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Allowing the assistants to plan patient care independently is inappropriate because nursing assistants do not have the education or licensure to make nursing judgments or develop care plans. Their role is to perform delegated tasks under supervision, not to determine patient priorities or care needs.

Assigning tasks and leaving the area to complete charting shows inadequate supervision and increases the risk of errors or harm, as the PN would not be available to monitor performance or intervene if a problem arises.

Completing all care tasks independently is ineffective use of team resources and prevents nursing assistants from contributing within their scope of practice. It also limits the PN’s ability to manage multiple patients and perform higher-level nursing responsibilities.

Hearing is simply the physiological act of perceiving sound; it does not guarantee comprehension or engagement with the speaker’s message.

Writing is an important form of communication but is less effective without the ability to understand and respond to others’ verbal and nonverbal cues.

Speaking is valuable for expressing ideas, but effective communication depends equally on the listener’s ability to interpret and respond accurately. Without listening, speaking alone cannot achieve mutual understanding.

Requesting a prescription for oxygen administration belongs in the recommendation section, where the nurse suggests actions or interventions to address the client’s current needs.

The client’s request for a diet change is not background information; it would be more appropriate in the situation or recommendation section depending on its urgency and relevance to care.

Reporting pain at a level of 6 on a 0–10 scale is part of the assessment component, as it describes the client’s current clinical status and response to treatment.

Listening to your instructor as directions are explained demonstrates attentiveness and respect but does not represent honesty—it reflects receptive communication rather than expressive truthfulness.

Talking with friends about exam results is an example of social communication, not necessarily honest or dishonest, it depends on content and context rather than the communication form itself.

Giving discharge instructions involves professional communication, but it focuses on accuracy and clarity rather than honesty as a communication form.

This response is aggressive, as it involves criticism and judgment rather than constructive feedback.

This reflects passive communication, where the nurse avoids addressing the issue directly and allows poor performance to continue.

This is also aggressive, showing a lack of respect and disregard for teamwork or communication.

Leadership and management are not identical concepts. While both require strong communication and decision-making abilities, leadership centers on influencing people and fostering a shared vision, whereas management emphasizes maintaining structure, policies, and efficiency in achieving organizational goals.

Leadership is not restricted to formal management positions. Any nurse, regardless of title, can demonstrate leadership by promoting teamwork, initiating improvements, and modeling professional behavior in practice.

The roles are reversed in this statement. Management typically involves assigning tasks, monitoring outcomes, and maintaining operations, while leadership focuses on inspiring, motivating, and guiding others toward shared objectives.

The nurse’s lounge is not an appropriate location for a handoff report because it is a private staff area where discussions can be overheard by unauthorized individuals, violating client confidentiality.

A conference area may be used for shift reports in general, but it does not allow for direct observation or verification of the client’s condition, which is an important part of safe bedside reporting.

Giving report outside the client’s room may still risk breaches in privacy if others are nearby, and it prevents the client from participating in the communication process.

Offering approval or disapproval (e.g., “I’m glad you did that” or “You shouldn’t have done that”) is a nontherapeutic technique because it implies judgment and may cause the client to alter behavior to please the nurse rather than express genuine feelings.

Asking for explanations (e.g., “Why did you do that?”) can make clients feel defensive and does not foster open communication.

Offering sympathy focuses on the nurse’s feelings rather than the client’s, which can shift attention away from the client’s needs and hinder therapeutic interaction.

Refusing to delegate tasks does not demonstrate accountability; rather, it shows ineffective management of team resources and a lack of trust in the delegation process.

Blaming another nurse for a medication error reflects avoidance of responsibility and undermines professional integrity and teamwork.

Ignoring conflict among team members avoids addressing issues that can affect collaboration, morale, and patient care, which is inconsistent with accountable leadership behavior.

A laissez-faire leader provides minimal direction and allows team members to make decisions independently. This style offers freedom but can result in poor coordination and unclear goals if staff lack self-motivation or experience.

A transformational leader inspires and motivates staff by creating a shared vision, fostering professional growth, and encouraging innovation rather than relying on rewards or punishment.

A bureaucratic leader strictly adheres to policies, rules, and procedures. Decision-making is based on organizational guidelines rather than motivation or reward systems.