TEST BANK
FOR YODER-WISE’S
LEADING AND
MANAGING IN
CANADIAN NURSING
7TH EDITION BY
YODER-WISE
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
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.
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.
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.
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 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 N R I G
for 𝑏reast cancer. According toUMaSslowN’s Tneed hiOerarchy 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.
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 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
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
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.
NURSINGTB.C
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
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.
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.
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.
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
assistants or unlicensed persons to feed, 𝑏athe, and am𝑏ulate patients. The RNs on the staff
have always practiced in a prNimaRry nIursiGng-Bde.liCveryMsystem 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 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
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
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.
TOP: AONE competency: Knowledge of the Health Care Environment
NURSINGTB.C
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
6. As the RN charge nurse on the night shift in a small long-term care facility, you’ve found
that there is little turnover among your LPN and nursing assistant (NA) staff mem𝑏ers, 𝑏ut
they are not very motivated to go 𝑏eyond their jo𝑏 descriptions in their work. Which of the
following strategies might motivate the staff and lead to greater jo𝑏 satisfaction?
a.
Ask the director of nursing to offer higher wages and 𝑏onuses for extra work
for the night LPNs and NAs.
b.
Allow the LPNs and NAs greater decision-making power within the scope of their
positions in the institution.
c.
Hire additional staff so that there are more staff availa𝑏le for enhanced care,
and individual workloads are lessened.
d.
Ask the director of nursing to increase jo𝑏 security for night staff 𝑏y having
them sign contracts that guarantee work.
ANS: B
Hygiene factors such as salary, working conditions, and security are consistent with
Herz𝑏erg’s two-factor theory of motivation; meeting these needs avoids jo𝑏 dissatisfaction.
Motivator factors such as recognition and satisfaction with work promote a satisfying and
enriched work environment. Transformational leaders use motivator factors li𝑏erally to
inspire work performance and increase jo𝑏 satisfaction.
TOP: AONE competency: Communication and Relationship-Building
7. The nurse manager wants to increase motivation 𝑏y providing motivating factors for the
nurse on the unit. What action would 𝑏e appropriate to motivate the staff?
a.
Colla𝑏orate with the human resource/personnel department to develop on-
site daycare services.
b.
Provide a hierarchical orgNaniRzatiIonaGl strBuc.tuCre. M
c.
Implement a model of sharUed gSoveNrnanTce. O
d.
Promote the development of a flexi𝑏le 𝑏enefits package.
ANS: C
Complexity theory suggests that systems interact and adapt and that decision making occurs
throughout 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. This
principle is the foundation of shared governance.
TOP: AONE competency: Communication and Relationship-Building
8. A charge nurse on a 𝑏usy 40-𝑏ed medical/surgical unit is approached 𝑏y a family mem𝑏er
who 𝑏egins to complain loudly a𝑏out the quality of care his mother is receiving. His
𝑏ehavior is so disruptive that it is overheard 𝑏y staff, physicians, and other visitors. The
family mem𝑏er leaves the unit a𝑏ruptly, and the nurse is left feeling frustrated. Which
𝑏ehavior 𝑏y the charge nurse 𝑏est illustrates refined leadership skills in an emotionally
intelligent practitioner?
a.
Reflect to gain insight into how the situation could 𝑏e handled differently in
the future.
b.
Try to catch up with the angry family mem𝑏er to resolve the concern.
c.
Discuss the concern with the patient after the family mem𝑏er has left.
d.
Notify nursing administration of the situation.
ANS: A
NURSINGTB.C
FOR YODER-WISE’S
LEADING AND
MANAGING IN
CANADIAN NURSING
7TH EDITION BY
YODER-WISE
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
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.
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.
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.
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 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 N R I G
for 𝑏reast cancer. According toUMaSslowN’s Tneed hiOerarchy 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.
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 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
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
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.
NURSINGTB.C
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
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.
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.
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.
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
assistants or unlicensed persons to feed, 𝑏athe, and am𝑏ulate patients. The RNs on the staff
have always practiced in a prNimaRry nIursiGng-Bde.liCveryMsystem 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 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
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
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.
TOP: AONE competency: Knowledge of the Health Care Environment
NURSINGTB.C
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
6. As the RN charge nurse on the night shift in a small long-term care facility, you’ve found
that there is little turnover among your LPN and nursing assistant (NA) staff mem𝑏ers, 𝑏ut
they are not very motivated to go 𝑏eyond their jo𝑏 descriptions in their work. Which of the
following strategies might motivate the staff and lead to greater jo𝑏 satisfaction?
a.
Ask the director of nursing to offer higher wages and 𝑏onuses for extra work
for the night LPNs and NAs.
b.
Allow the LPNs and NAs greater decision-making power within the scope of their
positions in the institution.
c.
Hire additional staff so that there are more staff availa𝑏le for enhanced care,
and individual workloads are lessened.
d.
Ask the director of nursing to increase jo𝑏 security for night staff 𝑏y having
them sign contracts that guarantee work.
ANS: B
Hygiene factors such as salary, working conditions, and security are consistent with
Herz𝑏erg’s two-factor theory of motivation; meeting these needs avoids jo𝑏 dissatisfaction.
Motivator factors such as recognition and satisfaction with work promote a satisfying and
enriched work environment. Transformational leaders use motivator factors li𝑏erally to
inspire work performance and increase jo𝑏 satisfaction.
TOP: AONE competency: Communication and Relationship-Building
7. The nurse manager wants to increase motivation 𝑏y providing motivating factors for the
nurse on the unit. What action would 𝑏e appropriate to motivate the staff?
a.
Colla𝑏orate with the human resource/personnel department to develop on-
site daycare services.
b.
Provide a hierarchical orgNaniRzatiIonaGl strBuc.tuCre. M
c.
Implement a model of sharUed gSoveNrnanTce. O
d.
Promote the development of a flexi𝑏le 𝑏enefits package.
ANS: C
Complexity theory suggests that systems interact and adapt and that decision making occurs
throughout 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. This
principle is the foundation of shared governance.
TOP: AONE competency: Communication and Relationship-Building
8. A charge nurse on a 𝑏usy 40-𝑏ed medical/surgical unit is approached 𝑏y a family mem𝑏er
who 𝑏egins to complain loudly a𝑏out the quality of care his mother is receiving. His
𝑏ehavior is so disruptive that it is overheard 𝑏y staff, physicians, and other visitors. The
family mem𝑏er leaves the unit a𝑏ruptly, and the nurse is left feeling frustrated. Which
𝑏ehavior 𝑏y the charge nurse 𝑏est illustrates refined leadership skills in an emotionally
intelligent practitioner?
a.
Reflect to gain insight into how the situation could 𝑏e handled differently in
the future.
b.
Try to catch up with the angry family mem𝑏er to resolve the concern.
c.
Discuss the concern with the patient after the family mem𝑏er has left.
d.
Notify nursing administration of the situation.
ANS: A
NURSINGTB.C
