Leading and Managing in
Nursing 7th Edition
ST
UV
TEST BANK
IA
_A
Patricia S. Yoder-Wise
PP
────────────────────────────────────────────────────
Comprehensive Test Bank for Instructors
RO
and Students
VE
© Patricia S. Yoder-Wise.
All rights reserved. Reproduction or distribution without permission is prohibited.
D ?
, Leading and Managing in Nursing – 7th Edition
Patricia S. Yoder-Wise
TABLE OF CONTENTS
Chapter 1. Leading, Managing, and Following
Chapter 2. Clinical Safety: The Core of Leading, Managing, and Following
ST
Chapter 3. Legal and Ethical Issues
Chapter 4. Cultural Diversity and Inclusion in Health Care
Chapter 5. Gaining Personal Insight: The Beginning of Being a Leader
UV
Chapter 6. Being an Effective Follower
Chapter 7. Self-Management: Stress and Time
Chapter 8. Communication and Conflict
Chapter 9. Power, Politics, and Influence
IA
Chapter 10. Healthcare Organizations
Chapter 11. Organizational Structures
Chapter 12. Care Delivery Strategies
_A
Chapter 13. Staffing and Scheduling
Chapter 14. Workforce Engagement through Collective Action and
Governance
Chapter 15. Making Decisions and Solving Problems
PP
Chapter 16. The Impact of Technology
Chapter 17. Delegating: Authority, Accountability, and Responsibility in
Delegation Decisions
Chapter 18. Leading Change
RO
Chapter 19. Building Effective Teams
Chapter 20. Managing Costs and Budgets
Chapter 21. Selecting, Developing, and Evaluating Staff
Chapter 22. Person-Centered Care
VE
Chapter 23. Managing Quality and Risk
Chapter 24. Translating Research into Practice
Chapter 25. Managing Personal/Personnel Problems
Chapter 26. Role Transition
D
Chapter 27. Managing Your Career
Chapter 28. Developing the Role of Leader
?
Chapter 29. Developing the Role of Manager
Chapter 30. The Strategic Planning Process
Chapter 31. Thriving for the Future
, Chapter 01: Leading, Managing, and Following
Yoder-Wise: Leading and Managing in Nursing, 7th Edition
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She
is asked to assess and adapt the unit to better meet the unique needs of the older adult patient.
Using complexity principles, what would be the best approach to take for implementation of
this change?
a. Leverage the hierarchical management position to get unit staff involved in
assessment and planning.
ST
b. Engage involved staff at all levels in the decision-making process.
c. Focus the assessment on the unit and omit the hospital and community
environment.
d. Hire a geriatric specialist to oversee and control the project.
UV
ANS: B
Complexity theory suggests that systems interact and adapt and that decision making occurs
throughout the systems, as opposed to being held in a hierarchy. In complexity theory, every
voice counts, and therefore, all levels of staff would be involved in decision making.
IA
TOP: AONE competency: Communication and Relationship-Building
2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who has
_A
called in sick five times in the past month. He tells the manager that he very much wants to
come to work when scheduled but must often care for his wife, who is undergoing treatment
for breast cancer. According N RSslow
toUMa IN‘sGTneed
B.ChiO
erarchy theory, what would be the best
approach to satisfying the needs of this nurse, other staff, and patients?
a. Line up agency nurses who can be called in to work on short notice.
PP
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nurse
may be calling in frequently in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
RO
days off around his wife‘s treatments.
ANS: D
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs
and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect
patient care and threaten the needs of staff to feel competent. Arranging the schedule around
VE
the wife‘s needs meets the needs of the staff and of patients while satisfying the nurse‘s need
for affiliation.
TOP: AONE competency: Communication and Relationship-Building
D
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first
mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfair, and the
?
unit manager continues to reiterate the reasons for the actions. What would be the best course
of action at this time?
a. Send the two disputants away to reach their own resolution.
b. Involve another staff nurse in the discussion for clarity issues.
, c. Ask each party to examine their own motives and issues in the conflict.
d. Continue to listen as the parties repeat their thoughts and feelings about the
conflict.
ANS: C
For resolution of conflict, one should address the interests and involvement of participants in
the conflict by examining the real issues of all parties.
TOP: AONE competency: Communication and Relationship-Building
4. At a second negotiation session, the unit manager and staff nurse are unable to reach a
resolution. What is the appropriate next step?
a. Arrange another meeting in a week‘s time so as to allow a cooling-off period.
ST
b. Elevate the next negation session to the next manager, one level above.
c. Insist that participants continue to talk until a resolution has been reached.
d. Back the unit manager‘s actions and end the dispute.
UV
ANS: B
Part of leadership is understanding conflict resolution and ability to negotiate and manage for
resolution of issues and concerns. This situation has failed a second negotiation session,
elevation to a manager with additional training to facilitate conflict resolution is important at
this point.
IA
TOP: AONE competency: Communication and Relationship-Building
5. The manager of a surgical area has a vision for the future that requires the addition of RN
_A
assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff
have always practiced in a prN
imaRry nI
ursiG
ng-Bde.
liC
veryMsystem and are very resistant to this idea.
U S N T
What would be the best initial strategy for implementation of this change?
a. Exploring the values and feelings of the RN group in relationship to this change
b. Leaving the RNs alone for a time so they can think about the change before it is
PP
implemented
c. Dropping the idea and trying for the change in a year or so when some of the
present RNs have retired
d. Hiring the assistants and allowing the RNs to see what good additions they are
RO
ANS: A
Influencing others requires emotional intelligence in domains such as empathy, handling
relationships, deepening self-awareness in self and others, motivating others, and managing
emotions. Motivating others recognizes that values are powerful forces that influence
VE
acceptance of change. Leaving the RNs alone for a period of time before implementation does
not provide opportunity to explore different perspectives and values. Avoiding discussion
until the team changes may not promote adoption of the change until there is opportunity to
explore perspectives and values related to the change. Hiring of the assistants demonstrates
lack of empathy for the perspectives of the RN staff.
D
TOP: AONE competency: Knowledge of the Health Care Environment
?
Nursing 7th Edition
ST
UV
TEST BANK
IA
_A
Patricia S. Yoder-Wise
PP
────────────────────────────────────────────────────
Comprehensive Test Bank for Instructors
RO
and Students
VE
© Patricia S. Yoder-Wise.
All rights reserved. Reproduction or distribution without permission is prohibited.
D ?
, Leading and Managing in Nursing – 7th Edition
Patricia S. Yoder-Wise
TABLE OF CONTENTS
Chapter 1. Leading, Managing, and Following
Chapter 2. Clinical Safety: The Core of Leading, Managing, and Following
ST
Chapter 3. Legal and Ethical Issues
Chapter 4. Cultural Diversity and Inclusion in Health Care
Chapter 5. Gaining Personal Insight: The Beginning of Being a Leader
UV
Chapter 6. Being an Effective Follower
Chapter 7. Self-Management: Stress and Time
Chapter 8. Communication and Conflict
Chapter 9. Power, Politics, and Influence
IA
Chapter 10. Healthcare Organizations
Chapter 11. Organizational Structures
Chapter 12. Care Delivery Strategies
_A
Chapter 13. Staffing and Scheduling
Chapter 14. Workforce Engagement through Collective Action and
Governance
Chapter 15. Making Decisions and Solving Problems
PP
Chapter 16. The Impact of Technology
Chapter 17. Delegating: Authority, Accountability, and Responsibility in
Delegation Decisions
Chapter 18. Leading Change
RO
Chapter 19. Building Effective Teams
Chapter 20. Managing Costs and Budgets
Chapter 21. Selecting, Developing, and Evaluating Staff
Chapter 22. Person-Centered Care
VE
Chapter 23. Managing Quality and Risk
Chapter 24. Translating Research into Practice
Chapter 25. Managing Personal/Personnel Problems
Chapter 26. Role Transition
D
Chapter 27. Managing Your Career
Chapter 28. Developing the Role of Leader
?
Chapter 29. Developing the Role of Manager
Chapter 30. The Strategic Planning Process
Chapter 31. Thriving for the Future
, Chapter 01: Leading, Managing, and Following
Yoder-Wise: Leading and Managing in Nursing, 7th Edition
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She
is asked to assess and adapt the unit to better meet the unique needs of the older adult patient.
Using complexity principles, what would be the best approach to take for implementation of
this change?
a. Leverage the hierarchical management position to get unit staff involved in
assessment and planning.
ST
b. Engage involved staff at all levels in the decision-making process.
c. Focus the assessment on the unit and omit the hospital and community
environment.
d. Hire a geriatric specialist to oversee and control the project.
UV
ANS: B
Complexity theory suggests that systems interact and adapt and that decision making occurs
throughout the systems, as opposed to being held in a hierarchy. In complexity theory, every
voice counts, and therefore, all levels of staff would be involved in decision making.
IA
TOP: AONE competency: Communication and Relationship-Building
2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who has
_A
called in sick five times in the past month. He tells the manager that he very much wants to
come to work when scheduled but must often care for his wife, who is undergoing treatment
for breast cancer. According N RSslow
toUMa IN‘sGTneed
B.ChiO
erarchy theory, what would be the best
approach to satisfying the needs of this nurse, other staff, and patients?
a. Line up agency nurses who can be called in to work on short notice.
PP
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nurse
may be calling in frequently in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
RO
days off around his wife‘s treatments.
ANS: D
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs
and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect
patient care and threaten the needs of staff to feel competent. Arranging the schedule around
VE
the wife‘s needs meets the needs of the staff and of patients while satisfying the nurse‘s need
for affiliation.
TOP: AONE competency: Communication and Relationship-Building
D
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first
mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfair, and the
?
unit manager continues to reiterate the reasons for the actions. What would be the best course
of action at this time?
a. Send the two disputants away to reach their own resolution.
b. Involve another staff nurse in the discussion for clarity issues.
, c. Ask each party to examine their own motives and issues in the conflict.
d. Continue to listen as the parties repeat their thoughts and feelings about the
conflict.
ANS: C
For resolution of conflict, one should address the interests and involvement of participants in
the conflict by examining the real issues of all parties.
TOP: AONE competency: Communication and Relationship-Building
4. At a second negotiation session, the unit manager and staff nurse are unable to reach a
resolution. What is the appropriate next step?
a. Arrange another meeting in a week‘s time so as to allow a cooling-off period.
ST
b. Elevate the next negation session to the next manager, one level above.
c. Insist that participants continue to talk until a resolution has been reached.
d. Back the unit manager‘s actions and end the dispute.
UV
ANS: B
Part of leadership is understanding conflict resolution and ability to negotiate and manage for
resolution of issues and concerns. This situation has failed a second negotiation session,
elevation to a manager with additional training to facilitate conflict resolution is important at
this point.
IA
TOP: AONE competency: Communication and Relationship-Building
5. The manager of a surgical area has a vision for the future that requires the addition of RN
_A
assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff
have always practiced in a prN
imaRry nI
ursiG
ng-Bde.
liC
veryMsystem and are very resistant to this idea.
U S N T
What would be the best initial strategy for implementation of this change?
a. Exploring the values and feelings of the RN group in relationship to this change
b. Leaving the RNs alone for a time so they can think about the change before it is
PP
implemented
c. Dropping the idea and trying for the change in a year or so when some of the
present RNs have retired
d. Hiring the assistants and allowing the RNs to see what good additions they are
RO
ANS: A
Influencing others requires emotional intelligence in domains such as empathy, handling
relationships, deepening self-awareness in self and others, motivating others, and managing
emotions. Motivating others recognizes that values are powerful forces that influence
VE
acceptance of change. Leaving the RNs alone for a period of time before implementation does
not provide opportunity to explore different perspectives and values. Avoiding discussion
until the team changes may not promote adoption of the change until there is opportunity to
explore perspectives and values related to the change. Hiring of the assistants demonstrates
lack of empathy for the perspectives of the RN staff.
D
TOP: AONE competency: Knowledge of the Health Care Environment
?
