Correct Answer: B

Rationale: Laissez-faire leaders are passive, delegating decisions, unlike group planning, fostering independence, or limiting autonomy. Nurse managers using this like letting staff self-schedule step back, contrasting with directive styles. It suits self-motivated teams but risks chaos in healthcare's high-stakes context, requiring leadership to monitor outcomes to ensure care standards.

Correct Answer: C

Rationale: Downward flow is chief to head nurse, not peer, reverse, or upward. Nurse managers relay directives like policy updates contrasting with lateral talks. It's key in healthcare hierarchies, aligning leadership with structured communication.

Correct Answer: A

Rationale: Lectures suit complex material, not attitudes or missing (C,
D). Nurse managers train like policy updates this way, contrasting with emotive methods. It's effective in healthcare for clarity, aligning leadership with knowledge transfer.

Correct Answer: D

Rationale: All styles supporters, promoters, thinkers enhance groups, not just some. Nurse managers blend these like planning with care contrasting with single roles. It's vital in healthcare for balance, aligning leadership with diversity.

Correct Answer: D

Rationale: Shared leadership, common in magnet hospitals, empowers nurses with authority at the care point, as Ms. Caputo discovers. Situational ties to personality, Laissez-faire assumes goodwill, and Transformational uses vision none distribute leadership like Shared does. In practice, bedside nurses might decide care plans collaboratively, boosting ownership and outcomes. Ms. Caputo could implement this to enhance staff engagement, aligning with her goal to improve unit performance through collective responsibility in patient care.