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WISE’S LEADING AND MANAGING IN CANADIAN NURSING,xx xx xx xx xx xx 3rd EDITION, PATRICIA
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S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
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Table of Contents Pa
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rt I: Core Concepts O
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verview
1. Leading, Managing, and Following
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2. Developing the Role of Leader xx xx xx xx




3. Developing the Role of Manager xx xx xx xx




4. Nursing Leadership and Indigenous Health
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5. Patient Focus xx




Context
6. Ethical Issues xx




7. Legal Issues xx




8. Making Decisions and Solving Problems
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9. Health Care Organizations
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10. Understanding and Designing Organizational Structures xx xx xx xx




11. Cultural Diversity in Health Care xx xx xx xx




12. Power, Politics, and Influence
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Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology
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14. Managing Costs and Budgets xx xx xx




15. Care Delivery Strategies
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16. Staffing and Scheduling (available only on Evolve)
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17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
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,Part III: Changing the Status Quo
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18. Strategic Planning, Goal-Setting, and Marketing
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19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Soci
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al Action
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy xx xx




22. Understanding Quality, Risk, and Safety xx xx xx xx




23. Translating Research into Practice xx xx xx




Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict xx xx xx




25. Managing Personal/Personnel Problems
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26. Workplace Violence and Incivility xx xx xx




27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
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Personal
28. Role Transition
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29. Self-Management: Stress and Time xx xx xx




Future
30. Thriving for the Futurexx xx xx




31. Leading and Managing Your Career
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32. Nursing Students as Leaders
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, Chapter 01: Leading, Managing, and Following
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Waddell/Walton: Yoder- xx


Wise’s Leading and Managing in Canadian Nursing, Second Edition
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MULTIPLE CHOICE xx




1. A nurse manager of a 20-
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bed medical unit finds that 80% of the patients are older adults. She is asked to assess and
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adapt the unit to better meet the unique needs of older adult patients. According to compl
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exity principles, what would be the best approach to take in making this change?
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a. Leverage the hierarchical management position to get unit staff involved i
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n assessment and planning.
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b. Engage involved staff at all levels in the decision-making process.
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c. Focus the assessment on the unit, and omit the hospital and communi
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ty environment. xx


d. Hire a geriatric specialist to oversee and control the project.
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ANS: x x B
Complexity theory suggests that systems interact and adapt and that decision making occur
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s throughout the systems, as opposed to being held in a hierarchy. In complexity theory, e
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verybody‘s opinion counts; therefore, all levels of staff would be involved in decision ma
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king.

DIF: Cognitive Level: Apply xx xx


REF: Page 14 TOP: Nursing Process: Implement
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ation
UNSRNITG B.C MO xx
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2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who has
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called in sick five times in the past month. He tells the manager that he very much wants
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to come to work when scheduled, but must often care for his wife, who is undergoing treat
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ment for breast cancer. In the practice of a strengths-
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based nursing leader, what would be the best approach to satisfying the needs of this nurs
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e, other staff, and patients?
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a. Line up agency nurses who can be called in to work on short notice.
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b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
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c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nur
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se may be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his schedul
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ed days off around his wife‘s treatments.
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ANS: D xx


Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse
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. Unsatisfactory coverage of shifts on short notice could affect patient care and threaten st
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aff members‘ sense of competence. Strengths-
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based nurse leaders honour the uniqueness of individuals, teams, systems, and organizatio
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ns; therefore arranging the schedule around the wife‘s needs would result in a win-
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win situation, also creating a work environment that promotes the health of all the nurses
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and facilitates their development.
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DIF: Cognitive Level: Analyze xx xx


REF: Page 6 TOP: Nursing Process: Implement
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ation