Nursing Elites

1. What is a common barrier to effective delegation?

• A. Lack of trust in team members
• B. Lack of communication
• C. Inadequate training
• D. Lack of resources

Correct answer: A

Rationale: One of the common barriers to effective delegation is a lack of trust in team members. Delegating tasks involves entrusting responsibilities to others, and without trust in the team members' capabilities, the delegator may struggle to effectively assign tasks. Trust is essential for successful delegation as it allows for empowerment and accountability within the team. While lack of communication is crucial for effective delegation, the lack of trust has a more profound impact as it directly affects the ability to delegate tasks. Inadequate training and lack of resources, although important factors, are not as fundamental as trust in team members when it comes to effective delegation.

2. Which information is most important for the nurse to report to the health care provider before a patient with type 2 diabetes is prepared for a coronary angiogram?

• A. The patient�s most recent HbA1C was 6.5%
• B. The patient�s admission blood glucose is 128 mg/dL.
• C. The patient took the prescribed metformin (Glucophage) today
• D. The patient took the prescribed captopril (Capoten) this morning.

Correct answer: C

Rationale:

3. Which of the following can cause negative effects on decision making among groups?

• A. Rationalization
• B. Groupthink
• C. Risky shift
• D. Dialectical inquiry

Correct answer: B

Rationale: The correct answer is B: Groupthink. Groupthink is a negative phenomenon occurring in highly cohesive, isolated groups where members tend to think alike, which hinders critical thinking and can lead to poor decision-making. Rationalization refers to justifying or explaining behaviors or decisions in a logical manner. Risky shift is a phenomenon in groups where decisions become riskier or more extreme than individual members would make on their own. Dialectical inquiry is a technique used to counteract groupthink by encouraging debate and presenting opposing viewpoints to arrive at more thoughtful decisions.

4. Although technology has seen many advances, which two ethical principles may be in conflict because of technology?

• A. Beneficence and justice
• B. Beneficence and nonmaleficence
• C. Beneficence and veracity
• D. Beneficence and confidentiality

Correct answer: B

Rationale: The correct answer is B: Beneficence and nonmaleficence. Beneficence refers to the obligation to do good and act in the best interest of the patient, while nonmaleficence means to 'do no harm.' With advances in technology, there can be situations where the pursuit of benefit (beneficence) may inadvertently cause harm (nonmaleficence), leading to a conflict between these two ethical principles. Choice A, beneficence and justice, is incorrect because justice pertains to fairness and equality in the distribution of resources and treatments, not conflicting directly with beneficence. Choice C, beneficence and veracity, involves the obligation to tell the truth and is not in direct conflict with beneficence. Choice D, beneficence and confidentiality, relate to maintaining privacy and trust, which can complement rather than conflict with beneficence in most cases.

5. A staff nurse describes the unit manager as 'a born leader.' The nurse ascribes to which theory of leadership?

• A. Trait theories
• B. Behavioral theories
• C. Formal leadership theories
• D. Democratic leadership theories

Correct answer: A

Rationale: The correct answer is A: Trait theories. The nurse describing the unit manager as 'a born leader' aligns with trait theories of leadership, which suggest that certain inborn characteristics or traits contribute to effective leadership. This theory emphasizes that leaders possess natural qualities that make them suitable for leadership roles. Choices B, C, and D are incorrect. Behavioral theories focus on the actions and behaviors of leaders, formal leadership theories emphasize organizational structure and roles, and democratic leadership theories pertain to a style of leadership that involves participative decision-making.

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