,TEST BANK FOR LEADING AND MANAGING IN NURSING 7TH EDITION YODER-WISE
Table of Contents
1. Leading, Managing, and Following in Complex Health Systems
2. Clinical Safety: The Core of Leading, Managing, and Following
3. Legal and Ethical Issues-
4. Cultural Diversity and Inclusion in Health Care
5. Gaining Personal Insight: The Beginning of Being a Leader
6. Being an Effective Follower NEW chapter!
7. Self-Management
8. Communication and Conflict
9. Power, Politics, and Influence
10. Healthcare Organizations
11. Organizational Structures
12. Care Delivery Strategies
13. Staffing and Scheduling
14. Workforce Engagement through Collective Action and Governance
15. Making Decisions and Solving Problems
16. The Impact of Technology
17. Delegating: Authority, Accountability, Responsibility in Delegation Decisions
,18. Leading Change
19. Building Effective Teams
20. Managing Costs and Budgets
21. Selecting, Developing, and Evaluating Staff
22. Person-Centered Care
23. Managing Quality and Risk
24. Translating Research into Practice
25. Managing Personal/Personnel Problems
26. Role Transition
27. Managing Your Career
28. Developing the Role of Leader
29. Developing the Role of Manager
30. The Strategic Planning Process
31. Thriving for the Future
, Leading and Managing in Nursing 7th Edition Yoder-
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 patie
nt. Using complexity principles, what would be the best approach to take for imp
lementation of this change?
a. Leverage the hierarchical management position to get unit staff inv
olved 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 co
mmunity 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 maki
ng occurs throughout the systems, as opposed to being held in a hierarchy. In co
mplexity theory, every voice counts, and therefore, all levels of staff would be in
volved 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 si
ck five times in the pastwqmonth.wqHe tells the manager that he very much wants
to come to work when scheduledN R I Gbut B.C must often care for his wife, who is under
going treatment
for breast cancer. According t oUM aSs l o wN ‘ s T
n e ed hiO
e rarch y 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 physio
logic needs and demotivate the nurse. Unsatisfactory coverage of shifts on short no
tice could affect patient care and threaten the needs of staff to feel competent. A
rranging 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 actio
ns. 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.
Table of Contents
1. Leading, Managing, and Following in Complex Health Systems
2. Clinical Safety: The Core of Leading, Managing, and Following
3. Legal and Ethical Issues-
4. Cultural Diversity and Inclusion in Health Care
5. Gaining Personal Insight: The Beginning of Being a Leader
6. Being an Effective Follower NEW chapter!
7. Self-Management
8. Communication and Conflict
9. Power, Politics, and Influence
10. Healthcare Organizations
11. Organizational Structures
12. Care Delivery Strategies
13. Staffing and Scheduling
14. Workforce Engagement through Collective Action and Governance
15. Making Decisions and Solving Problems
16. The Impact of Technology
17. Delegating: Authority, Accountability, Responsibility in Delegation Decisions
,18. Leading Change
19. Building Effective Teams
20. Managing Costs and Budgets
21. Selecting, Developing, and Evaluating Staff
22. Person-Centered Care
23. Managing Quality and Risk
24. Translating Research into Practice
25. Managing Personal/Personnel Problems
26. Role Transition
27. Managing Your Career
28. Developing the Role of Leader
29. Developing the Role of Manager
30. The Strategic Planning Process
31. Thriving for the Future
, Leading and Managing in Nursing 7th Edition Yoder-
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 patie
nt. Using complexity principles, what would be the best approach to take for imp
lementation of this change?
a. Leverage the hierarchical management position to get unit staff inv
olved 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 co
mmunity 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 maki
ng occurs throughout the systems, as opposed to being held in a hierarchy. In co
mplexity theory, every voice counts, and therefore, all levels of staff would be in
volved 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 si
ck five times in the pastwqmonth.wqHe tells the manager that he very much wants
to come to work when scheduledN R I Gbut B.C must often care for his wife, who is under
going treatment
for breast cancer. According t oUM aSs l o wN ‘ s T
n e ed hiO
e rarch y 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 physio
logic needs and demotivate the nurse. Unsatisfactory coverage of shifts on short no
tice could affect patient care and threaten the needs of staff to feel competent. A
rranging 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 actio
ns. 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.
