Test Bank For Yoder-Wise’s Leading And Managing In
Canadian Nursing, 2nd Edition,
Patricia S. Yoder-Wise, Chapters 1 - 32
, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION,
PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677
Table of Contents Part
I: Core Concepts
Overview
1. Leading, Managing, and Following
2. Developing the Role of Leader
3. Developing the Role of Manager
4. Nursing Leadership and Indigenous Health
5. Patient Focus
Context
6. Ethical Issues
7. Legal Issues
8. Making Decisions and Solving Problems
9. Health Care Organizations
10. Understanding and Designing Organizational Structures
11. Cultural Diversity in Health Care
12. Power, Politics, and Influence
Part II: Managing Resources
13. Caring, Communicating, and Managing with Technology
14. Managing Costs and Budgets
15. Care Delivery Strategies
16. Staffing and Scheduling (available only on Evolve)
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
,Part III: Changing the Status Quo
18. Strategic Planning, Goal-Setting, and Marketing
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social
Action
20. Building Teams Through Communication and Partnerships
21. Collective Nursing Advocacy
22. Understanding Quality, Risk, and Safety
23. Translating Research into Practice
Part IV: Interpersonal and Personal Skills
Interpersonal
24. Understanding and Resolving Conflict
25. Managing Personal/Personnel Problems
26. Workplace Violence and Incivility
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
Personal
28. Role Transition
29. Self-Management: Stress and Time
Future
30. Thriving for the Future
31. Leading and Managing Your Career
32. Nursing Students as Leaders
,Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
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 older adult
patients. According to complexity principles, what would be the best approach to take in
making 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.
ANSWER: 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,
everybody’s opinion counts; therefore, all levels of staff would be involved in decision
making.
DIF: Cognitive Level: Apply REF: Page 14
TOP: Nursing Process: Implementation
U S N T area . O receives a phone call from a nurse who has
2. A unit manager of a 25-bed medical/surgical
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. In the practice of a strengths-based nursing leader, 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.
ANSWER: D
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse.
Unsatisfactory coverage of shifts on short notice could affect patient care and threaten staff
members’ sense of competence. Strengths-based nurse leaders honour the uniqueness of
individuals, teams, systems, and organizations; therefore arranging the schedule around the
wife’s needs would result in a win-win situation, also creating a work environment that
promotes the health of all the nurses and facilitates their development.
DIF: Cognitive Level: Analyze REF: Page 6
TOP: Nursing Process: Implementation
,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 so as to clarify issues.
c. Ask each party to examine her own motives and issues in the conflict.
d. Continue to listen as the parties repeat their thoughts and feelings about
the conflict.
ANSWER: C
Nurses and leaders must assess each situation as unique, determining appropriate actions
accordingly. Leaders must adapt their styles to complement specific issues being faced, such
as conflict. Examining motives and issues for the conflict in perceptions promotes equal
representation of each point of view.
DIF: Cognitive Level: Apply REF: Pages 11–13
TOP: Nursing Process: Implementation
4. Shortly after being informed of fetal death, a labouring woman asks why she is not able to
hear her baby’s heartbeat on the monitor anymore. Although the monitor volume had been
turned off so that the patient would be able to sleep between contractions, the nurse
responded that there was no heartbeat to hear because the baby had died in utero; then the
nurse asked whether the patient would like to talk about how she was feeling. This response
demonstrates:
a. Lack of empathy.
b. Ethical leadership.
c. Complexity science. .
d. A coercive relationship.
ANSWER: B
Ethical leadership is based on a willingness to identify and act on complex problems in an
ethical manner. Leadership can be misused when coercive relationships form, and information
and true goals are withheld.
DIF: Cognitive Level: Analyze REF: Page 7
TOP: Nursing Process: Implementation
5. The manager of a surgical area envisions a future that requires the addition of registered
nurse (RN) assistants or unlicensed persons to feed, bathe, and walk patients. The RNs on the
staff have always practiced in a primary nursing-delivery system and are very resistant to this
idea. The best initial strategy in this situation would include:
a. Exploring the values of the RNs in relation to this change.
b. Leaving the RNs alone for a time so they can think about the change before they
are approached again.
c. Dropping the idea and trying for the change in another year or so.
d. Hiring the assistants and allowing the RNs to see what good additions they are.
ANSWER: A
, Leadershipt1involvest1engagedt1decisiont1makingt1aroundt1at1visiont1thatt1ist1basedt1ont1evidencet1a
nd1ttacitt1knowledge.t1Influencingt1otherst1requirest1emotionalt1intelligencet1int1domainst1sucht1ast1em
pathyt1andt1handlingt1relationships.
DIF: Cognitivet1Level:t1Apply
REF:t1Paget151tTOP:t 1 Nursingt1Process:t1Implementati
on
6. Ast1thet1charget1nurset1ont1thet1nightt1shiftt1int1at1smallt1long-
termt1caret1facility,t1yout1havet1foundt1thatt1theret1ist1littlet1turnovert1amongt1yourt1licensedt1practicalt1
nurset1andt1nursingt1assistantt1(NA)t1stafft1members,t1butt1theyt1aret1nott1veryt1motivatedt1tot1workt1be
yondt1theirt1jobt1descriptions.t1Whicht1oft1the1tfollowingt1strategiest1mightt1motivatet1thet1stafft1andt1le
adt1tot1greatert1jobt1satisfaction?
a. Askt1thet1directort1oft1nursingt1tot1offert1highert1wagest1 andt1bonusest1fort1extrat1workt1f
or1tthet1nightt1licensedt1practicalt1nursest1andt1NAs.
b. Allowt1thet1licensedt1practicalt1nursest1andt1NAst1greatert1decision-
makingt1powert1within1tthet1scopet1oft1theirt1positionst1int1thet1institution.
c. Helpt1thet1licensedt1practicalt1nursest1andt1NAst1witht1theirt1work,t1whenevert1possible.
d. Askt1thet1directort1oft1nursingt1tot1increaset1jobt1securityt1fort1nightt1stafft1byt1havingt1the
m1tsignt1contractst1thatt1guaranteet1work.
ANSWER:t 1 B
At1nurset1leadert1shouldt1providet1ant1environmentt1conducivet1tot1opiniont1sharingt1thatt1involvest1staff1t
int1decisiont1makingt1att1allt1levels.t1Thist1approacht1ist1shownt1tot1increaset1jobt1satisfaction.t1Decisiont1
makingt1andt1thet1correspondingt1actionst1takent1aret1coret1taskst1performedt1int1engagementt1witht1c
oworkers.
DIF: Cognitivet1Level:t1Apply
Nentation
REF:t1Paget171tTOP:t1t1t1Nursingt1Process:t1Implem R
I
7.
8. Ast1thet1nurset1manager,t1yout1wantt1tot1increaset1motivationt1byt1providingt1motivatingt1factors
.1W
t hicht1actiont1wouldt1yout1select?
a. Collaboratet1witht1thet1humant1resources/personnelt1departmentt1tot1developt1on-
site1tdaycaret1services.
b. Providet1at1hierarchicalt1organizationalt1structure.
c. Implementt1at1modelt1oft1sharedt1governance.
d. Promotet1thet1developmentt1oft1at1flexiblet1benefitst1package.
ANSWER:t 1 C
Complexityt1theoryt1suggestst1thatt1systemst1interactt1andt1adaptt1andt1thatt1decisiont1makingt1occu
rs1tthroughoutt1systems,t1ast1opposedt1tot1beingt1madet1unilaterallyt1byt1differentt1levelst1oft1thet1org
anizationalt1hierarchy.t1Int1complexityt1theory,t1everyt1person’st1opiniont1counts,t1andt1therefore1tallt1
levelst1oft1stafft1wouldt1bet1involvedt1int1decisiont1making.t1Thist1principlet1underliest1sharedt1govern
ance.t1Sharedt1governancet1ist1ant1examplet1oft1nurset1decisiont1makingt1int1whicht1nursest1att1differ
entt1organizationalt1levelst1engaget1int1shapingt1policyt1andt1practices.
DIF: Cognitivet1Level:t1Apply
REF:t1Paget151tTOP:t 1 Nursingt1Process:t1Implementati
on
, 9. At1charget1nurset1ont1at1busyt140-
bedt1medical/surgicalt1unitt1ist1approachedt1byt1at1patient’st1son,t1who1b t eginst1tot1complaint1loudlyt1
aboutt1thet1qualityt1oft1caret1hist1mothert1ist1receiving.t1Hist1behaviourt1ist1sot1disruptivet1thatt1itt1ist1ov
erheardt1byt1staff,t1physicians,t1andt1othert1visitors.t1Thet1familyt1membert1rejectst1anyt1attemptt1tot1i
ntervenet1therapeuticallyt1tot1resolvet1thet1issue.t1Het1leavest1thet1unitt1abruptly,t1andt1thet1nurset1ist1l
eftt1feelingt1frustrated.t1Whicht1behaviourt1byt1thet1charget1nurset1bestt1illustratest1refinedt1leaders
hipt1skillst1int1ant1emotionallyt1intelligentt1practitioner?
a. Reflectiont1tot1obtaint1insightt1intot1howt1thet1situationt1couldt1bet1handledt1differentlyt1in1t
thet1future
b. Tryingt1tot1catcht1upt1witht1thet1angryt1familyt1membert1tot1resolvet1thet1concern
c. Discussingt1thet1concernt1witht1thet1patientt1aftert1thet1familyt1membert1hast1left
d. Notifyingt1nursingt1administrationt1oft1thet1situation
ANSWER:t 1 A
Emotionalt1intelligencet1ist1closelyt1alignedt1witht1individuals’t1capacityt1tot1knowt1themselvest1and1ot
thers.t1Reflectingt1tot1obtaint1insightt1andt1beingt1ablet1tot1“step”t1outsidet1thet1situationt1tot1envision1tt
het1contextt1oft1whatt1ist1happeningt1ist1ant1examplet1oft1thet1actionst1oft1ant1emotionallyt1intelligentt
1practitioner.
DIF: Cognitivet1Level:t1Apply
REF:t1Paget181tTOP:t 1 Nursingt1Process:t1Implementati
on
10. Thet1chieft1nursingt1officert1hast1askedt1thet1stafft1developmentt1coordinatort1tot1facilitatet1thet1devel
opmentt1oft1at1clinicalt1competencyt1programt1fort1thet1facility.t1Whilet1makingt1roundst1ont1thet1units,t1
thet1stafft1developmentt1coordinatort1overhearst1RNt1stafft1complainingt1thatt1theyt1believet1itt1is1it nsult
ingt1tot1bet1requiredt1tot1participatet1int1at1competencyt1program.t1Whicht1behaviourt1byt1thet1staff1td
evelopmentt1coordinatort1ist1mostt1appropriatet1int1thist1situation?
a. Disregardt1stafft1concernst1N andR
SItinuNG
U con
b. Informt1thet1nursest1thatt1thist1program
et1wB
Tith.dCeveMlopmentt1oft1thet1program.
t1ist1at1requirementt1fort1accreditationt1byt1thet1Joint
Commissiont1ont1Accreditationt1oft1Healthcaret1Organizationst1(JCAHO).
c. Schedulet1at1meetingt1witht1thet1chieft1nurset1executivet1tot1appriset1hert1oft1thet1situation.
d. Facilitatet1at1meetingt1sot1nursest1cant1articulatet1theirt1valuest1andt1concernst1aboutt
1a1
tcompetencyt1program.
ANSWER:t 1 D
Thet1managert1rolet1involvest1guidingt1othert1peoplet1throught1at1sett1oft1derivedt1practicest1thatt1ar
et1evidence-informedt1andt1knownt1tot1satisfyt1pre-
establishedt1outcomest1sucht1ast1participationt1int1at1competencyt1program.t1Thist1involvest1engage
mentt1oft1stafft1throught1sharingt1oft1concernst1andt1ideas.t1Thist1typet1oft1leadert1cant1instillt1hopet1an
dt1trustt1int1followers,t1whicht1influencet1theirt1behaviourst1andt1attitudest1(sucht1ast1engagementt1andt1
satisfaction)t1andt1causet1workt1environments1ttot1becomet1moret1positive.
DIF: Cognitivet1Level:t1Apply REF:t1Pagest111–
131tTOP:t 1 Nursingt1Process:t1Implementation
11. Whicht1categoryt1ist1uniquet1tot1leadershipt1butt1ist1nott1partt1oft1management?
a. Initiatingt1change
b. Personalt1qualities
c. Developingt1people
d. Informationt1management
, ANSWER:t 1 C
Developingt1people—coaching,t1mentoring,t1successiont1planning—
ist1at1categoryt1oft1solelyt1leadership,t1nott1management.t1Initiatingt1changet1andt1personalt1qualit
iest1aret1categoriest1oft1both1tmanagementt1andt1leadership.t1Informationt1managementt1ist1at1cate
goryt1oft1managementt1only.
DIF: Cognitivet1Level:t1Understand
REF:t1Paget1171tTOP:t 1 Nursingt1Process:t1Assessment
12. Yout1overheart1at1newlyt1graduatedt1RNt1tellingt1onet1oft1yourt1colleaguest1thatt1leadershipt1andt1m
anagementt1belongt1tot1thet1unitt1managert1andt1nott1tot1her.t1Becauset1yout1aret1at1nursingt1colleagu
e,1tyourt1responset1demonstratest1understandingt1thatt1thet1perceptiont1oft1thet1newt1graduate:
a. Ist1accuratelyt1reflectedt1int1thet1newt1graduate’st1statement.
b. Wouldt1benefitt1fromt1furthert1understandingt1oft1hert1rolet1ast1at1professionalt1int1relati
on1ttot1decision-making.
c. Hast1beent1influencedt1byt1nurset1leaderst1andt1managerst1whot1leavet1fort1othert1positions.
d. Ist1relatedt1tot1thet1generalt1perceptiont1thatt1nurset1leaderst1andt1managerst1are
t1not1tsatisfiedt1int1theirt1jobs.
ANSWER:t 1 B
Decisiont1makingt1andt1thet1correspondingt1actionst1takent1aret1thet1coret1workt1performedt1int1eng
agementt1witht1co-
workers.t1Thist1coret1workt1requirest1thatt1nursest1bet1leaders,t1managers,t1and1tfollowerst1att1thet1poi
nt-of-care,t1unit,t1institutional,t1andt1event1societalt1levels.
DIF: Cognitivet1Level:t1Understand REF:t1t1t1 Paget17 TOP:t 1 Nursingt1Process:t1Evaluation
13. Yout1walkt1intot1at1patient’st1roomt1andt1findt1himt1yellingt1att1thet1licensedt1practicalt1nurse.t1Thet1
patientt1ist1obviouslyt1veryt1upset,t1andt1aftert1yout1speakt1witht1himt1regardingt1hist1behaviour,t1y
ou N R I G B.C
determinet1thatt1het1hast1nott1sleptU fort1S
threN
et1niT
ghtst1beO
causet1oft1unrelievedt1paint1levels.t1Thet1licensed
practicalt1nurset1ist1veryt1upsett1witht1himt1andt1callst1himt1ant1“ugly,t1oldt1man.”t1Yout1acknowledget1he
r1tfeelingst1andt1concernst1andt1thent1suggestt1thatt1thet1patient’st1behaviourt1wast1aggressivet1butt1ist1r
elatedt1tot1lackt1oft1sleept1andt1tot1pain.t1Yout1ask,t1“Cant1botht1yout1andt1thet1patientt1togethert1determ
ine1ttriggerst1fort1thet1paint1andt1effectivet1approachest1tot1controllingt1hist1pain?”t1Thist1approacht1de
monstrates:
a. Lackt1oft1empathyt1andt1understandingt1fort1thet1licensedt1practicalt1nurse.
b. Concernt1witht1placatingt1thet1patient.
c. Leadershipt1behaviour.
d. Managementt1behaviour.
ANSWER:t 1 C
Thet1situationt1betweent1thet1patientt1andt1thet1licensedt1practicalt1nurset1ist1complex,t1involvingt1unreli
evedt1symptomst1andt1aggressivenesst1towardt1at1stafft1member.t1Healtht1caret1ist1nowt1delivered1it nt1
at1collaborative,t1andt1mostt1often,t1ant1interdisciplinaryt1manner,t1wherebyt1selectt1leadership/man
agementt1rolest1(e.g.,t1first-
linet1nurset1leaders)t1servet1ast1conduitst1fort1informationt1andt1caret1coordination.t1Providingt1engag
ed,t1collaborativet1guidancet1andt1decisiont1makingt1int1at1complext1situationt1fort1whicht1theret1ist1not1
standardizedt1solutiont1reflectst1leadership.
DIF: Cognitivet1Level:t1Apply
REF:t1Paget171tTOP:t 1 Nursingt1Process:t1Implementati
on
14. Whicht1categoryt1ist1uniquet1tot1managementt1butt1ist1nott1partt1oft1leadership?
, a. Initiatingt1change
b. Personalt1qualities
c. Developingt1people
d. Informationt1management
ANSWER:t 1 D
Informationt1managementt1ist1at1categoryt1oft1managementt1only.t1Developingt1peoplet1ist1at1categor
y1toft1solelyt1leadership,t1nott1management.t1Initiatingt1changet1andt1personalt1qualitiest1aret1categori
est1oft1botht1managementt1andt1leadership.
DIF: Cognitivet1Level:t1Understand
REF:t1Paget1151tTOP:t 1 Nursingt1Process:t1Assessment
15. Chartt1auditst1havet1revealedt1significantt1omissionst1oft1datat1thatt1couldt1havet1legalt1andt1funding
guidelines.t1Ast1thet1unitt1manager,t1yout1meett1witht1thet1stafft1tot1discusst1auditt1findingst1andt1tot1fi
t1
nd1a
t pproachest1thatt1willt1addresst1thet1gapst1int1chartingt1andt1achievet1desiredt1goals.t1Thist1ist1ant1
examplet1of:
a. Leadership.
b. Management.
c. Decisiont1making.
d. Vision.
ANSWER:t 1 B
Thet1processt1oft1guidingt1othert1peoplet1tot1meett1establishedt1goals,t1outcomes,t1andt1procedurest1
ist1management.t1Thist1cant1requiret1collaborativet1decisiont1makingt1tot1determinet1howt1bestt1tot1re
ach1tpredeterminedt1goalst1andt1followt1establishedt1practices.
N R I G B.C M
DIF: Cognitivet1Level:t1Apply1t U S N RT EF: PaO
ge st16–
7t1TOP:t 1 Nursingt1Process:t1Implementation
16. At1familyt1ist1keepingt1vigilt1att1at1criticallyt1illt1patient’st1bedside.t1Othert1distantt1familyt1members,t1no
t1yt ett1ablet1tot1come,t1callt1thet1unitt1continuously,t1askingt1fort1updatest1andt1wantingt1tot1expresst1conc
ern.t1Yout1speakt1witht1thet1distantt1familyt1memberst1andt1suggestt1thatt1yout1aret1goingt1tot1refert1the
mt1tot1thet1hospitalt1socialt1worker,t1whoset1rolet1ist1tot1workt1witht1sucht1situations.t1Whatt1rolet1aret1you
t1assumingt1throught1thist1action?
a. Manager
b. Leader
c. Follower
d. Laissezt1faire
ANSWER:t 1 A
Managementt1ist1thet1processt1oft1gettingt1thet1jobt1donet1andt1ensuringt1thatt1peoplet1havet1thet1nece
ssaryt1resourcest1tot1gett1thet1jobt1done.t1Referralt1tot1at1socialt1workert1alleviatest1demandt1ont1nurse1tst
afft1timet1andt1ist1consistentt1witht1hospitalt1procedures.
DIF: Cognitivet1Level:t1Apply
REF:t1Paget161tTOP:t 1 Nursingt1Process:t1Implementati
on
17. Aftert1at1meetingt1witht1memberst1oft1thet1familyt1oft1at1dyingt1patient,t1thet1nursingt1managert1discuss
es1w
t itht1yout1thet1family’st1desiredt1approacht1tot1care,t1andt1yout1supportt1thet1manager’st1decision.t1
Your1tactionst1indicatet1thatt1yout1aret1actingt1int1whatt1role?
, a. Leadership
b. Management
c. Followership
d. Evidence-informed
ANSWER:t 1 C
Followershipt1ist1engagingt1witht1othert1peoplet1whot1aret1leadingt1ort1managingt1byt1contributingt1
to1tthet1workt1thatt1needst1tot1bet1done.t1Byt1acceptingt1andt1implementingt1thet1desiredt1approacht1to
t1care1 tdirectiont1givent1byt1thet1managert1int1responset1tot1yourt1concerns,t1yout1aret1demonstratingt1
followership.
DIF: Cognitivet1Level:t1Analyze
REF:t1Paget171tTOP:t 1 Nursingt1Process:t1Implementati
on
18. Yout1pullt1stafft1togethert1tot1assesst1at1situationt1int1whicht1thet1familyt1oft1at1seriouslyt1illt1patientt1ist1an
xioust1andt1ist1absorbingt1at1greatt1dealt1oft1stafft1timet1int1consultation,t1discussion,t1andt1questioning1ot
ft1treatmentt1decisions.t1Stafft1memberst1aret1beginningt1tot1distancet1themselvest1fromt1thet1family.t1A
ftert1invitingt1thet1concernst1oft1staff,t1yout1explaint1thatt1thet1organizationt1valuest1patient-
centredt1caret1andt1suggestt1thatt1evidencet1indicatest1thatt1actingt1ast1ant1advocatet1andt1at1listenert1i
st1helpfult1tot1families.t1Yout1askt1thet1stafft1fort1ideast1ast1tot1strategiest1thatt1aret1effectivelyt1patient-
centredt1int1these1tsituations.t1Int1thist1situation,t1yout1aret1takingt1ont1whicht1role?
a. Leadership
b. Management
c. Follower
d. Visionary
ANSWER:t 1 A .U S N T O
Leadershipt1ist1thet1processt1oft1engagingt1andt1influencingt1others.t1Strongt1leaderst1aret1associated
witht1wordst1sucht1ast1visionary,t1energetic,t1inspirational,t1andt1innovative;t1theyt1got1beyondt1thet1s
tatust1quot1tot1maket1at1differencet1fort1others.t1Ast1at1leader,t1yout1engaget1othert1peoplet1int1deci
sion1tmakingt1thatt1movest1themt1towardt1at1goalt1witht1at1reasonablet1levelt1oft1riskt1taking.
DIF: Cognitivet1Level:t1Apply
REF:t1Paget171tTOP:t 1 Nursingt1Process:t1Implementati
on
19. Marie-
Claire,t1thet1nursingt1unitt1manager,t1findst1itt1difficultt1tot1workt1witht1Thomas,t1at1newt1graduate.t1Tho
mast1hast1manyt1ideast1andt1hist1mannert1oft1presentingt1themt1irkst1Marie-
Claire.t1Aftert1reflectiont1andt1discussiont1witht1others,t1Marie-
Clairet1recognizest1thatt1shet1alsot1feelst1threatenedt1by1thist1behaviour.t1Shet1comest1tot1understandt1th
att1Thomast1ist1tryingt1tot1establisht1hist1ownt1rolet1ont1thet1unit,t1ist1nott1tryingt1tot1challenget1her,t1andt1ne
edst1guidance,t1coaching,t1andt1affirmation.
Marie-Clairet1ist1demonstrating
a. At1positivet1self-concept.
b. Deepeningt1self-awareness.
c. Leadership.
d. Acquiescence.
ANSWER:t 1 B
Individualst1demonstratet1emotionalt1intelligencet1byt1raisingt1theirt1self-
awarenesst1andt1bettert1regulatingt1theirt1emotions.t1Beingt1empathetict1andt1showingt1sensitivit
yt1tot1thet1experiencest1of1totherst1helpt1nurset1leaderst1developt1theirt1emotionalt1intelligence.
Canadian Nursing, 2nd Edition,
Patricia S. Yoder-Wise, Chapters 1 - 32
, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION,
PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677
Table of Contents Part
I: Core Concepts
Overview
1. Leading, Managing, and Following
2. Developing the Role of Leader
3. Developing the Role of Manager
4. Nursing Leadership and Indigenous Health
5. Patient Focus
Context
6. Ethical Issues
7. Legal Issues
8. Making Decisions and Solving Problems
9. Health Care Organizations
10. Understanding and Designing Organizational Structures
11. Cultural Diversity in Health Care
12. Power, Politics, and Influence
Part II: Managing Resources
13. Caring, Communicating, and Managing with Technology
14. Managing Costs and Budgets
15. Care Delivery Strategies
16. Staffing and Scheduling (available only on Evolve)
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
,Part III: Changing the Status Quo
18. Strategic Planning, Goal-Setting, and Marketing
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social
Action
20. Building Teams Through Communication and Partnerships
21. Collective Nursing Advocacy
22. Understanding Quality, Risk, and Safety
23. Translating Research into Practice
Part IV: Interpersonal and Personal Skills
Interpersonal
24. Understanding and Resolving Conflict
25. Managing Personal/Personnel Problems
26. Workplace Violence and Incivility
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
Personal
28. Role Transition
29. Self-Management: Stress and Time
Future
30. Thriving for the Future
31. Leading and Managing Your Career
32. Nursing Students as Leaders
,Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
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 older adult
patients. According to complexity principles, what would be the best approach to take in
making 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.
ANSWER: 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,
everybody’s opinion counts; therefore, all levels of staff would be involved in decision
making.
DIF: Cognitive Level: Apply REF: Page 14
TOP: Nursing Process: Implementation
U S N T area . O receives a phone call from a nurse who has
2. A unit manager of a 25-bed medical/surgical
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. In the practice of a strengths-based nursing leader, 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.
ANSWER: D
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse.
Unsatisfactory coverage of shifts on short notice could affect patient care and threaten staff
members’ sense of competence. Strengths-based nurse leaders honour the uniqueness of
individuals, teams, systems, and organizations; therefore arranging the schedule around the
wife’s needs would result in a win-win situation, also creating a work environment that
promotes the health of all the nurses and facilitates their development.
DIF: Cognitive Level: Analyze REF: Page 6
TOP: Nursing Process: Implementation
,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 so as to clarify issues.
c. Ask each party to examine her own motives and issues in the conflict.
d. Continue to listen as the parties repeat their thoughts and feelings about
the conflict.
ANSWER: C
Nurses and leaders must assess each situation as unique, determining appropriate actions
accordingly. Leaders must adapt their styles to complement specific issues being faced, such
as conflict. Examining motives and issues for the conflict in perceptions promotes equal
representation of each point of view.
DIF: Cognitive Level: Apply REF: Pages 11–13
TOP: Nursing Process: Implementation
4. Shortly after being informed of fetal death, a labouring woman asks why she is not able to
hear her baby’s heartbeat on the monitor anymore. Although the monitor volume had been
turned off so that the patient would be able to sleep between contractions, the nurse
responded that there was no heartbeat to hear because the baby had died in utero; then the
nurse asked whether the patient would like to talk about how she was feeling. This response
demonstrates:
a. Lack of empathy.
b. Ethical leadership.
c. Complexity science. .
d. A coercive relationship.
ANSWER: B
Ethical leadership is based on a willingness to identify and act on complex problems in an
ethical manner. Leadership can be misused when coercive relationships form, and information
and true goals are withheld.
DIF: Cognitive Level: Analyze REF: Page 7
TOP: Nursing Process: Implementation
5. The manager of a surgical area envisions a future that requires the addition of registered
nurse (RN) assistants or unlicensed persons to feed, bathe, and walk patients. The RNs on the
staff have always practiced in a primary nursing-delivery system and are very resistant to this
idea. The best initial strategy in this situation would include:
a. Exploring the values of the RNs in relation to this change.
b. Leaving the RNs alone for a time so they can think about the change before they
are approached again.
c. Dropping the idea and trying for the change in another year or so.
d. Hiring the assistants and allowing the RNs to see what good additions they are.
ANSWER: A
, Leadershipt1involvest1engagedt1decisiont1makingt1aroundt1at1visiont1thatt1ist1basedt1ont1evidencet1a
nd1ttacitt1knowledge.t1Influencingt1otherst1requirest1emotionalt1intelligencet1int1domainst1sucht1ast1em
pathyt1andt1handlingt1relationships.
DIF: Cognitivet1Level:t1Apply
REF:t1Paget151tTOP:t 1 Nursingt1Process:t1Implementati
on
6. Ast1thet1charget1nurset1ont1thet1nightt1shiftt1int1at1smallt1long-
termt1caret1facility,t1yout1havet1foundt1thatt1theret1ist1littlet1turnovert1amongt1yourt1licensedt1practicalt1
nurset1andt1nursingt1assistantt1(NA)t1stafft1members,t1butt1theyt1aret1nott1veryt1motivatedt1tot1workt1be
yondt1theirt1jobt1descriptions.t1Whicht1oft1the1tfollowingt1strategiest1mightt1motivatet1thet1stafft1andt1le
adt1tot1greatert1jobt1satisfaction?
a. Askt1thet1directort1oft1nursingt1tot1offert1highert1wagest1 andt1bonusest1fort1extrat1workt1f
or1tthet1nightt1licensedt1practicalt1nursest1andt1NAs.
b. Allowt1thet1licensedt1practicalt1nursest1andt1NAst1greatert1decision-
makingt1powert1within1tthet1scopet1oft1theirt1positionst1int1thet1institution.
c. Helpt1thet1licensedt1practicalt1nursest1andt1NAst1witht1theirt1work,t1whenevert1possible.
d. Askt1thet1directort1oft1nursingt1tot1increaset1jobt1securityt1fort1nightt1stafft1byt1havingt1the
m1tsignt1contractst1thatt1guaranteet1work.
ANSWER:t 1 B
At1nurset1leadert1shouldt1providet1ant1environmentt1conducivet1tot1opiniont1sharingt1thatt1involvest1staff1t
int1decisiont1makingt1att1allt1levels.t1Thist1approacht1ist1shownt1tot1increaset1jobt1satisfaction.t1Decisiont1
makingt1andt1thet1correspondingt1actionst1takent1aret1coret1taskst1performedt1int1engagementt1witht1c
oworkers.
DIF: Cognitivet1Level:t1Apply
Nentation
REF:t1Paget171tTOP:t1t1t1Nursingt1Process:t1Implem R
I
7.
8. Ast1thet1nurset1manager,t1yout1wantt1tot1increaset1motivationt1byt1providingt1motivatingt1factors
.1W
t hicht1actiont1wouldt1yout1select?
a. Collaboratet1witht1thet1humant1resources/personnelt1departmentt1tot1developt1on-
site1tdaycaret1services.
b. Providet1at1hierarchicalt1organizationalt1structure.
c. Implementt1at1modelt1oft1sharedt1governance.
d. Promotet1thet1developmentt1oft1at1flexiblet1benefitst1package.
ANSWER:t 1 C
Complexityt1theoryt1suggestst1thatt1systemst1interactt1andt1adaptt1andt1thatt1decisiont1makingt1occu
rs1tthroughoutt1systems,t1ast1opposedt1tot1beingt1madet1unilaterallyt1byt1differentt1levelst1oft1thet1org
anizationalt1hierarchy.t1Int1complexityt1theory,t1everyt1person’st1opiniont1counts,t1andt1therefore1tallt1
levelst1oft1stafft1wouldt1bet1involvedt1int1decisiont1making.t1Thist1principlet1underliest1sharedt1govern
ance.t1Sharedt1governancet1ist1ant1examplet1oft1nurset1decisiont1makingt1int1whicht1nursest1att1differ
entt1organizationalt1levelst1engaget1int1shapingt1policyt1andt1practices.
DIF: Cognitivet1Level:t1Apply
REF:t1Paget151tTOP:t 1 Nursingt1Process:t1Implementati
on
, 9. At1charget1nurset1ont1at1busyt140-
bedt1medical/surgicalt1unitt1ist1approachedt1byt1at1patient’st1son,t1who1b t eginst1tot1complaint1loudlyt1
aboutt1thet1qualityt1oft1caret1hist1mothert1ist1receiving.t1Hist1behaviourt1ist1sot1disruptivet1thatt1itt1ist1ov
erheardt1byt1staff,t1physicians,t1andt1othert1visitors.t1Thet1familyt1membert1rejectst1anyt1attemptt1tot1i
ntervenet1therapeuticallyt1tot1resolvet1thet1issue.t1Het1leavest1thet1unitt1abruptly,t1andt1thet1nurset1ist1l
eftt1feelingt1frustrated.t1Whicht1behaviourt1byt1thet1charget1nurset1bestt1illustratest1refinedt1leaders
hipt1skillst1int1ant1emotionallyt1intelligentt1practitioner?
a. Reflectiont1tot1obtaint1insightt1intot1howt1thet1situationt1couldt1bet1handledt1differentlyt1in1t
thet1future
b. Tryingt1tot1catcht1upt1witht1thet1angryt1familyt1membert1tot1resolvet1thet1concern
c. Discussingt1thet1concernt1witht1thet1patientt1aftert1thet1familyt1membert1hast1left
d. Notifyingt1nursingt1administrationt1oft1thet1situation
ANSWER:t 1 A
Emotionalt1intelligencet1ist1closelyt1alignedt1witht1individuals’t1capacityt1tot1knowt1themselvest1and1ot
thers.t1Reflectingt1tot1obtaint1insightt1andt1beingt1ablet1tot1“step”t1outsidet1thet1situationt1tot1envision1tt
het1contextt1oft1whatt1ist1happeningt1ist1ant1examplet1oft1thet1actionst1oft1ant1emotionallyt1intelligentt
1practitioner.
DIF: Cognitivet1Level:t1Apply
REF:t1Paget181tTOP:t 1 Nursingt1Process:t1Implementati
on
10. Thet1chieft1nursingt1officert1hast1askedt1thet1stafft1developmentt1coordinatort1tot1facilitatet1thet1devel
opmentt1oft1at1clinicalt1competencyt1programt1fort1thet1facility.t1Whilet1makingt1roundst1ont1thet1units,t1
thet1stafft1developmentt1coordinatort1overhearst1RNt1stafft1complainingt1thatt1theyt1believet1itt1is1it nsult
ingt1tot1bet1requiredt1tot1participatet1int1at1competencyt1program.t1Whicht1behaviourt1byt1thet1staff1td
evelopmentt1coordinatort1ist1mostt1appropriatet1int1thist1situation?
a. Disregardt1stafft1concernst1N andR
SItinuNG
U con
b. Informt1thet1nursest1thatt1thist1program
et1wB
Tith.dCeveMlopmentt1oft1thet1program.
t1ist1at1requirementt1fort1accreditationt1byt1thet1Joint
Commissiont1ont1Accreditationt1oft1Healthcaret1Organizationst1(JCAHO).
c. Schedulet1at1meetingt1witht1thet1chieft1nurset1executivet1tot1appriset1hert1oft1thet1situation.
d. Facilitatet1at1meetingt1sot1nursest1cant1articulatet1theirt1valuest1andt1concernst1aboutt
1a1
tcompetencyt1program.
ANSWER:t 1 D
Thet1managert1rolet1involvest1guidingt1othert1peoplet1throught1at1sett1oft1derivedt1practicest1thatt1ar
et1evidence-informedt1andt1knownt1tot1satisfyt1pre-
establishedt1outcomest1sucht1ast1participationt1int1at1competencyt1program.t1Thist1involvest1engage
mentt1oft1stafft1throught1sharingt1oft1concernst1andt1ideas.t1Thist1typet1oft1leadert1cant1instillt1hopet1an
dt1trustt1int1followers,t1whicht1influencet1theirt1behaviourst1andt1attitudest1(sucht1ast1engagementt1andt1
satisfaction)t1andt1causet1workt1environments1ttot1becomet1moret1positive.
DIF: Cognitivet1Level:t1Apply REF:t1Pagest111–
131tTOP:t 1 Nursingt1Process:t1Implementation
11. Whicht1categoryt1ist1uniquet1tot1leadershipt1butt1ist1nott1partt1oft1management?
a. Initiatingt1change
b. Personalt1qualities
c. Developingt1people
d. Informationt1management
, ANSWER:t 1 C
Developingt1people—coaching,t1mentoring,t1successiont1planning—
ist1at1categoryt1oft1solelyt1leadership,t1nott1management.t1Initiatingt1changet1andt1personalt1qualit
iest1aret1categoriest1oft1both1tmanagementt1andt1leadership.t1Informationt1managementt1ist1at1cate
goryt1oft1managementt1only.
DIF: Cognitivet1Level:t1Understand
REF:t1Paget1171tTOP:t 1 Nursingt1Process:t1Assessment
12. Yout1overheart1at1newlyt1graduatedt1RNt1tellingt1onet1oft1yourt1colleaguest1thatt1leadershipt1andt1m
anagementt1belongt1tot1thet1unitt1managert1andt1nott1tot1her.t1Becauset1yout1aret1at1nursingt1colleagu
e,1tyourt1responset1demonstratest1understandingt1thatt1thet1perceptiont1oft1thet1newt1graduate:
a. Ist1accuratelyt1reflectedt1int1thet1newt1graduate’st1statement.
b. Wouldt1benefitt1fromt1furthert1understandingt1oft1hert1rolet1ast1at1professionalt1int1relati
on1ttot1decision-making.
c. Hast1beent1influencedt1byt1nurset1leaderst1andt1managerst1whot1leavet1fort1othert1positions.
d. Ist1relatedt1tot1thet1generalt1perceptiont1thatt1nurset1leaderst1andt1managerst1are
t1not1tsatisfiedt1int1theirt1jobs.
ANSWER:t 1 B
Decisiont1makingt1andt1thet1correspondingt1actionst1takent1aret1thet1coret1workt1performedt1int1eng
agementt1witht1co-
workers.t1Thist1coret1workt1requirest1thatt1nursest1bet1leaders,t1managers,t1and1tfollowerst1att1thet1poi
nt-of-care,t1unit,t1institutional,t1andt1event1societalt1levels.
DIF: Cognitivet1Level:t1Understand REF:t1t1t1 Paget17 TOP:t 1 Nursingt1Process:t1Evaluation
13. Yout1walkt1intot1at1patient’st1roomt1andt1findt1himt1yellingt1att1thet1licensedt1practicalt1nurse.t1Thet1
patientt1ist1obviouslyt1veryt1upset,t1andt1aftert1yout1speakt1witht1himt1regardingt1hist1behaviour,t1y
ou N R I G B.C
determinet1thatt1het1hast1nott1sleptU fort1S
threN
et1niT
ghtst1beO
causet1oft1unrelievedt1paint1levels.t1Thet1licensed
practicalt1nurset1ist1veryt1upsett1witht1himt1andt1callst1himt1ant1“ugly,t1oldt1man.”t1Yout1acknowledget1he
r1tfeelingst1andt1concernst1andt1thent1suggestt1thatt1thet1patient’st1behaviourt1wast1aggressivet1butt1ist1r
elatedt1tot1lackt1oft1sleept1andt1tot1pain.t1Yout1ask,t1“Cant1botht1yout1andt1thet1patientt1togethert1determ
ine1ttriggerst1fort1thet1paint1andt1effectivet1approachest1tot1controllingt1hist1pain?”t1Thist1approacht1de
monstrates:
a. Lackt1oft1empathyt1andt1understandingt1fort1thet1licensedt1practicalt1nurse.
b. Concernt1witht1placatingt1thet1patient.
c. Leadershipt1behaviour.
d. Managementt1behaviour.
ANSWER:t 1 C
Thet1situationt1betweent1thet1patientt1andt1thet1licensedt1practicalt1nurset1ist1complex,t1involvingt1unreli
evedt1symptomst1andt1aggressivenesst1towardt1at1stafft1member.t1Healtht1caret1ist1nowt1delivered1it nt1
at1collaborative,t1andt1mostt1often,t1ant1interdisciplinaryt1manner,t1wherebyt1selectt1leadership/man
agementt1rolest1(e.g.,t1first-
linet1nurset1leaders)t1servet1ast1conduitst1fort1informationt1andt1caret1coordination.t1Providingt1engag
ed,t1collaborativet1guidancet1andt1decisiont1makingt1int1at1complext1situationt1fort1whicht1theret1ist1not1
standardizedt1solutiont1reflectst1leadership.
DIF: Cognitivet1Level:t1Apply
REF:t1Paget171tTOP:t 1 Nursingt1Process:t1Implementati
on
14. Whicht1categoryt1ist1uniquet1tot1managementt1butt1ist1nott1partt1oft1leadership?
, a. Initiatingt1change
b. Personalt1qualities
c. Developingt1people
d. Informationt1management
ANSWER:t 1 D
Informationt1managementt1ist1at1categoryt1oft1managementt1only.t1Developingt1peoplet1ist1at1categor
y1toft1solelyt1leadership,t1nott1management.t1Initiatingt1changet1andt1personalt1qualitiest1aret1categori
est1oft1botht1managementt1andt1leadership.
DIF: Cognitivet1Level:t1Understand
REF:t1Paget1151tTOP:t 1 Nursingt1Process:t1Assessment
15. Chartt1auditst1havet1revealedt1significantt1omissionst1oft1datat1thatt1couldt1havet1legalt1andt1funding
guidelines.t1Ast1thet1unitt1manager,t1yout1meett1witht1thet1stafft1tot1discusst1auditt1findingst1andt1tot1fi
t1
nd1a
t pproachest1thatt1willt1addresst1thet1gapst1int1chartingt1andt1achievet1desiredt1goals.t1Thist1ist1ant1
examplet1of:
a. Leadership.
b. Management.
c. Decisiont1making.
d. Vision.
ANSWER:t 1 B
Thet1processt1oft1guidingt1othert1peoplet1tot1meett1establishedt1goals,t1outcomes,t1andt1procedurest1
ist1management.t1Thist1cant1requiret1collaborativet1decisiont1makingt1tot1determinet1howt1bestt1tot1re
ach1tpredeterminedt1goalst1andt1followt1establishedt1practices.
N R I G B.C M
DIF: Cognitivet1Level:t1Apply1t U S N RT EF: PaO
ge st16–
7t1TOP:t 1 Nursingt1Process:t1Implementation
16. At1familyt1ist1keepingt1vigilt1att1at1criticallyt1illt1patient’st1bedside.t1Othert1distantt1familyt1members,t1no
t1yt ett1ablet1tot1come,t1callt1thet1unitt1continuously,t1askingt1fort1updatest1andt1wantingt1tot1expresst1conc
ern.t1Yout1speakt1witht1thet1distantt1familyt1memberst1andt1suggestt1thatt1yout1aret1goingt1tot1refert1the
mt1tot1thet1hospitalt1socialt1worker,t1whoset1rolet1ist1tot1workt1witht1sucht1situations.t1Whatt1rolet1aret1you
t1assumingt1throught1thist1action?
a. Manager
b. Leader
c. Follower
d. Laissezt1faire
ANSWER:t 1 A
Managementt1ist1thet1processt1oft1gettingt1thet1jobt1donet1andt1ensuringt1thatt1peoplet1havet1thet1nece
ssaryt1resourcest1tot1gett1thet1jobt1done.t1Referralt1tot1at1socialt1workert1alleviatest1demandt1ont1nurse1tst
afft1timet1andt1ist1consistentt1witht1hospitalt1procedures.
DIF: Cognitivet1Level:t1Apply
REF:t1Paget161tTOP:t 1 Nursingt1Process:t1Implementati
on
17. Aftert1at1meetingt1witht1memberst1oft1thet1familyt1oft1at1dyingt1patient,t1thet1nursingt1managert1discuss
es1w
t itht1yout1thet1family’st1desiredt1approacht1tot1care,t1andt1yout1supportt1thet1manager’st1decision.t1
Your1tactionst1indicatet1thatt1yout1aret1actingt1int1whatt1role?
, a. Leadership
b. Management
c. Followership
d. Evidence-informed
ANSWER:t 1 C
Followershipt1ist1engagingt1witht1othert1peoplet1whot1aret1leadingt1ort1managingt1byt1contributingt1
to1tthet1workt1thatt1needst1tot1bet1done.t1Byt1acceptingt1andt1implementingt1thet1desiredt1approacht1to
t1care1 tdirectiont1givent1byt1thet1managert1int1responset1tot1yourt1concerns,t1yout1aret1demonstratingt1
followership.
DIF: Cognitivet1Level:t1Analyze
REF:t1Paget171tTOP:t 1 Nursingt1Process:t1Implementati
on
18. Yout1pullt1stafft1togethert1tot1assesst1at1situationt1int1whicht1thet1familyt1oft1at1seriouslyt1illt1patientt1ist1an
xioust1andt1ist1absorbingt1at1greatt1dealt1oft1stafft1timet1int1consultation,t1discussion,t1andt1questioning1ot
ft1treatmentt1decisions.t1Stafft1memberst1aret1beginningt1tot1distancet1themselvest1fromt1thet1family.t1A
ftert1invitingt1thet1concernst1oft1staff,t1yout1explaint1thatt1thet1organizationt1valuest1patient-
centredt1caret1andt1suggestt1thatt1evidencet1indicatest1thatt1actingt1ast1ant1advocatet1andt1at1listenert1i
st1helpfult1tot1families.t1Yout1askt1thet1stafft1fort1ideast1ast1tot1strategiest1thatt1aret1effectivelyt1patient-
centredt1int1these1tsituations.t1Int1thist1situation,t1yout1aret1takingt1ont1whicht1role?
a. Leadership
b. Management
c. Follower
d. Visionary
ANSWER:t 1 A .U S N T O
Leadershipt1ist1thet1processt1oft1engagingt1andt1influencingt1others.t1Strongt1leaderst1aret1associated
witht1wordst1sucht1ast1visionary,t1energetic,t1inspirational,t1andt1innovative;t1theyt1got1beyondt1thet1s
tatust1quot1tot1maket1at1differencet1fort1others.t1Ast1at1leader,t1yout1engaget1othert1peoplet1int1deci
sion1tmakingt1thatt1movest1themt1towardt1at1goalt1witht1at1reasonablet1levelt1oft1riskt1taking.
DIF: Cognitivet1Level:t1Apply
REF:t1Paget171tTOP:t 1 Nursingt1Process:t1Implementati
on
19. Marie-
Claire,t1thet1nursingt1unitt1manager,t1findst1itt1difficultt1tot1workt1witht1Thomas,t1at1newt1graduate.t1Tho
mast1hast1manyt1ideast1andt1hist1mannert1oft1presentingt1themt1irkst1Marie-
Claire.t1Aftert1reflectiont1andt1discussiont1witht1others,t1Marie-
Clairet1recognizest1thatt1shet1alsot1feelst1threatenedt1by1thist1behaviour.t1Shet1comest1tot1understandt1th
att1Thomast1ist1tryingt1tot1establisht1hist1ownt1rolet1ont1thet1unit,t1ist1nott1tryingt1tot1challenget1her,t1andt1ne
edst1guidance,t1coaching,t1andt1affirmation.
Marie-Clairet1ist1demonstrating
a. At1positivet1self-concept.
b. Deepeningt1self-awareness.
c. Leadership.
d. Acquiescence.
ANSWER:t 1 B
Individualst1demonstratet1emotionalt1intelligencet1byt1raisingt1theirt1self-
awarenesst1andt1bettert1regulatingt1theirt1emotions.t1Beingt1empathetict1andt1showingt1sensitivit
yt1tot1thet1experiencest1of1totherst1helpt1nurset1leaderst1developt1theirt1emotionalt1intelligence.
