing ideas.
b. gossip and making negative comments about absent team members.
c. efforts to ensure that everyone thinks alike.
d. votes that oppose motions.
9. The mediator asked each staff member to reflect on his or her communication style. Which of the following best describes communication? Communication:
a. is a reflection of self-analysis.
b. is a result of thoughtful consideration.
c. consists of thoughts, ideas, opinions, emotions, and feelings.
d. focuses on the sender of the message.
10. The staff development educator developed strategies to help nurse managers actively listen. Guidelines for active listening include which of the following?
a. Speed up your internal processes so that you can process more data.
b. Realize that the first words of the sender are the most important.
c. Be prepared to make an effective judgment of the communication sender.
d. Cultivate a desire to learn about the other person.
11. The nurse manager was upset with the staff nurse and said, “You did not understand what I said.” Which element in the communication process was she referring to?
a. Feedback between receiver and sender
b. A message channel
c. A receiver who decodes the message
d. A set of barriers that may occur between sender and receiver
12. As the nurse manager on a rehab unit, you are asked to come to the tub room immediately because two nursing assistants are having a loud disagreement in front of a patient. You ask the nursing assistants to meet you outside and after ensuring that a third nursing assistant is able to care for the patient, you speak with the two nursing assistants. Which of the following would you ask first?
a. “How long have you two bUeenSworNkinTg togethOer?”
b. “Have you experienced disagreements like this before?”
c. “How do you think this patient’s perception of her care has been changed?”
d. “What happened to bring on this disagreement today?”
13. Sally (RN) and Melissa (RN) have shared an ongoing conflict since the first day that Melissa worked on the unit. Sally has confided to another colleague that she doesn’t even know why the conflict started or what it was about. This is an example of:
a. how expectations and objectives need to be made clear in team situations.
b. the need to encourage open discussion of disagreements in opinions.
c. the importance of involving all staff in discussions in group settings.
d. the enduring nature of first impressions.
14. After staff meetings lately, Sharon, the head nurse, observes her staff in small groups, having animated discussions that end abruptly when she approaches. Sharon reflects on this observation and realizes that:
a. two very outspoken members tend to dominate discussions in meetings.
b. this behavior is indicative of a high level of communication among her staff.
c. staff members are very committed to the team and have strong opinions.
d. ongoing discussion outside of meetings is conducive to creativity.
15. You are charged with developing a new nursing curriculum and are committed to developing a curriculum that reflects the needs of the profession and of the workplace. To address deficits that may already be present in nursing curricula related to the workplace, you include more content and skills development related to:
a. therapeutic communication with patients.
b. effective communication in the workplace.
c. increased emphasis on sender-receiver dyads.
d. generational differences in communication.
16. The SBAR system of communications is one of the most used communication systems in health care because:
a. it deals with all aspects of communications in patient care except communication with the physician.
b. the nurse is on the same communication level as administration.
c. it honors a familiar, structured transfer of information among health professionals.
d. it honors an unstructured transfer of information.
17. In the cardiac intensive care unit, there has been simmering discontent about the new nurse manager, who avoids any discussion about her scheduling and practice decisions. The staff have begun to sort into “different camps” depending on how they feel about the manager or the decisions. Which of the following statements MOST accurately describes this situation?
a. The tension that has been generated will result in creative solutions.
b. Staff will become a cohesive group that takes a stand against the manager.
c. The conflict will result in increased dialogue about practice and scheduling options.
d. Patient care may suffer because attention and energy is being diverted toward the unit relationships.
18. From the information presented in this chapter, which of the following statements best defines an accomplished team? Effective teams:
a. can create a form of synergism in which the outcome is greater than the sum of the individual performances.
b. do not necessarily need goals, objectives, vision, and a clearly stated purpose.
c. do not always have effective communication patterns.
d. may or may not have a clear plan that is followed and revisited and has an ongoing evaluation scheme.
19. “I really wish that my supervisor would realize and acknowledge all the things I do well.” In nursing, this has been identified as a problem. Which statement is part of the solution? Focus on:
a. new staff.
b. care assignments with which the individual is not familiar.
c. making corrections.
d. the strengths of the individual rather than the weaknesses.
20. Trust is an important aspect of helping relationships, therapeutic communications, and the positive communications model. Which statement does not involve or define trust? Trust:
a. involves decisions to manipulate situations to gain advantage over another.
b. is the basis by which leaders facilitate the activities and progress of a team.
c. is low among members and leaders in poorly performing teams.
d. involves what we say and not necessarily what we do.
21. Team Member A and Team Member B engage in heated disagreements on a frequent basis in team meetings. Their behavior is characterized by insistence on their points of view and refusal to back down or to negotiate alternative solutions once their ideas have been expressed. This behavior is characteristic of:
a. autocratic leadership.
b. constructive conflict.
c. dualism.
d. creativity.
22. The unit manager was addressing nursing students in the lounge area and was discussing team leadership and team effectiveness. She stated, “One can agree to disagree with another team member’s perspective even when one doesn’t necessarily see that perspective as being the correct one.” In being creative, what did she mean?
a. Championing one’s own opinion
b. Being compassionate
c. Being flexible
d. Committing to resolution
23. Which of the following would not be a characteristic of an effective team nurse leader?
a. An autocratic perspective
b. Excellent communication skills
c. Awareness of everyone’s abilities
d. A genuine interest in team members
24. As a nurse manager, you notice that one of your new nurses has provided exceptional care for a patient with especially complex needs. What would be the MOST effective way of recognizing the nurse’s performance?
a. At the next performance review, note specifically what the nurse did to make the patient comfortable.
b. To avoid embarrassing the nurse in front of others, find a way to compliment the nurse in private.
c. When the nurse comes out of the room, tell the nurse specifically what you appreciated about the care that was provided.
d. Encourage the patient to note the care on the patient feedback form so that the institution can recognize the nurse’s efforts.
1. Mobilizing others to accomplish extraordinary things requires what leadership behaviors? (Select all that apply.)
a. Celebrating the successes of others
b. Demonstrating exceptional technical skills
c. Imagining possibilities
d. Establishing a sense of “being in this together”
