- Transactional leader
- Laissez-faire leader
- Transformational leader
- Bureaucratic leader
Author: ETEA MCQS.COM
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- Assigning daily patient loads.
- Motivating employees to perform well.
- Recruiting, interviewing, hiring, and orienting new nurses.
- Evaluating the quality of patient care.
- Discusses the patient's condition with the consulting surgeon.
- Shares details about her interesting patient case on her personal social media page.
- Gives a report to the oncoming shift nurse.
- Documents the patient's diagnosis in the official medical record.
- Send an angry email to the head of the pharmacy.
- Tell the nurses to complain directly to the pharmacists.
- Arrange an interdepartmental meeting to map the process, identify bottlenecks, and collaboratively find a solution.
- Report the pharmacy to the hospital CEO.
- Blaming individuals for all errors to ensure they don't happen again.
- Creating an environment where staff can report errors and near misses without fear of punishment, distinguishing between human error, at-risk behavior, and reckless conduct.
- Never reporting errors to protect the hospital's reputation.
- Only doctors are held accountable for errors.
- Serve their own career ambitions.
- Serve the needs of their team and the organization, prioritizing their growth and well-being.
- Serve the demands of the hospital administration above all else.
- Serve the public by seeking media attention.
- "Are you in pain?"
- "Did you take your medication?"
- "Can you tell me more about what happened?"
- "Is your family visiting today?"
- Crisis management
- Quality improvement
- Legal compliance
- Financial planning and resource allocation
- the task
- the salary
- the accountability
- the license
- Motivating the staff to perform well.
- Establishing a formal structure of roles and responsibilities for the unit.
- Hiring new employees.
- Evaluating the performance of the staff.
- Order the nurse to use the new system or face disciplinary action.
- Exclude the nurse from the training sessions.
- Meet with the nurse to understand her concerns, highlight the benefits of the new system, and provide extra support and training.
- Reassign the nurse to a unit that still uses the old paper system.
- The patient is ultimately responsible for their own health.
- The employer (hospital) can be held liable for the negligent acts of its employees.
- A nurse is only responsible for her own actions.
- Every person is liable for their own torts.
- Forbid the family from bringing outside remedies.
- Allow the family to give the remedy to respect their culture.
- Assess the remedy if possible, explain the potential for harmful drug interactions to the family, and notify the physician.
- Ignore the situation as long as the patient takes their prescribed medication.
- Formal leadership
- Informal leadership
- Laissez-faire leadership
- Servant leadership
- Trait Theory
- Transformational Theory
- Situational Leadership Theory
- Great Man Theory
- Tell them to work harder and be more resilient.
- Organize a mandatory overtime shift to catch up on work.
- Acknowledge the stress, offer support through debriefing sessions, and advocate for adequate staffing and resources.
- Ignore the issue as it is a personal problem for the nurses.
- The personal preferences of each nurse.
- The patient acuity (level of sickness) and the skill mix of the available staff.
- Which nurses are friends and work well together.
- The need to keep staffing costs as low as possible, regardless of patient needs.
- Any minor error that causes no harm to the patient.
- A daily staff meeting.
- An unexpected occurrence involving death or serious physical or psychological injury, or the risk thereof.
- A planned quality improvement initiative.
