NCLEX Management of Care Practice Test

Q: What does Management of Care focus on?

It covers prioritization, delegation, supervision, coordination of care, patient rights, and legal and ethical responsibilities.

Q: Are these questions mostly about delegation?

Delegation is a big part, but you will also see assignment decisions, who to see first, and how to manage competing priorities.

Q: What is the safest way to approach delegation questions?

Do not delegate assessment, teaching, or evaluation. Delegate stable tasks that have predictable outcomes and match staff scope.

Q: How do I decide who to see first on a busy unit?

Choose the patient with the most unstable signs or the biggest immediate safety risk, then handle time-sensitive needs next.

Q: Do legal and ethical questions show up in this category?

Yes. Expect patient rights, informed consent basics, documentation responsibility, and reporting/safety duties.

Q: How should I use this practice set to improve faster?

Take it once to find patterns, review the rationale behind misses, then retake a short set to confirm your decisions are consistent.

Q: How do I choose between “see the patient” vs “check the chart” first?

If there’s any sign of instability or a safety threat, go to the bedside first. Chart review comes after the patient is safe and stable.

Q: Do Management of Care questions include conflict or chain-of-command scenarios?

Yes. You may be tested on how to respond when a staff member refuses an assignment, when you suspect unsafe practice, or when you need to escalate concerns through the proper chain.

Q: What does “supervision” look like in NCLEX questions?

It often means confirming understanding of instructions, checking progress, validating outcomes, and stepping in quickly if the task is not going safely.

Question 1

Ms. Caputo is newly promoted to a patient care manager position. She updates her knowledge on the theories in management and leadership in order to become effective in her new role. She learns that some managers have low concern for services and high concern for staff. Which style of management refers to this?

Accepted Answer

Country Club Management. Country club management style puts concern for the staff as the number one priority at the expense of the delivery of services. He/she runs the department just like a country club where everyone is happy including the manager. This leadership style assumes that if people are happy in their job, they will naturally work harder.

Option A: Organization management binds the employees together and gives them a sense of loyalty towards the organization. Organization management enables the optimum use of resources through meticulous planning and control at the workplace. Organization management gives a sense of direction to the employees. The individuals are well aware of their roles and responsibilities and know what they are supposed to do in the organization.
Option B: The impoverished leader has the least concern for people and for production. This leader has no system of getting work done, nor is the work environment satisfying or motivating for employees. This leader’s low interest in the work and the work environment results in disorganized work, dissatisfied employees, and a lack of harmony.
Option D: Team management is the ability of an individual or an organization to administer and coordinate a group of individuals to perform a task. Team management involves teamwork, communication, objective setting, and performance appraisals.

Question 2

Her former manager demonstrated passion for serving her staff rather than being served. She takes time to listen, prefers to be a teacher first before being a leader, which is characteristic of:

Accepted Answer

Servant leader. Servant leaders are open-minded, listen deeply, try to fully understand others, and not being judgmental. Servant leadership is a leadership philosophy in which the goal of the leader is to serve. A servant leader shares power puts the needs of the employees first and helps people develop and perform as highly as possible. Servant leadership inverts the norm, which puts the customer service associates as the main priority.

Option A: Transformational leadership is a leadership style that can inspire positive changes in those who follow. Transformational leaders are generally energetic, enthusiastic, and passionate. Not only are these leaders concerned and involved in the process; they are also focused on helping every member of the group succeed as well.
Option B: A transactional leader is someone who values order and structure. They are likely to command military operations, manage large corporations, or lead international projects that require rules and regulations to complete objectives on time or move people and supplies in an organized way. Transactional leaders are not a good fit for places where creativity and innovative ideas are valued.
Option D: The charismatic leadership style relies on the charm and persuasiveness of the leader. Charismatic leaders are driven by their convictions and commitment to their cause. Charismatic leaders also are sometimes called transformational leaders because they share multiple similarities. Their main difference is focus and audience. Charismatic leaders often try to make the status quo better, while transformational leaders focus on transforming organizations into the leader’s vision.

Question 3

On the other hand, Ms. Caputo notices that the Chief Nurse Executive has a charismatic leadership style. Which of the following behaviors best describes this style?

Accepted Answer

Possesses inspirational quality that makes followers get attracted to him and regard him with reverence. Charismatic leaders make the followers feel at ease in their presence. They feel that they are in good hands whenever the leader is around. The charismatic leadership style relies on the charm and persuasiveness of the leader. Charismatic leaders are driven by their convictions and commitment to their cause.

Option B: The impoverished leader has the least concern for people and for production. This leader has no system of getting work done, nor is the work environment satisfying or motivating for employees. This leader’s low interest in the work and the work environment results in disorganized work, dissatisfied employees, and a lack of harmony.
Option C: In the transformational leadership style, the leader inspires his or her followers with a vision and then encourages and empowers them to achieve it. The leader also serves as a role model for the vision.
Option D: With situational leadership, it is up to the leader to change his style, not the follower to adapt to the leader’s style. In situational leadership, the style may change continually to meet the needs of others in the organization based on the situation.

Question 4

Which of the following conclusions of Ms. Caputo about leadership characteristics is true?

Accepted Answer

Assessment of personality traits is a reliable tool for predicting a manager’s potential. It is not conclusive that certain qualities of a person would make him become a good manager. It can only predict a manager’s potential of becoming a good one. Successful leaders tend to have certain traits. Two keys areas of personal growth and development are fundamental to leadership success: self-confidence and a positive attitude.

Option A: A true leader communicates with their team to keep them updated and show that they are valued. They will be the ones intentionally learning more, challenging themselves and others, improving the workplace environment and work ethics, and encouraging teams to achieve goals.
Option B: True leaders seek to improve themselves and their work ethics. They accept challenges as opportunities to grow, and they’re eager to learn new skills. Leaders are responsible for ensuring the organization gets value from the time allocated to accomplish business tasks.
Option D: Assessment tools vary in what they examine and the depth of the questions. There are personality, leadership skills, and behavioral assessments. Before choosing a tool, one should make sure that it will test for the specific skills one wants in a leader.

Question 5

She reads about Path-Goal theory. Which of the following behaviors is manifested by the leader who uses this theory?

Accepted Answer

Recognizes staff for going beyond expectations by giving them citations. The path-Goal theory according to House and associates rewards good performance so that others would do the same. The path-goal theory states that a leader’s behavior is contingent on the satisfaction, motivation, and performance of their employees. The manager’s job is viewed as guiding workers to choose the best paths to reach both their goals as well as the corporation’s goals.

Option B: It is the leader’s job to assist followers in attaining goals and to provide the direction and support needed to ensure that their goals are compatible with the organization’s goals. Path–goal theory assumes that leaders are flexible and that they can change their style, as situations require.
Option C: The fourth theory is the transformational leadership theory, which suggests that good leaders are those able to stimulate, transform, and use the values, beliefs, and needs of their followers to accomplish tasks.
Option D: Providing employees with the necessary tools to resolve issues in the workplace will ensure organizational success is not hindered. Effective leadership not only guides employees in the right direction towards their goals but also requires leaders to assist in the identification of goals and objectives from the get-go.

Question 6

One leadership theory states that “leaders are born and not made,” which refers to which of the following theories?

Accepted Answer

Great Man. Leaders become leaders because of their birthright. This is also called Genetic theory or the Aristotelian theory. This quote sums up the basic tenet of the Great Man theory of leadership, which suggests that the capacity for leadership is innate. According to this theory, you’re either a natural-born leader or you’re not. The term “Great Man” was used because, at the time, ?leadership was thought of primarily as a male quality, especially in terms of military leadership.

Option A: According to trait leadership theory, effective leaders have in common a pattern of personal characteristics that support their ability to mobilize others toward a shared vision. These traits include dimensions of personality and motives, sets of skills and capabilities, and behavior in social relationships.
Option B: Charismatic leadership is a trait-based leadership theory where the leaders act as visionary driven by their convictions and motivate their followers to work towards a common vision using their charm and persuasiveness. Leaders are able to cultivate a profound sense of trust with the group of followers.
Option D: The situational theory of leadership refers to those leaders who adopt different leadership styles according to the situation and the development level of their team members. It is an effective way of leadership because it adapts to the team’s needs and sets a beneficial balance for the whole organization.

Question 7

She came across a theory which states that the leadership style is effective depends on the situation. Which of the following styles best fits a situation when the followers are self-directed, experts, and are matured A. Democraticindividuals?

Accepted Answer

Laissez-faire. Laissez-faire leadership is preferred when the followers know what to do and are experts in the field. This leadership style is relationship-oriented rather than task-centered. This kind of leadership is very hands-off—managers trust their employees and are confident in their abilities. They give guidance and take responsibility where needed, but this leadership style means that subordinates and team members have the real lead.

Option A: Democratic leadership, also known as participative leadership or shared leadership, is a type of leadership style in which members of the group take a more participative role in the decision-making process. This type of leadership can apply to any organization, from private businesses to schools to the government.
Option B: Authoritarian leadership, also known as autocratic leadership, is a management style in which an individual has total decision-making power and absolute control over his subordinates. Leaders make decisions with little or no participation or creative input from their followers or team members.
Option D: Bureaucratic leadership refers to organizational leadership through a highly formalized set of processes, procedures, and structures. Here, rules, policies, and hierarchies form a clear set of expectations as well as an explicit chain of command.

Question 8

She surfs the internet for more information about leadership styles. She reads about shared leadership as a practice in some magnet hospitals. Which of the following describes this style of leadership?

Accepted Answer

Leadership is shared at the point of care. Shared governance allows the staff nurses to have the authority, responsibility, and accountability for their own practice. Shared leadership is the practice of governing a school by expanding the number of people involved in making important decisions related to the school’s organization, operation, and academics. In practice, shared leadership may be defined differently from school to school, and it may take a wide variety of forms.

Option A: The situational theory of leadership refers to those leaders who adopt different leadership styles according to the situation and the development level of their team members. It is an effective way of leadership because it adapts to the team’s needs and sets a beneficial balance for the whole organization.
Option B: The laissez-faire leadership style is at the opposite end of the autocratic style. Of all the leadership styles, this one involves the least amount of oversight. While it’s beneficial to give people opportunities to spread their wings, with a total lack of direction, people may unwittingly drift in the wrong direction—away from the critical goals of the organization.
Option C: In the transformational leadership style, the leader inspires his or her followers with a vision and then encourages and empowers them to achieve it. The leader also serves as a role model for the vision.

Question 9

Ms. Caputo learns that some leaders are transactional leaders. Which of the following does not characterize a transactional leader?

Accepted Answer

Inspires others with vision. Inspires others with a vision is characteristic of a transformational leader. He is focused more on the day-to-day operations of the department/unit. Transactional leadership depends on self-motivated people who work well in a structured, directed environment. By contrast, transformational leadership seeks to motivate and inspire workers, choosing to influence rather than direct others.

Option A: A transactional leader is someone who values order and structure. They are likely to command military operations, manage large corporations, or lead international projects that require rules and regulations to complete objectives on time or move people and supplies in an organized way.
Option B: Transactional leadership focuses on results, conforms to the existing structure of an organization, and measures success according to that organization’s system of rewards and penalties. Transactional leaders have formal authority and positions of responsibility in an organization.
Option C: This type of leader sets the criteria for their workers according to previously defined requirements. Performance reviews are the most common way to judge employee performance. Transactional, or managerial, leaders work best with employees who know their jobs and are motivated by the reward-penalty system. The status quo of an organization is maintained through transactional leadership.

Question 10

She finds out that some managers have a benevolent-authoritative style of management. Which of the following behaviors will she exhibit most likely?

Accepted Answer

Have condescending trust and confidence in their subordinates. Benevolent-authoritative managers pretentiously show their trust and confidence to their followers. In Benevolent-Autocratic Leadership Style, the manager has condescending confidence and trust in subordinates, motivates with rewards and some punishments, permits some upward communication, solicits some ideas and opinions from subordinates, and allows some delegation of decision making but with close policy control.

Option B: The benevolent authoritative system uses less control over employees than the exploitative authoritative system, however, this system motivates employees through potential punishment and rewards.
Option C: The responsibility lies at the managerial levels but not at the lower levels of the organizational hierarchy. The superior has condescending confidence and trust in subordinates (master-servant relationship).
Option D: In participative leadership, the responsibility for achieving the organizational goals is widespread throughout the organizational hierarchy. There is a high level of confidence that the superior has in his subordinates. There is a high level of teamwork, communication, and participation.

Question 11

Henry is a Unit Manager I the Medical Unit. He is not satisfied with the way things are going in his unit. The patient satisfaction rate is 60% for two consecutive months and staff morale is at its lowest. He decides to plan and initiate changes that will push for a turnaround in the condition of the unit. Which of the following actions is a priority for Henry?

Accepted Answer

Call for a staff meeting and take this up in the agenda. This will allow for the participation of every staff in the unit. If they contribute to the solutions of the problem, they will own the solutions; hence the chance for compliance would be greater. It’s one thing to articulate the change required and entirely another to conduct a critical review against organizational objectives and performance goals to ensure the change will carry the unit in the right direction strategically, financially, and ethically.

Option B: Determine the most effective means of communication for the group or individual that will bring them on board. The communication strategy should include a timeline for how the change will be incrementally communicated, key messages, and the communication channels and mediums that is planned to use.
Option C: Providing a support structure is essential to assist employees to emotionally and practically adjust to the change and to build the proficiency of behaviors and technical skills needed to achieve desired results.
Option D: Review the effect on the unit and how it cascades through the organizational structure to the individual. This information will start to form the blueprint for where training and support are needed the most to mitigate the impacts.

Question 12

He knows that there are external forces that influence changes in his unit. Which of the following is not an external force?

Accepted Answer

Low morale of staff in his unit. Low morale of staff is an internal factor that affects only the unit. External forces are those changes that are part of an organization’s general and business environment. All the rest of the options emanate from the top executive or from outside the institution.

Option A: During the 2008 recession, consumers lost their jobs and cut back on their spending. These economic downturns had a major impact on businesses. Banks failed. General Motors and Chrysler filed for bankruptcy. Survival meant adapting to change.
Option B: Government restrictions often force change onto organizations. This can be something as simple as a change in the minimum wage for employees, or as complex as rules and restrictions governing fair competition in business.
Option D: For instance, when the Affordable Health Care Act was put into place, businesses had to change their operations and put steps into place to confirm that all employees had healthcare coverage to comply with the new law.

Question 13

After discussing the possible effects of the low patient satisfaction rate, the staff started to list down possible strategies to solve the problems head-on. Should they decide to vote on the best change strategy, which of the following strategies is referred to this?

Accepted Answer

Majority rule. The majority rule involves dividing the house and the highest vote wins. 1/2 + 1 is a majority. The majority rule is a decision rule that selects alternatives that have a majority, that is, more than half the votes. It is the binary decision rule used most often in influential decision-making bodies, including all the legislatures of democratic nations.

Option A: Collaboration in the workplace takes into account employees’ ideas, skills, experiences, and opinions. When individuals work together openly, processes and goals become more aligned, leading the group towards a higher success rate of achieving a common goal.
Option C: Accordingly, a strategy is dominant if it leads a player to better outcomes than alternative strategies (i.e., it dominates the alternative strategies). Conversely, a strategy is dominated if it leads a player to worse outcomes than alternative strategies.
Option D: A person who typically uses a compromising conflict style attempts to balance the needs of both or all sides in a conflict by encouraging everyone to give in on at least some points. This style of conflict can be more time-consuming and require more “people skills” than other conflict resolution techniques.

Question 14

One staff suggests that they review the pattern of nursing care that they are using, which is described as a:

Accepted Answer

System used to deliver care. A system used to deliver care. In the 70’s it was termed as methods of patient assignment; in the early 80’s it was called modalities of patient care then patterns of nursing care in the ’90s until recently authors called it nursing care systems. Ideally, nursing care delivery models match the number and type of caregivers to patient care needs determine who is going to perform what tasks, who is responsible, and who makes decisions and detail assignments, responsibilities, and authority to accomplish patient care.

Option A: A job description or JD lists the main features of a specific job. The description typically includes the person’s main duties, responsibilities, and working conditions. It also includes the job title and to whom the person holding that job has to report.
Option C: A procedure manual contains the institution’s best practices that define the systematic approach to implementing policy expectations, plans, and work routines — also known as procedures.
Option D: Rules can be described as the guidelines or instructions for doing something correctly. these are the principles that govern the conduct or behavior of a person in an organization or country. On the other hand, regulations refer to the directives or statutes enforced by law, in a particular country.

Question 15

Which of the following is true about functional nursing?

Accepted Answer

Concentrates on tasks and activities. Functional nursing is focused on tasks and activities and not on the holistic care of the patients. Functional nursing is task-oriented in scope. Instead of one nurse performing many functions, several nurses are given one or two assignments. Functional nursing was designed around an efficacy model that seeks to get many tasks accomplished in a short period of time.

Option B: Team nursing involves the use of a team leader and team members to provide various aspects of nursing care to a group of patients. In team nursing, medications might be given by one nurse while baths and physical care are given by a nursing assistant under the supervision of a nurse team leader.
Option C: Primary care nursing is when a single nurse is identified as the point of contact and primary caregiver for a patient during his or her particular hospital stay or another episode of care.
Option D: Primary care nursing includes a set of attributes, as in the 1978 IOM definition—care that is accessible, comprehensive, coordinated, continuous, and accountable—or as defined by Starfield (1992)—care that is characterized by first contact, accessibility, longitudinally, and comprehensiveness

Question 16

Functional nursing has some advantages, which one is an exception?

Accepted Answer

Psychological and sociological needs are emphasized. When the functional method is used, the psychological and sociological needs of the patients are neglected; the patients are regarded as ‘tasks to be done ‘. Functional nursing was designed around an efficacy model that seeks to get many tasks accomplished in a short period of time.

Option B: Modular Nursing is a modification of team nursing and focuses on the patient’s geographic location for staff assignments; the unit is divided into groups referred to as modules – also called districts or pods.
The same team of caregivers is assigned consistently to the same geographic location. Each location, or module, has an RN assigned as the team leader, and the other team members may include LVNs/LPNs and Unlicensed Assistant Personnel.
Option C: Functional nursing revolves around team ethics, and it produces a catalog of processes, which are undertaken by different individuals to ensure efficient patient care delivery. As well as taking advantage of the skills of nurses at different stages of their careers, this model can also save healthcare providers and facilities money by increasing efficiency and productivity.
Option D: Team nursing is a patient care delivery model, which was established in the 1950s. For healthcare providers, the team nursing model improves efficiency and provides valuable training opportunities for those keen to progress during the early stages of their careers.

Question 17

He raised the issue of giving priority to patient needs. Which of the following offers the best way for setting priority?

Accepted Answer

Assessing nursing needs and problems. This option follows the framework of the nursing process and at the same time applies the management process of planning, organizing, directing, and controlling. At the basic level, management is a regimen that comprises five standard functions, namely, planning, organizing, staffing, leading, and controlling. These functions are part of a body of practices and theories that educate on becoming an efficient manager.

Option B: Leading is a function that involves stating a vision, influencing, persuading, motivating, and inspiring employees. An efficient and effective management process aligns individual interests with the organization’s goals and objectives as a whole.
Option C: Evaluate the achievement of goals, improvement in performance, and the ability to take action. Put processes in place to help you establish standards, so you can measure, compare, and make decisions.
Option D: Enlisting and recruiting employees for positions within the various teams and departments in an organized manner. The staffing process helps in getting the right people for the right job at right time. The function of staffing helps the management to decide the number of employees needed for the organization and with what qualifications and experience.

Question 18

Which of the following is the best guarantee that the patient’s priority needs are met?

Accepted Answer

Preparing a nursing care plan in collaboration with the patient. The best source of information about the priority needs of the patient is the patient himself. Hence using a nursing care plan based on his expressed priority needs would ensure meeting his needs effectively. It is about understanding each patient’s health outcome goals and health care preferences and ensuring that the care provided is in line with those goals.

Option A: Checking with the relative of the patient would not yield actual needs for the patient. Asking the patient himself would be an assurance that what he deems as the priority would be addressed.
Option C: Consulting or collaborating with the physician should occur after the implementation of independent nursing interventions. A nursing care plan includes independent, dependent, and collaborative nursing interventions specific to every client’s needs.
Option D: Collaborating may come after consultation with a physician. Collaboration may include teams from the laboratory services, radiological department, and other departments involved in the care of the patient.

Question 19

When Henry uses team nursing as a care delivery system, he and his team need to assess the priority of care for a group of patients, which of the following should be a priority?

Accepted Answer

Patients who need the most care. In setting priorities for a group of patients, those who need the most care should be the number-one priority to ensure that their critical needs are met adequately. The needs of other patients who need less care can be attended to later or even delegated to assistive personnel according to rules on delegation. The ability to prioritize and manage time is vital for any successful nurse, whether a novice or expert.

Option A: Clinical judgment and prioritization of patient care are built on the nursing process. Nurses learn the steps of the nursing process in their foundational nursing course and utilize it throughout their academic and clinical careers to direct patient care and determine priorities.
Option B: In unfamiliar situations, patient prioritization should be approached as a structured process, highlighting risk factors that may contribute to a decline in the patient’s condition and potential interventions that can reduce the risk of adverse outcomes (Jessee, 2019).
Option C: Seasoned nurses are able to pull from their depth of knowledge and experience that allows them to act deductively and intuitively when prioritizing patient care.

Question 20

He is hopeful that his unit will make a big turnaround in the succeeding months. Which of the following actions of Henry demonstrates that he has reached the third stage of change?

Accepted Answer

Integrate the solutions to his day-to-day activities. Integrate the solutions to his day-to-day activities is expected to happen during the third stage of change when the change agent incorporates the selected solutions into his system and begins to create a change. In the third and final stage, freezing, the new mindset of the change begins to become the standard, and people’s comfort levels return to normal.

Option A: The first stage (unfreezing) involves overcoming inertia and dismantling the existing mindset. It involves getting over the initial defense mechanisms that people exhibit to avoid making a change. People eventually realize that change is necessary and urgent, and this realization allows them to move on to the next stage.
Option B: In the second stage, the actual change occurs. During this stage, an organization’s leaders need to focus on clearly communicating to employees the reasons for change and the steps needed to achieve it.
Option D: The second stage is typically a period of confusion and transition in which people are unsure about the change and what may happen in the future. People are aware that the old ways are being challenged, but they do not yet have a clear picture as to what these ways will be replaced with.

NCLEX Management of Care Practice Test

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Common NCLEX Care Management Questions w/ Their Answers

What does Management of Care focus on?

Are these questions mostly about delegation?

What is the safest way to approach delegation questions?

How do I decide who to see first on a busy unit?

Do legal and ethical questions show up in this category?

How should I use this practice set to improve faster?

How do I choose between “see the patient” vs “check the chart” first?

Do Management of Care questions include conflict or chain-of-command scenarios?

What does “supervision” look like in NCLEX questions?