Test Bank –
Leading and Managing in Nursing, 8th Edition by Patricia
S. Yoder-Wise, Susan Sportsman| Latest Version
,Contents
Chapter 01: Leading, Managing, And Following
Chapter 02: Quality And Safety
Chapter 03: Ethical And Legal Issues In Nursing
Chapter 04: Toward Justice
Chapter 05: Healthy Workplaces, Healthy Workforce
Chapter 06: Translating Research Into Practice
Chapter 07: Gaining Personal Insight: Being An Effective Follower And Leader
Chapter 08: Communication And Conflict
Chapter 09: Healthcare Organizations And Structures
Chapter 10: Person-Centered Care
Chapter 11: Staffing And Scheduling
Chapter 12: Workforce Engagement Through Collective Action And Governance
Chapter 13: Solving Problems And Influencing Positive Outcomes
Chapter 14: Delegating: Authority, Accountability, And Responsibility In Delegation
Decisions
Chapter 15: Effecting Change, Large And Small
Chapter 16: Building Effective Teams
Chapter 17: The Impact Of Technology
Chapter 18: Artificial Intelligence
Chapter 19: Managing Costs And Budgets
Chapter 20: Selecting, Developing, And Evaluating Staff
Chapter 21: Managing Personal And Personnel Problems
Chapter 22: Role Transition
Chapter 23: Managing Your Career
Chapter 24: Developing Leaders, Managers, And Followers
Chapter 25: Thriving For The Future
, Franklyn A Plus Pass
Chapter 01: Leading, Managing, and Following
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 for breast cancer. According to
Maslow‘s need hierarchy theory, what would be the best approach to satisfying the needs of this nurse,
other staff, and patients?
Fr
a. Line up agency nurses who can be called in to work on short notice.
an
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
kl
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nurse may be
calling in frequently in the future.
yn
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled days off around his
e
wife‘s treatments.
A
ANS: D
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs and
pl
demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient care and
u
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.
sP
Page | 2
as
s
, Franklyn A Plus Pass
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.
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.
Fr
d. Back the unit manager‘s actions and end the dispute.
an
ANS: B
kl
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
yn
additional training to facilitate conflict resolution is important at this point.
e
TOP: AONE competency: Communication and Relationship-Building
A
pl
u sP
Page | 3
as
s
Leading and Managing in Nursing, 8th Edition by Patricia
S. Yoder-Wise, Susan Sportsman| Latest Version
,Contents
Chapter 01: Leading, Managing, And Following
Chapter 02: Quality And Safety
Chapter 03: Ethical And Legal Issues In Nursing
Chapter 04: Toward Justice
Chapter 05: Healthy Workplaces, Healthy Workforce
Chapter 06: Translating Research Into Practice
Chapter 07: Gaining Personal Insight: Being An Effective Follower And Leader
Chapter 08: Communication And Conflict
Chapter 09: Healthcare Organizations And Structures
Chapter 10: Person-Centered Care
Chapter 11: Staffing And Scheduling
Chapter 12: Workforce Engagement Through Collective Action And Governance
Chapter 13: Solving Problems And Influencing Positive Outcomes
Chapter 14: Delegating: Authority, Accountability, And Responsibility In Delegation
Decisions
Chapter 15: Effecting Change, Large And Small
Chapter 16: Building Effective Teams
Chapter 17: The Impact Of Technology
Chapter 18: Artificial Intelligence
Chapter 19: Managing Costs And Budgets
Chapter 20: Selecting, Developing, And Evaluating Staff
Chapter 21: Managing Personal And Personnel Problems
Chapter 22: Role Transition
Chapter 23: Managing Your Career
Chapter 24: Developing Leaders, Managers, And Followers
Chapter 25: Thriving For The Future
, Franklyn A Plus Pass
Chapter 01: Leading, Managing, and Following
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 for breast cancer. According to
Maslow‘s need hierarchy theory, what would be the best approach to satisfying the needs of this nurse,
other staff, and patients?
Fr
a. Line up agency nurses who can be called in to work on short notice.
an
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
kl
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nurse may be
calling in frequently in the future.
yn
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled days off around his
e
wife‘s treatments.
A
ANS: D
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs and
pl
demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient care and
u
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.
sP
Page | 2
as
s
, Franklyn A Plus Pass
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.
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.
Fr
d. Back the unit manager‘s actions and end the dispute.
an
ANS: B
kl
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
yn
additional training to facilitate conflict resolution is important at this point.
e
TOP: AONE competency: Communication and Relationship-Building
A
pl
u sP
Page | 3
as
s
