NCLEX Ch 26: Role Transition Flashcards
The unit leader on an inpatient psychiatric unit of a large hospital has been in the position for 3 months. The unit leader is frustrated by how little time is available to work with clients and how few changes have been implemented in that time. The phase of role transition being experienced is the role of:
a. acceptance.
b. negotiation.
c. discrepancy.
d. internalization.
ANS: C
Role discrepancy is an experience that includes a gap between what is expected and what is occurring and can lead to disillusionment, discomfort, and frustration. If the unit manager values the relationship and sees the differences between performance and expectations as correctable, then the manager is likely to stay in the role.
An interviewee for a nurse manager position asks for a copy of the organizational chart. Organizational charts provide information about the role component of:
a. expectations.
b. opportunities.
c. responsibilities.
d. lines of communication.
ANS: D
No matter what role an individual is in, multiple relationships exist with individuals including supervisors and peers. Roles incorporate patterns of structured interactions between the manager and people in these groups. Organizational charts provide information about relationships and lines of communication in the organization.
During an employment interview for the manager’s position in a home health agency, the applicant asks questions about the medical director and about retention of staff. The nurse executive assures the applicant that the agency has few personnel problems and receives excellent support from the medical director. The applicant knows that the agency has a 50% turnover rate and has had three medical directors in the past year. The nurse executive is:
a. unaware of the turnover rate and difficulties with the medical director.
b. lying about the problems and hoping to resolve them by hiring the applicant.
c. denying that the agency has a turnover problem with staff or medical directors.
d. minimizing the challenges of the position to make a positive impression on the applicant.
ANS: D
During the dating phase or preview period in the role transition process, the potential employer attempts to make a favorable impression, which may result in minimizing the challenges of the position.
The new head nurse on telemetry has been in the position for 3 months. The head nurse and the administrator disagree on how much time the head nurse should allot to various aspects of the role. Staff members on the unit complain that the head nurse is unavailable for clinical concerns because of being off the unit while attending meetings. To facilitate the process of role transition, the head nurse should:
a. develop policies consistent with the head nurse’s prior workplace.
b. attend a workshop on how to deal with difficult people.
c. decide to give the position 3 more months and then leave if things do not improve.
d. schedule a series of meetings with staff and the administrator to clarify expectations.
ANS: D
During role transition, it is important for the manager to negotiate the role by writing down the manager’s expectations of the role and determining the expectations of others (staff, supervisors) in order to clarify expectations and reduce or ameliorate role ambiguity and role strain. It can take up to a year to understand the role, system, and boundaries in a new job-role-position.
A nurse manager in one hospital values a colleague who is a few years older and has more experience in nursing management. The colleague works in another hospital, but they meet for lunch once a month. In these meetings, they share their feelings about nursing management and their lives. The function of a mentor that is missing in the relationship is:
a. sponsorship.
b. role modeling.
c. social interaction.
d. mutual positive regard.
ANS: A
Sponsorship involves building the competency of the mentee through exposure or by creating opportunities for achievement in order for the mentee to develop a reputation of competence.
The new nurse manager feels pulled between the expectations of staff, the demands of hospital administrators, and family obligations. According to the theory by Hardy (1978), unrelieved role stress and strain will lead to:
a. frustration and anger.
b. alienation of family and friends.
c. low productivity and performance.
d. physical symptoms and acute illness.
ANS: C
Unrelieved role stress and strain leads to focusing energy into negative thoughts and feelings, which can leave the manager fatigued and therefore less likely to be productive or to perform well.
The nurse manager of a unit was demoted to staff nurse 6 months ago. Because of being near retirement, the former nurse manager wanted to be employed at the hospital and was offered a position on the same unit. The former nurse manager complains often about how infrequently the current nurse manager is available on the unit and argues with physicians and co-workers. Clients have complained about the attitude of the nurse. The behavior of the former nurse manager can be best explained as being caused by:
a. overwork in the staff nurse position.
b. inadequate mentoring in the new role.
c. anger as a stage of the grieving process.
d. demotion as a threat to personal identity.
ANS: C
When an employment relationship ends or changes unexpectedly, grieving occurs. One of the phases in grieving is anger.
A nurse is interviewing for a manager’s position. Which of the following actions is considered a role preview?
a. Formal commitment of the employment contract
b. Improving role performance
c. Touring the unit
d. Disillusionment about the expectations of the job
ANS: C
Touring the unit enables the candidate to assess further whether this organization will assist in growth and also to make a positive impression on the potential employer.
The chief nursing officer develops a mentoring program to help new staff members adjust to their new jobs. The main purpose of mentoring is:
a. promoting staff retention.
b. promoting staff attrition.
c. developing new role expectations.
d. promoting staff supervision.
ANS: A
Mentoring has been identified as important to staff retention.
A nurse manager notices that Nathan, an RN who has been on the unit for approximately 3 years, has an interest in health technology and seems to be very enthused about working with software and hardware at home. She speaks with Nathan and asks him if he would lead investigation of software applications on the unit. This is an example of:
a. opportunity.
b. delegation.
c. role negotiation.
d. role transition.
ANS: A
Nathan’s nurse manager recognizes Nathan’s interest in technology as an opportunity for the unit and as an untapped resource that can be used to meet unit goals.
Sarah is a nursing graduate of 5 years who is very confident in her clinical skills. She has taken some certificate courses in leadership and management and has considered beginning a graduate degree with this focus. She is excited about being able to use her knowledge and interest by being hired as a nurse manager. Before beginning her new position, Sarah spends time with her nurse executive to clarify the executive’s expectations of her and of the unit that she has been hired to manage. Sarah’s actions are important in avoiding role:
a. ambiguity.
b. transition.
c. development.
d. negotiation.
ANS: A
Clarification of implicit and explicit expectations regarding the role assists in avoiding role ambiguity and role strain.
Sarah is a nursing graduate of 5 years who is very confident in her clinical skills. She has taken some certificate courses in leadership and management and has considered beginning a graduate degree with this focus. She is excited about being able to use her knowledge and interest by being hired as a nurse manager. Before beginning her new position, Sarah spends time with her nurse executive to clarify the executive’s expectations of her and of the unit that she has been hired to manage. After beginning her new position, Sarah finds that she spends a great deal of time in direct patient care. Her staff begins to complain that they are never able to find her when they need her, and that some aspects of her responsibilities fall behind, such as scheduling. Sarah is most likely:
a. lacking an understanding of the nurse management role.
b. attempting to prove her clinical skills to the nursing staff.
c. experiencing difficulty in unlearning old roles.
d. lacking enjoyment in her new role.
ANS: C
Role transition involves transforming one’s identity. Although any of the answers listed might be correct, as a new manager, her confidence in her clinical skills suggests that she is having difficulty in the transformation process and in unlearning her role as a clinician.
Sarah is a nursing graduate of 5 years who is very confident in her clinical skills. She has taken some certificate courses in leadership and management and has considered beginning a graduate degree with this focus. She is excited about being able to use her knowledge and interest by being hired as a nurse manager. Before beginning her new position, Sarah spends time with her nurse executive to clarify the executive’s expectations of her and of the unit that she has been hired to manage. A strategy that may help to make the transition to her management role and to respond to relationships and situations in her new position is:
a. avoiding discussion of her personal beliefs with staff until she is ready to do so.
b. finding a network of clinicians with interests similar to her own.
c. researching clinical literature to maintain her clinical assessment skills for the unit.
d. recognizing her strong commitment to care in the management process through journaling.
ANS: D
During the transition period, it is important to recognize, use, and strengthen values and beliefs, translate these for staff, and adapt behaviors to the situation. Understanding personal and professional beliefs and values assists in helping the manager respond to situations and relationships
Sarah is a nursing graduate of 5 years who is very confident in her clinical skills. She has taken some certificate courses in leadership and management and has considered beginning a graduate degree with this focus. She is excited about being able to use her knowledge and interest by being hired as a nurse manager. Before beginning her new position, Sarah spends time with her nurse executive to clarify the executive’s expectations of her and of the unit that she has been hired to manage. Sarah finds that she has begun to think negatively about the way nursing care is delivered on her nursing unit. She often wishes that she was back on her old unit and in her familiar staff nurse role. This behavior:
a. is natural when assuming a new position.
b. diverts energy from internalization of Sarah’s new role.
c. is justified if practices are deficient on the new unit.
d. reflects Sarah’s astuteness as a clinician.
ANS: B
By focusing on the weaknesses of the unit, Sarah may lack the energy to internalize the new role—a step that is critical to being an effective leader. As a new manager, Sarah must learn how to access resources in the organization. Approaching the organization as a foreign culture, Sarah can keenly observe the rituals, accepted practices, and patterns of communication within the organization. This ongoing assessment promotes a speedier transition into the role of manager.
Sarah is a nursing graduate of 5 years who is very confident in her clinical skills. She has taken some certificate courses in leadership and management and has considered beginning a graduate degree with this focus. She is excited about being able to use her knowledge and interest by being hired as a nurse manager. Before beginning her new position, Sarah spends time with her nurse executive to clarify the executive’s expectations of her and of the unit that she has been hired to manage. Sarah finds a mentor, Amy, who has been in the role of unit manager for 3 years and has a similar interest in clinical excellence. During their frequent meetings, Amy provides assistance with learning aspects of the manager’s role, including technical aspects, such as how to interpret budget printouts and to achieve budget outcomes. The success of Amy’s coaching depends on:
a. clarity of Amy’s information.
b. organizational support for the mentor relationship.
c. the congruence of Amy’s beliefs with Sarah’s beliefs.
d. willingness of Sarah to receive feedback.
ANS: D
Coaching provides information about how to improve performance and learning aspects of the role. Coaching requires willingness on the part of the mentee to accept feedback.
