- Followership
- Informal leadership and proactivity
- Insubordination
- A violation of policy
Author: ETEA MCQS.COM
No category found.
- Identify who is to blame for an error.
- Understand the fundamental, underlying reasons why an adverse event occurred.
- Analyze the financial cost of an error.
- Quickly fix the surface-level problem without further investigation.
- In an email to the entire team.
- In a public setting so others can learn.
- Privately and respectfully.
- During a busy and stressful time.
- The nurse's personal feelings about the family.
- The principle of patient/family confidentiality in this specific situation.
- The hospital's policy on visiting hours.
- The need to finish her shift on time.
- Communicate frequently, provide support, and manage any problems that arise.
- Announce the change and then disappear.
- Revert back to the old system if there is any resistance.
- Focus on punishing those who are slow to adapt.
- Urgency and Importance
- Difficulty and Time Required
- Cost and Benefit
- What you like to do vs. what you dislike
- Punish any nurse who suggests a new idea that fails.
- Encourage critical thinking and create a safe environment for staff to pilot new, evidence-based ideas.
- Stick rigidly to all old procedures and forbid any changes.
- Wait for the administration to mandate all innovations.
- Use the grapevine to spread official hospital policy.
- Try to eliminate the grapevine completely.
- Listen to the grapevine to understand staff concerns, but use formal channels for official communication.
- Believe everything she hears on the grapevine.
- Strictly enforce the policy and have security remove the family.
- Understand the cultural importance of family, and work to find a compromise, such as allowing one or two family members to stay on a rotational basis.
- Ignore the policy and allow the entire family to stay, causing disruption.
- Tell the family their cultural practices are wrong.
- Leaders are made, not born.
- Anyone can be a leader with the right training.
- Leaders are born with innate heroic qualities.
- Leadership depends entirely on the situation.
- Spend all the money as quickly as possible.
- Advocate for adequate resources while ensuring they are used efficiently and effectively.
- Hide the budget details from her staff.
- Refuse to spend any money to get a bonus.
- Isolate the complainer from the rest of the team.
- Agree with all of their complaints to pacify them.
- Address the complainer privately, listen to their specific issues, and redirect them toward constructive solutions.
- Fire the complainer immediately.
- Giving staff the authority, resources, and autonomy to do their work effectively.
- Controlling all aspects of the staff's work.
- Making staff feel powerless.
- Withholding important information from the team.
- The safety of her staff with the duty to care for patients.
- The hospital's profits with patient care.
- Her personal life with her professional life.
- The media's demands with patient privacy.
- "To improve patient satisfaction."
- "To reduce medication errors on the medical ward by 25% within six months."
- "To make the nurses happier."
- "To provide better care to all patients."
- Acts as a formal supervisor and evaluator.
- Provides guidance, advice, and support to a less experienced colleague (the mentee).
- Delegates all of their most difficult tasks to the mentee.
- Competes with the mentee for promotions.
- Focus only on the negative aspects of the nurse's performance.
- Compare the nurse to her colleagues.
- Use objective criteria and provide specific examples of both strengths and areas for improvement.
- Conduct the appraisal in the middle of a busy hallway.
- A lack of clinical knowledge.
- Hierarchies, interpersonal conflicts, and a lack of structured communication tools.
- Having too many staff members.
- The use of electronic health records.
- The legal system and courts.
- The fair allocation of resources and treatment among all patients.
- The patient's right to make their own decisions.
- The duty to do good.
