Nursing Informatics Leadership Study Guide Questions
Course Introduction
Nursing Informatics Leadership explores the integration of informatics principles and tools in nursing practice, management, education, and research, with a focus on developing effective leadership skills in healthcare technology environments. Students will examine strategies for successful implementation of health information systems, the role of nurse leaders in driving digital transformation, and policies influencing health informatics. The course emphasizes critical thinking, ethical considerations, project management, and collaboration within interdisciplinary teams, preparing nurses to lead and innovate in a rapidly evolving technological healthcare landscape.
Recommended Textbook
Leading and Managing in Nursing 7th Edition by Yoder Wise
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Page 2
Chapter 1: Leading, Managing, and Following
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Q1) A staff nurse has been recently promoted to unit manager.During the time on the unit,the nurse formed a strong social network among staff,has promoted the development of relationships between staff and workers in other areas of the organization,and has formed relationships that generate ideas from patient organizations and the local nursing education program.According to complexity theory,what principle is being engaged?
A) Empowerment
B) Systematic thinking
C) Development of networks
D) Bottom-up interactions
Answer: C
Q2) The nurse manager wants to increase motivation by providing motivating factors for the nurse on the unit.What action would be appropriate to motivate the staff?
A) Collaborate with the human resource/personnel department to develop on-site daycare services.
B) Provide a hierarchical organizational structure.
C) Implement a model of shared governance.
D) Promote the development of a flexible benefits package.
Answer: C
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3
Chapter 2: Clinical Safety: The Core of Leading, managing, and Following
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Q1) The nurse is educating older adult patients on staying safe in the healthcare system.What information does the nurse include in the teaching?
A) The need to understand and record all medications being taken.
B) Bringing their own linens and other personal items to the hospital.
C) Washing hands frequently while in a healthcare environment and using a hand sanitizer.
D) Following closely the directions and orders of healthcare providers.
Answer: A
Q2) In an effort to control costs and maximize revenues,the Rehabilitation Unit at Cross Hospital reduced the number of its managers and increased the number of units for which each manager was responsible.Within a year,the number of adverse events on the units had doubled.How do the increase in adverse events relate to decreased managers?
A) The overload of staff nurse duties
B) Resistance to change by staff
C) A change in reporting system for everyone
D) Fewer clinical leaders facilitate best practice
Answer: D
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Chapter 3: Legal and Ethical Issues
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Q1) The principle that requires nurses to uphold a professional code of ethics,to practice within the code of ethics,and to remain competent is which of the following?
A) Veracity
B) Autonomy
C) Fidelity
D) Honesty
Answer: C
Q2) You volunteer at a free community clinic.A 13-year-old girl presents with chlamydia.The team leader at the clinic advises that:
A) the state-defined age of legal consent is 18; therefore, no treatment can be delivered. B) the teen is underage and should be referred to the family general practitioner.
C) care can be provided as long as consent is voluntary and information about treatment and options is provided.
D) treatment is provided as long as telephone consent is obtained from a parent or legal guardian.
Answer: C
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Chapter 4: Cultural Diversity and Inclusion in Health Care
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Q1) In caring for a patient from an East Indian culture,the staff expresses frustration that many people are in the room at any one time,which interferes with care.As the nurse manager,you provide leadership in understanding that this behavior of the family and friend network reflects:
A) lack of understanding of the seriousness of the patient's illness.
B) lack of communication between family members.
C) the social organization of friendships and family networks in East Indian culture.
D) lack of caring about the hospital environment by the friends and family.
Q2) During performance appraisal,you praise Xia for her attention and care to nursing details.You suggest that her care would be further enhanced by greater acknowledgment of patients' feelings.Xia bursts into tears and leaves the office.Later,you learn that criticism is perceived as akin to failure in Xia's culture.You reflect on how you could modify your approach in the future to acknowledge different cultural interpretations of feedback.Your response is indicative of:
A) bias.
B) cultural awareness.
C) cultural diversity.
D) ethnocentricity.
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Chapter 5: Gaining Personal Insight: The Beginning of Being a Leader
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Q1) The manager is using self-reflection to gain insight into improving the leadership skills.By using self-awareness what does a leader develop?
A) New knowledge
B) Personal growth
C) Improved self esteem
D) Management skills
Q2) At the end of a shift,the charge nurse shares with the new nurse she had done an excellent job with a difficult patient that day.The new nurse was upset by the way the family of the patient had treated her.She shared her feeling with the charge nurse.The charge nurse offered to change the assignment the following day.What is the charge nurse displaying?
A) Emotional intelligence
B) Comportment
C) Compassion
D) Management of conflict
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Chapter 6: Being an Effective Follower
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Q1) The definition of leader refers to a person who has ability to guide people.In nursing,the leader does more.What is NOT a role of a leader in nursing?
A) Active listening
B) Open communication
C) Accountability in decisions
D) Tight control of decisions
Q2) In nursing theory,one theorist developed the theory of self-care of patients.In the theory,the nursing action of providing care and educating the patients can be interpreted in the form of followership for the patient.Who was their theorist?
A) Dorothea Orem
B) Patricia Benner
C) Ida Jean Orlando
D) Robert E, Kelley
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Chapter 7: Managing Self: Stress and Time
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Q1) The chief nursing officer listens to nurse managers verbalize their feelings of internal stress.One common source of internal stress seems to be:
A) the death of a loved one.
B) perfectionism.
C) getting married.
D) losing a job.
Q2) "Stress-buffering" behaviors can be elicited to reduce stress.All of the following behavioral coping responses can be used by nurse managers to reduce and manage stress except:
A) distancing oneself from work.
B) using cognitive reframing to change irrational thoughts.
C) refusing a request to sit on a committee to evaluate scheduling software.
D) exercising regularly.
Q3) Sources of occupational stress in nursing include all except which of the following?
A) Authoritarian leadership
B) Concern about moral wrongdoing by colleagues
C) Multiple changes in a short time
D) Rotating shifts
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9
Chapter 8: Communication and Conflict
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Q1) A nurse educator is giving a workshop on conflict.During the sessions,he makes various statements regarding conflict.All of the statements are true except:
A) conflict can decrease creativity, thus acting as a deterrent for the development of new ideas.
B) horizontal violence involves those with similar status but little power in the larger context.
C) interprofessional collaboration reduces unresolved conflicts.
D) all conflicts involve some level of disagreement.
Q2) Kala,a unit manager,in discussing a role the CEO would like her to perform,makes the following statement,"I will sit on the hospital task force on improving morale if you send me to the hospital's leadership training classes next week,so I can further develop my skills and thus be more effective." Which of the following conflict management styles is Kala using?
A) Collaborating
B) Avoiding
C) Negotiating
D) Accommodating
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10
Chapter 9: Power,Politics,and Influence
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Q1) As a new manager in the ED,you meet with each of the staff to ask about their priorities and what they think is going well in the department or what is of concern to them.Almost all of the staff express frustration and distress at being treated rudely or disrespectfully by patients,staff from other departments,and physicians and complain that they feel that nurses in the ED are not valued.With the staff,you brainstorm to raise the profile of nurses.Which of the following strategies would be most effective?
A) Requesting increased compensation
B) Speaking positively about one's work
C) Dressing and grooming in a clean and neat manner
D) Using titles (e.g., Mr., Mrs., Ms.) and last names
E) Submitting a written complaint to senior administration regarding rude behaviors
F) Developing a code of conduct for the ED staff.
Q2) Politics is identified in what areas?
A) Confined to legislatures
B) Seen in dysfunctional workplaces
C) Found in all social organizations
D) A representation of self-interest
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Page 11
Chapter 10: Healthcare Organizations
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Q1) You are a nurse manager in a facility that is part of a national system of specialized hospitals that provide services to children and that is funded and managed through a religious charity organization.This system emphasizes compassionate,faith-based care.What level of consolidated system is represented in this example?
A) First level
B) Second level
C) Fourth level
D) Fifth level
Q2) A merger has occurred between a hospital and a local home health agency,creating new roles for the nursing staff in both agencies.The nurse managers of both systems begin to evaluate and revise patient care processes and systems.With the merger,the healthcare organization's changes are:
A) creating more jobs in the community for registered nurses.
B) resulting in an overall loss of jobs for registered nurses.
C) controlled by the federal and state governments.
D) controlled by the insurance agency.
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12
Chapter 11: Organizational Structures
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Q1) Because of rapid turnover and the ongoing hiring of new graduates,the skill levels of staff in a busy CCU are varied.Senior staff are becoming burned out with the need to provide mentorship and guidance to new staff.As the manager,you propose the addition of a nurse in advanced practice to provide consultation and education for staff.What is this position considered?
A) Hierarchical position
B) Ancillary
C) Line position
D) Staff position
Q2) Sarah is a clinical nurse educator in the dialysis unit at Pines Health Center and provides education,consultation,and training support.Sarah has:
A) direct responsibility for patient care.
B) direct accountability for patient outcomes.
C) an authority relationship to staff.
D) an influence over patient outcomes.
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Chapter 12: Care Delivery Strategies
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Q1) Your organization has made a decision to implement TCAB in your hospital.As a manager,what strategies would you use to implement TCAB?
A) Encourage recognition among staff of their knowledge of the patient-care environment.
B) With staff, select small changes for consideration.
C) Select only projects that have widespread impact.
D) Secure external advisors to evaluate innovation.
E) Present ideas based on best practices and ask staff for advice on implementation.
Q2) To effectively delegate in a team nursing environment,the RN team leader must be familiar with the legal and organizational roles of each group of personnel and must:
A) be able to effectively communicate with patients.
B) build relationships with physicians.
C) be able to adapt to daily changes in staffing.
D) adapt in communicating information to her supervisor.
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Chapter 13: Staffing and Scheduling
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Q1) Your healthcare organization has a decentralized system for scheduling.As part of this process,after you have developed a draft schedule,you may need to:
A) seek budgetary approval.
B) balance personal schedules against institutional needs.
C) negotiate the schedule with unit staff.
D) submit the schedule to a centralized staffing office for review.
Q2) A particular classification system assigns revenue according to the functional capacity of patients and the progression of patients during their stay in rehabilitation units.More independent patient activities,such as prompted voiding,require higher staff utilization than dependent activities but do not result in increased staff resources.This is an example of:
A) bureaucracy.
B) concern related to the validity of classification systems.
C) inadequate reliability of classification systems.
D) inappropriate subjectivity in making judgments about staffing.
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15
Chapter 14: Work Force Engagement Through Collective
Action and Governance
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Q1) Sarah determines,in partnership with her patient,that current medications are not enabling her patient,a married account executive with fibromyalgia,to continue with her employment and family responsibilities.After searching for additional information on fibromyalgia,Sarah finds nonpharmacologic interventions that are supported through credible evidence.Sarah suggests that the patient,her physician,and she meet to discuss the medications and possible options and a plan of care for the patient's discharge.This action exemplifies which of the four historical concepts?
A) Authority
B) Responsibility
C) Communication of conflict
D) Autonomy
Q2) Awareness and use of power have been challenging for nurses in general because of:
A) incidences of punishment by authority figures.
B) too little time in the workplace to collectively develop power strategies.
C) lack of cohesiveness and unity among nurses.
D) a tradition of obedience to authority.
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Chapter 15: Making Decisions and Solving Problems
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Q1) In a busy rehabilitation unit,the team manager decided that the best way to reward the staff was to give them a monetary bonus rather than time off.The staff was very concerned about the decision and went to the administration with a number of complaints.Critical thinking is a process that entails a number of steps.What steps did the manager omit? She should have:
A) identified what assumptions were underpinning the issues.
B) considered why it was important to make this change or the context for the change. C) considered how this change might affect staff relationships. D) attained a majority consensus of all staff.
Q2) The maintenance department wishes to have the nursing lounge renovated,so the lounge will be more "user-friendly." The department asks the nursing staff to make a wish list of everything that they would like to see in the new lounge.This process is an example of which part of the decision-making process?
A) Assessment/Data collection
B) Planning
C) Data interpretation
D) Generating hypotheses
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Chapter 16: The Impact of Technology
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Q1) As a nurse manager representative on a clinical information system selection team,you would be particularly concerned if the favored system:
A) involves screen displays that are best configured for nonclinical users.
B) requires an upgrade to servers in the facility.
C) requires staff orientation and training during implementation of the software.
D) minimizes the amount of data entry necessary.
Q2) As the head nurse involved in leading determination of which patient surveillance systems to acquire for your unit,one of your aims is to avoid adverse events through the implementation of appropriate technology.This particular aim recognizes that:
A) human error is significant in contributing to adverse events.
B) documentation of patient data is often illegible and therefore, misinterpreted.
C) data systems provide backup documentation with adverse events that staff cannot provide.
D) physiologic monitoring systems enable detection of early changes before an adverse event occurs.
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18
Chapter 17: Delegating: Authority, Accountability,
Responsibility in Delegation Decisions
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Q1) You are a member of a team assigned to care for 15 general medical/surgical clients.You have all worked well together in the past in this same type of care.If you are assigned to coordinate this team's work,your best strategy,based on the Hersey model,would be to:
A) have a list of tasks to be accomplished and tell each member of the team what he or she must do.
B) encourage people to discuss their frustrations in providing this care.
C) ignore them-they've done it before.
D) provide minimal direction and let them come to you with questions.
Q2) Leslie,a UNP,transfers a patient while using improper technique.The patient is injured,and as a result,a suit is launched in which both Sarah (the delegator)and Leslie (the delegatee)are named.Sarah is named in the suit because she:
A) retains accountability for the care of the patient.
B) worked the same shift as Leslie.
C) has passive accountability for delegation.
D) retains accountability for the outcomes of care for the patient.
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Page 19
Chapter 18: Leading Change
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Q1) The wound care nurse decided to involve those to be affected by change early in the change management process.This can positively result in:
A) coordination.
B) resistance.
C) anticipation.
D) participation.
Q2) As a new manager,you are shocked to learn that your unit is still using heparin in heparin locks.You are aware of evidence related to this practice and want to change this practice as quickly as possible on your unit.You are in which stage of Lewin's stages of change?
A) Unfreezing
B) Experiencing the change
C) Moving
D) Refreezing
Q3) Elizabeth is an example of a(n):
A) early adopter.
B) late majority.
C) laggard.
D) resister.
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Page 20
Chapter 19: Building Effective Teams
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Q1) 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.
Q2) 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
Q3) 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.
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Page 21
Chapter 20: Managing Costs and Budgets
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Q1) As an experienced nurse manager who is new to an organization,it would be important to:
A) know the difference between operating and capital budgets.
B) understand the budget timetable and level of involvement expected of individual managers in budget preparation.
C) know why a budget is essential to the well-being of an organization.
D) understand what factors drive up healthcare costs in the healthcare system.
Q2) Which of the following are considered variable costs?
A) Salaries for the minimum number of staff
B) Utilities and rent
C) Managed care
D) Supplies
E) Medication and treatment supplies
Q3) The chief nursing office of a Magnet hospital has conducted a study of ways to improve healthcare services.Healthcare services that add value for clients:
A) accomplish healthcare goals.
B) minimize costs.
C) decrease the number of services used.
D) use high-technology treatments.
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Page 22
Chapter 21: Selecting, developing, and Evaluating Staff
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Q1) During the performance appraisal session,the manager should:
A) maintain a relaxed and professional manner.
B) inquire about the employee's personal life and how it is affecting performance.
C) allow the employee to express opinions orally and in writing.
D) plan to give specific examples only for poor performance.
Q2) Sue,a nurse manager,discusses her concerns about the hospital's employee appraisal system with her work group,noting that it includes only one rating scale and that it means nothing unless the manager has effective relationship skills.Sue's concerns reflect which best practices associated with performance appraisal?
A) Rating scales are too generalized to be considered valid or reliable.
B) The effectiveness of appraisal is enhanced by a combination of methods and effective communication skills.
C) BARS is considered superior to simple rating scales in terms of performance appraisal.
D) Rating scales need to be designed by users to be well accepted.
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Chapter 22: Person-Centered Care
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Q1) You are involved in designing a clinic for women in an inner-city neighborhood.A goal of this clinic might be:
A) development of services that are identified in various studies as important for this target group.
B) partnership with area city councilors and health professionals to provide services that are consistent with their vision and funding sources.
C) provision of immunization and addictions services and health screening services for women in the area.
D) development of services that have been identified by the women and neighborhood advocates as necessary for their health care.
Q2) In designing a program for young adults regarding safe sexual practices,which of the following might reach the greatest number in the target group?
A) Web-based applications
B) Print-based media such as newspapers
C) Television advertisements
D) Brochures in kiosks in malls
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24
Chapter 23: Managing Quality and Risk
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Q1) A method commonly used in quality assurance to monitor adherence to established standards is:
A) a Pareto chart.
B) brainstorming.
C) patient interviews.
D) chart audit.
Q2) A nurse manager wants to decrease the number of medication errors that occur in her department.The manager arranges a meeting with the staff to discuss the issue.The manager conveys a total quality management philosophy by:
A) explaining to the staff that disciplinary action will be taken in cases of additional errors.
B) recommending that a multidisciplinary team should assess the root cause of errors in medication.
C) suggesting that the pharmacy department should explore its role in the problem.
D) changing the unit policy to allow a certain number of medication errors per year without penalty.
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25
Chapter 24: Translating Research Into Practice
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Q1) The clinical guidelines for management of incontinence developed by the Registered Nurses Association of Ontario (RNAO):
A) reflect practice that is fiscally directed and sound.
B) articulate practice recommendations developed from synthesis and review of evidence.
C) are intended to increase awareness of issues in incontinence management.
D) reflect a compilation of information from a variety and range of sources related to incontinence.
Q2) Which of the following would be most effective in implementing the findings of a new clinical treatment for problems associated with bowel motility for the staff nurses?
A) Lecture by a nurse practitioner
B) Workshop for surgical nurses that involves discussion of case studies and application of evidence
C) Discussion of the findings on the bulletin boards at the workstation
D) Education of unit opinion leaders regarding the evidence presented in the studies
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Chapter 25: Managing Personal and Personnel Problems
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Q1) Nurses generally experience difficulty in identifying behaviors and actions that could signal chemical dependency in a co-worker.Which of the following is not a behavioral change that occurs with chemical dependency?
A) Personality and behavioral changes
B) Job performance changes
C) Changes in educational involvement and pursuit
D) Absenteeism
Q2) Clinical incompetence is one of the more serious problems facing a nurse manager.Joyce,the nurse manager,is not aware of the problems of Sarah,a novice nurse.After she investigates,it is obvious that Sarah's peers are covering for her.Which of the following might Joyce include in her meeting with the nurses?
A) "It is a nurse's professional responsibility to maintain quality control."
B) "All instances of clinical incompetence are to be reported."
C) "It is not considered being disloyal when one nurse reports another for poor care."
D) "Patient care is the number one concern. Meeting standards is mandatory and necessary."
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Chapter 26: Role Transition
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Q1) Who of the following might be the most appropriate mentor for Becky,a new nurse manager on the cardiac unit who has 4 years of previous clinical experience?
A) Sam, near retirement. He has 20 years of clinical nursing and recently assumed role of head nurse in an interim capacity because of the incumbent's illness.
B) Leslie, who has been a clinical educator at the institution for a number of years. She has tired of her role and aspires to become a nurse manager. She looks at mentorship as an opportunity to understand the role better.
C) Courtney, who has been a nurse manager for 3 years. Her staff and supervisor value her skills and her leadership acumen and championship of innovation.
D) Ben, who was nurse manager for 3 years, soon after graduation. He left the role because he was uncomfortable with the expectations and has been a team leader on surgery for 15 years.
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Chapter 27: Managing Your Career
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Q1) Before beginning her own nursing agency,a nurse worked with other temporary nursing agencies in nine states and multiple agencies.She had set a personal goal to start her own agency.What type of motivation does this exemplify in career success?
A) Linear
B) Spiral
C) External
D) Internal
Q2) A nurse manager has been employed in the same facility for 20 years and has held the same position.This career style is known as:
A) linear.
B) spiral.
C) steady state.
D) entrepreneurial/transient.
Q3) Steady state styles would be most likely in which of the following situations?
A) Small hospital, in an isolated rural setting, with limited hierarchy
B) Large urban teaching hospital
C) Health network with several organizations
D) Travel nurse agency
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Chapter 28: Developing the Role of Leader
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Q1) The adage "leaders are born and not made" reflects which of the following ideas around leadership?
A) Management can be taught; leadership depends on abilities.
B) Mentorship is important in developing innate skills of leaders.
C) Leadership is a natural skill that cannot be refined or developed.
D) Succession planning and formal education related to leadership are ineffective.
Q2) During a discussion of concern about approaches used with aggressive patients in the Emergency Department,several staff members express concern for their safety.As a leader,the nurse manager should:
A) look directly at speakers and acknowledge their comments.
B) promise to implement each suggestion that is made.
C) implement the idea that receives the most discussion.
D) listen but implement the plan that she had in mind before the discussion began.
Q3) The style of leadership that Kari is exhibiting is likely to:
A) ensure that the organization is financially stable.
B) stifle innovative thinking about ways to move out of financial jeopardy.
C) lead to apathy and disinterest in the organizational goals.
D) lead to decreased attrition of staff on her unit.
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Chapter 29: Developing the Role of Manager
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Q1) Nurses on Unit 17 complain that their manager frequently "checks up on them" and encourages little involvement in decision making and yet,during performance reviews,praises them for their outstanding performance.Nurses on Unit 18 indicate that their experience is different from that of nurses on Unit 17.The manager on Unit 18 encourages active involvement in decision making and provides authentic,growth-promoting feedback.The practices on Units 17 and 18 reflect.
A) differences in the managers' expectations of their role.
B) shaping of the workplace behavior of employees.
C) different approaches to cooperation and collaboration.
D) recognition of institutional priorities.
Q2) Role theory has its underpinnings in management theory.Management theories influence managers' leadership styles.Which of the following styles would a nurse manager be most likely to follow when redesigning the staffing schedule?
A) Humanistic
B) Authoritarian
C) Flexibility
D) Participative
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Chapter 30: The Strategic Planning Process
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Source URL: https://quizplus.com/quiz/41491
Sample Questions
Q1) Planning is a process designed to achieve goals in dynamic,competitive environments.As a new manager,what is the first step you will undertake to develop a strategic plan of action for a congestive heart failure program?
A) Search the environment to determine changes that may affect the organization.
B) Appraise the organization's strengths and weaknesses.
C) Identify the major opportunities for and threats to the organization.
D) Identify and evaluate the various strategies available to the organization.
Q2) At the beginning of the strategic planning processes,Pacific Hospital learns that nursing staff members are uncomfortable with utilizing evidence-based practice,and that staff perceives that only limited resources are available to support translation of evidence into their usual practice.Because this issue has been identified,the management team determines that a plan of action is required to address the issue.Who should be involved at this point?
A) Nursing unit managers
B) Staff nurses
C) All staff
D) Administration
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Chapter 31: Thriving for the Future
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Source URL: https://quizplus.com/quiz/41492
Sample Questions
Q1) Several changes are introduced to a unit,including changes to familiar clinical procedures and the use of WOWs to enable bedside documentation.You,as unit manager,anticipate which of the following will contribute most to complexity compression?
A) Meaning of the change
B) Pace of changes
C) Previous experiences with change
D) Confidence of the leader in the value of the change
Q2) The starfish analogy is exemplified in which of the following?
A) A unit manager resigns after continued tension between the administration and her regarding implementation of primary nursing. The primary nursing project dies.
B) Nurses try to establish a clinic that provides ambulatory care to parents and young children in an impoverished neighborhood. Community members advocate for funding from political leaders and insurers.
C) Alana, a new graduate, promotes continence care based on evidence. When she presents her ideas, senior staff refuses to consider it.
D) The head of a community health service moves on to another position. Programs are disbanded.
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