- the task
- the salary
- the accountability
- the license
Author: ETEA MCQS.COM
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- 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.
- Waiting for instructions from the provincial health department before taking any action.
- Prioritizing the safety of her staff and patients, and beginning immediate triage and basic care with available resources.
- Closing the BHU to protect the equipment.
- Focusing only on documentation and ignoring the influx of patients.
- Plan, Do, Study, Act.
- Patient, Diagnosis, Solution, Assessment.
- Problem, Decision, Strategy, Action.
- Plan, Delegate, Supervise, Achieve.
- Making decisions based on tradition and "how it's always been done."
- Using the best available research, clinical expertise, and staff input to guide leadership decisions.
- Following the leadership style of the most popular person on the unit.
- Making decisions based on intuition alone.
- Blame the staff for the high infection rates.
- Implement and monitor adherence to an evidence-based bundle of care for catheter insertion and maintenance.
- Stop using urinary catheters for all patients.
- Reward the nurse who has the fewest patients with CAUTIs.
- Implementing the change immediately.
- Solidifying the change into the new normal.
- Creating awareness and a readiness for the change.
- Evaluating the effects of the change.
- Agreeing with everything the patient says.
- Protecting the patient from their family.
- Speaking up for the patient's rights and best interests, especially when they cannot speak for themselves.
- Making all decisions for the patient.
- A nurse makes a medication error.
- A clear right and wrong action is apparent.
- There is a conflict between two or more ethical principles, and there is no clear right answer.
- A hospital policy is violated.
- Loyalty to their friend above all else.
- Professional accountability and patient advocacy.
- A desire to get their colleague into trouble.
- A violation of the colleague's privacy.
