Test Bank for Leading and Managing in Nursing, 8th Edition (Yoder-Wise, 2023) Chapter 1-25 | All Chapters

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,chapter 01: Leading, Managing, and Following
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Yoder-Wise: Leading and Managing in Nursing, 8th Edition +j +j +j +j +j +j +j




MULTIPLE CHOICE +j




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 ad
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apt the unit to better meet the unique needs of the older adult patient. Using complexity princ
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iples, what would be the best approach to take for implementation of this change?
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a. Leverage the hierarchical management position to get unit staff involved in
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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 community
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environment. j


d. Hire a geriatric specialist to oversee and control the project.
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ANS: B + j


Complexity theory suggests that systems interact and adapt and that decision making occurs
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throughout the systems, as opposed to being held in a hierarchy. In complexity theory, ever
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y voice counts, and therefore, all levels of staff would be involved in decision making.
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TOP: AONE competency: Communication and Relationship-Building
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2. A unit manager of a 25-
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bed medical/surgical area receives a phone call from a nurse whohas called in sick five tim
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es in the past month. He tells the manager that he very much wants to come to work when
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scheduled but must often care for his wife, who is undergoing treatment for breast cancer.
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According to Maslow‘s need hierarchy theory, what would be the best approach to satisfyi
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ng the needs of this nurse, 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 nurse +j +j +j +j +j +j +j +j +j +j +j +j +j +


may be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange hisschedule
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d days off around his wife‘s treatments.
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ANS: D + j


Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs
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and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect pati
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ent care and threaten the needs of staff to feel competent. Arranging the schedule around the
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wife‘s needs meets the needs of the staff and of patients while satisfying the nurse‘s need fo
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r affiliation.
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TOP: AONE competency: Communication and Relationship-Building
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3. A grievance brought by a staff nurse against the unit manager requires mediation. At the firs
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t mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfair, and t
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he unit manager continues to reiterate the reasons for the actions. What would be the best cou
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rse of action at this time?
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a. Send the two disputants away to reach their own resolution.
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b. Involve another staff nurse in the discussion for clarity issues.
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, c. Ask each party to examine their own motives and issues in the conflict.
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d. Continue to listen as the parties repeat their thoughts and feelings about the
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j conflict.
ANS: C +j


For resolution of conflict, one should address the interests and involvement of participants in t
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he conflict by examining the real issues of all parties.
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TOP: AONE competency: Communication and Relationship-Building
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4. At a second negotiation session, the unit manager and staff nurse are unable to reach a
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resolution. What is the appropriate next step?
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a. Arrange another meeting in a week‘s time so as to allow a cooling-off period.
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b. Elevate the next negation session to the next manager, one level above.
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c. Insist that participants continue to talk until a resolution has been reached.
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d. Back the unit manager‘s actions and end the dispute.
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ANS: B +j


Part of leadership is understanding conflict resolution and ability to negotiate and manage for
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resolution of issues and concerns. This situation has failed a second negotiation session, elev
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ation to a manager with additional training to facilitate conflict resolution is important at this
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point.
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TOP: AONE competency: Communication and Relationship-Building
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5. The manager of a surgical area has a vision for the future that requires the addition of RN a
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ssistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff h
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ave always practiced in a primary nursing-
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delivery system and are very resistant to this idea. What would be the best initial strategy for
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implementation of this change?
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a. Exploring the values and feelings of the RN group in relationship to this change
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b. Leaving the RNs alone for a time so they can think about the change before it is
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implemented
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c. Dropping the idea and trying for the change in a year or so when some of the
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present RNs have retired
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d. Hiring the assistants and allowing the RNs to see what good additions they are
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ANS: A +j


Influencing others requires emotional intelligence in domains such as empathy, handling rela
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tionships, deepening self- +j +j


awareness in self and others, motivating others, and managing emotions. Motivating others r
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ecognizes that values are powerful forces that influence acceptance of change. Leaving the R
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Ns alone for a period of time before implementation does not provide opportunity to explore
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different perspectives and values. Avoiding discussion until the team changes may not prom
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ote adoption of the change until there is opportunity to explore perspectives and values relat
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ed to the change. Hiring of the assistants demonstrates lack of empathy for the perspectives
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of the RN staff.
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TOP: AONE competency: Knowledge of the Health Care Environment
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