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NUR 2868Study Guide Role & Scope Exam 1, Exams of Nursing

Joseph Chamberlain College Nursing

NUR 2868Study Guide Role & Scope Exam 1

Typology: Exams

2023/2024

Available from 10/13/2024

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Study Guide Role & Scope Exam 1

1. Know the different styles of leadership and the difference between Management,

Leading, & Following, and what is the difference between transactional,

transformative and complexity leadership.

-Management: The activities needed to plan, organize, motivate, and control the

human and material resources needed to achieve outcomes consistent with the

organization’s mission and purpose. The process of planning, organizing,

directing, and coordinating the work within an organization. They have formal

positions of power and authority.

-Leadership: The use of personal traits to constructively and ethically influence

patients, families, and staff through a process in which clinical and

organizational outcomes are achieved through collective efforts. The ability to

inspire others to achieve a desired outcome. Leaders might have only the

informal power afforded them by their peers.

-Followership: Those with whom a leader interacts; involves assertive use of

personal behaviors in contributing toward organizational outcomes while still

acquiescing certain tasks to the leader or other team members.

-Transactional leadership: The act of using rewards and punishments as part of daily

oversight of employees in seeking to get the group to accomplish a task. Focus on

immediate problems, maintaining the status quo and using rewards to motivate

followers

-Transformative leadership: An act of encouraging followers to follow the

leader’s style and change their interests into a group interest with concern for a

broader goal. Empower followers to assume responsibility for a communal vision,

and personal development is a secondary outcome

-Types of leaders:

oAuthoritative leader:

Makes decisions for the group

Motivates by coercion

Communication occurs down the chain of command

Work output by staff is usually high: good for crisis situations

and bureaucratic settings

Effective for employees with little or no formal education

oDemocratic leader:

Includes the group when decisions are made

Motivate by supporting staff achievements

Communication occurs up and down the chain of command

Work output by staff is usually of good quality: good when

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Study Guide Role & Scope Exam 1

Know the different styles of leadership and the difference between Management, Leading, & Following, and what is the difference between transactional, transformative and complexity leadership.

- Management: The activities needed to plan, organize, motivate, and control the

human and material resources needed to achieve outcomes consistent with the organization’s mission and purpose. The process of planning, organizing, directing, and coordinating the work within an organization. They have formal positions of power and authority.

- Leadership: The use of personal traits to constructively and ethically influence

patients, families, and staff through a process in which clinical and organizational outcomes are achieved through collective efforts. The ability to inspire others to achieve a desired outcome. Leaders might have only the informal power afforded them by their peers.

- Followership: Those with whom a leader interacts; involves assertive use of

personal behaviors in contributing toward organizational outcomes while still acquiescing certain tasks to the leader or other team members.

- Transactional leadership: The act of using rewards and punishments as part of daily

oversight of employees in seeking to get the group to accomplish a task. Focus on immediate problems, maintaining the status quo and using rewards to motivate followers

- Transformative leadership: An act of encouraging followers to follow the

leader’s style and change their interests into a group interest with concern for a broader goal. Empower followers to assume responsibility for a communal vision, and personal development is a secondary outcome

- Types of leaders:

o Authoritative leader:  Makes decisions for the group  Motivates by coercion  Communication occurs down the chain of command  Work output by staff is usually high: good for crisis situations and bureaucratic settings  Effective for employees with little or no formal education o Democratic leader:  Includes the group when decisions are made  Motivate by supporting staff achievements  Communication occurs up and down the chain of command  Work output by staff is usually of good quality: good when

cooperation and collaboration are necessary. o Laissez-faire:  Makes very few decisions, and does little planning  Motivation is largely the responsibility of individual staff members  Communication occurs up and down the chain of command and between group members  Work output is low unless an informal leader evolves from the group  Effective with professional employees

Know key traits of leading, managing, following in nursing. Effective leaders and managers must have these attributes: o Focused energy and stamina o Critical Thinking skills o Responsibility and follow up, personal accountability o People Skills o Trustworthiness o Ability to motivate others o Competence o Well-rounded coping skills Followership: an effective follower not only contributes to the good of the team, but provides feedback to the manager or leader in order to identify problems and find solutions to them. Following is just as accountable as leading or managing. Characteristics of Leaders: InitiativeI nspiration Energy Positive Attitude Communication skills Respect Problem-solving and critical thinking skills Leaders have a combination of personality traits and leadership skills Leaders influence wiling followers to move toward a goal Transformational leaders empower followers to assume responsibility for communal vision, and personal development is a secondary outcome. Transactional leaders focus on immediate problems, maintaining the status quo and uses rewards to influence followers Emotional intelligence Characteristics of Management: Hold formal position of authority and power Possess clinical expertise Network with members of the team Coach subordinates

b. Beneficence: the care that is the best interest of the client c. Deontology: a system of ethical decision-making based on moral rules and unchanging principles d. Ethical Dilemma : problems for which more than one choice can be make, and the choice is influenced by the values and beliefs of the decision-makers e. Fidelity: keeping one’s promise to the client about care that was offered f. Justice: fair treatment in matters related to physical and psychological care and use of resources g. Morals: the fundamental standards of right and wrong that an individual learns and internalizes, usually in the early stages of childhood development h. Nonmaleficence: the nurse’s obligation to avoid causing harm to the client i. Utilitarianism (teleology): the ethical system of utility. It is associated with two underlying principles: “the greatest goof for the greatest number” and “the end justifies the means” j. Values: ideal or concepts that give meaning to the individual’s life. Values are derived most commonly from societal norms, religion, and family orientation and serve as the framework for making decisions and taking action in daily life k. Veracity: the nurse’s duty to tell the truth

Know the difference between Quality Improvement and Quality Management. What is nursing’s role in both? a. Quality improvement: An ongoing process of innovation, prevention of error, and staff development used by an organization that has adopted a quality management philosophy. Often used interchangeably with total quality management, continuous quality management, quality improvement, and quality management. b. Quality management: A corporate culture emphasizing customer satisfaction, innovation, and employee involvement in quality improvement activities. Often used interchangeably with total quality management, continuous quality management, quality improvement, and performance improvement. c. Box 20-1 Principles of Quality Management and Quality Improvement 1. Quality management operates most effectively within a flat, democratic, organization structure. 2. Managers and workers must be committed to quality improvement. 3. The goal of quality management is to improve systems and processes, not to assign blame. 4. Customers define quality. 5. Quality improvement focuses on outcomes. 6. Decisions must be based on data.
How do Economics affect the U.S. Healthcare system? How are QI measures impacted by Economics? Evidence based practices are implemented to achieve low-cost, high quality and safe care. The goals of EPB include cost-effective practice based on the data produced by research, the dissemination of data, and the implementation of best practice interventions into the nurse’s practice (Module 4).

Considering the ethical implications of financial decisions and collectively managing the cost-care dilemma are imperative for cost-conscious nursing practice. Resource Management includes:

Budgeting: is usually the responsibility of the unit manager, but staff nurses may be asked to provide input
Resource allocation: is a responsibility of the unit manger as well as every practicing nurse. Human, financial, and material resources must be considered. Providing cost effective client care should not compromise quality of care Resources (supplies, equipment, personnel) are critical to accomplishing the goals and objectives of a health care facility, so it is essential for nurses to understand how to effectively manage resources. Cost effective resource allocation includes:
Using all levels of personnel to their fullest when making assignments
Providing necessary equipment and properly charging clients
Returning uncontaminated, unused equipment to the appropriate department for credit
Using equipment property to prevent wastage
Providing training to staff unfamiliar with equipment
Returning equipment to the proper department as soon as it is no longer needed. This action will prevent further cost to clients.
What is the role of Risk Management? What should nurses do if an error is encountered? a. Integrated into a quality management program as a process of developing and implementing strategies that will minimize risks and mitigate the impact of adverse effects. This includes preventing patient injury, minimizing financial loss after a problem/error occurs, and preserving agency reputation. b. The risk management department has several functions, which include the following: i. Defining situations that place the system at some financial risk, such as medication errors or patient falls ii. Determining the frequency of occurrence of those situations iii. Intervening and investigating identified events iv. Identifying potential risks or opportunities to improve care c. If an error is encountered, it should be reported.
Review priority nursing care and delegation from your Nursing II and Nursing III courses.