l O M oA R c P S D | 172 i 2 7 4 ii
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Leadingi andi Managingi ini Nursingi 7t h E ditioni Yoder-Wisei
Testi Bank
, l O M oA R c P S D | 172 i 2 7 4 ii
17
Leadingi andi Managingi ini Nursingi 7t h E ditioni Yoder-Wisei
Testi Bank
Chapteri 01:i Leading,i Managing,i andi Following
Yoder-Wise:i Leadingi andi Managingi ini Nursing,i 7thi Edition
MULTIPLEi CHOICE
1. Ai nursei manageri ofi ai 20-bedi medicali uniti findsi thati 80%i ofi thei patientsi arei olderi
adults.i Shei isi askedi toi assessi andi adapti thei uniti toi betteri meeti thei uniquei needsi ofi thei
olderi adulti patient.i Usingi complexityi principles,i whati wouldi bei thei besti approachi toi
takei fori implementationi ofi thisi change?
a. Leveragei thei hierarchicali managementi positioni toi geti uniti staffi
involvedi ini assessmenti andi planning.
b. Engagei involvedi staffi ati alli levelsi ini thei decision-makingi process.
c. Focusi thei assessmenti oni thei uniti andi omiti thei hospitali
andi communityi environment.
d. Hirei ai geriatrici specialisti toi overseei andi controli thei project.
ANS:i B
Complexityi theoryi suggestsi thati systemsi interacti andi adapti andi thati decisioni makingi
occursi throughouti thei systems,i asi opposedi toi beingi heldi ini ai hierarchy.i Ini complexityi
theory,i everyi voicei counts,i andi therefore,i alli levelsi ofi staffi wouldi bei involvedi ini
decisioni making.
TOP:i AONEi competency:i Communicationi andi Relationship-Building
2. Ai uniti manageri ofi ai 25-bedi medical/surgicali areai receivesi ai phonei calli fromi ai nursei
whoi hasi calledi ini sicki fivei timesi ini thei pasti month.i Hei tellsi thei manageri thati hei
veryi muchi wantsi toi comei toi worki wheni scheduledi buti musti ofteni carei fori hisi wife,i
whoi isi undergoingi treatment
fori breasti cancer.i Accordingi toi Maslow’si needi hierarchyi theory,i whati wouldi
bei thei besti approachi toi satisfyingi thei needsi ofi thisi nurse,i otheri staff,i andi
patients?
a. Linei upi agencyi nursesi whoi cani bei calledi ini toi worki oni shorti notice.
b. Placei thei nursei oni unpaidi leavei fori thei remainderi ofi hisi wife’si treatment.
c. Sympathizei withi thei nurse’si dilemmai andi leti thei chargei nursei knowi
thati thisi nursei mayi bei callingi ini frequentlyi ini thei future.
d. Worki withi thei nurse,i staffingi office,i andi otheri nursesi toi
arrangei hisi scheduledi daysi offi aroundi hisi wife’si treatments.
ANS:i D
Placingi thei nursei oni unpaidi leavei mayi threateni thei nurse’si capacityi toi meeti
physiologici needsi andi demotivatei thei nurse.i Unsatisfactoryi coveragei ofi shiftsi oni shorti
noticei couldi affect
patienti carei andi threateni thei needsi ofi staffi toi feeli competent.i Arrangingi thei schedulei
aroundi thei wife’si needsi meetsi thei needsi ofi thei staffi andi ofi patientsi whilei satisfyingi
thei nurse’si needi fori affiliation.
TOP:i AONEi competency:i Communicationi andi Relationship-Building
3. Ai grievancei broughti byi ai staffi nursei againsti thei uniti manageri requiresi mediation.i Ati
thei firsti mediationi session,i thei staffi nursei repeatedlyi callsi thei uniti manager’si
actionsi unfair,i andi thei uniti manageri continuesi toi reiteratei thei reasonsi fori thei
actions.i Whati wouldi bei thei besti coursei ofi actioni ati thisi time?
a. Sendi thei twoi disputantsi awayi toi reachi theiri owni resolution.
b. Involvei anotheri staffi nursei ini thei discussioni fori clarityi issues.
, l O M oA R c P S D | 172 i 2 7 4 ii
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Leadingi andi Managingi ini Nursingi 7t h E ditioni Yoder-Wisei
Testi Bank
c. Aski eachi partyi toi examinei theiri owni motivesi andi issuesi ini thei conflict.
d. Continuei toi listeni asi thei partiesi repeati theiri thoughtsi andi feelingsi
abouti thei conflict.
ANS:i C
Fori resolutioni ofi conflict,i onei shouldi addressi thei interestsi andi involvementi ofi
participantsi ini thei conflicti byi examiningi thei reali issuesi ofi alli parties.
TOP:i AONEi competency:i Communicationi andi Relationship-Building
4. Ati ai secondi negotiationi session,i thei uniti manageri andi staffi nursei arei unablei toi
reachi ai resolution.i Whati isi thei appropriatei nexti step?
a. Arrangei anotheri meetingi ini ai week’si timei soi asi toi allowi ai cooling-offi period.
b. Elevatei thei nexti negationi sessioni toi thei nexti manager,i onei leveli above.
c. Insisti thati participantsi continuei toi talki untili ai resolutioni hasi beeni reached.
d. Backi thei uniti manager’si actionsi andi endi thei dispute.
ANS:i B
Parti ofi leadershipi isi understandingi conflicti resolutioni andi abilityi toi negotiatei andi
managei fori resolutioni ofi issuesi andi concerns.i Thisi situationi hasi failedi ai secondi
negotiationi session,i elevationi toi ai manageri withi additionali trainingi toi facilitatei conflicti
resolutioni isi importanti ati thisi point.
TOP:i AONEi competency:i Communicationi andi Relationship-Building
5. Thei manageri ofi ai surgicali areai hasi ai visioni fori thei futurei thati requiresi thei additioni ofi
RN
assistantsi ori unlicensedi personsi toi feed,i bathe,i andi ambulatei patients.i Thei RNsi oni thei staffi
havei alwaysi practicedi ini ai primaryi nursingi deliveryi systemi andi arei veryi resistanti toi thisi
idea.i Whati wouldi bei thei besti initiali strategyi fori implementationi ofi thisi change?
a. Exploringi thei valuesi andi feelingsi ofi thei RNi groupi ini relationshipi toi thisi change
b. Leavingi thei RNsi alonei fori ai timei soi theyi cani thinki abouti thei changei
beforei iti isi implemented
c. Droppingi thei ideai andi tryingi fori thei changei ini ai yeari ori soi wheni
somei ofi thei presenti RNsi havei retired
d. Hiringi thei assistantsi andi allowingi thei RNsi toi seei whati goodi additionsi theyi are
ANS:i A
Influencingi othersi requiresi emotionali intelligencei ini domainsi suchi asi empathy,i
handlingi relationships,i deepeningi self-awarenessi ini selfi andi others,i motivatingi others,i
andi managingi emotions.i Motivatingi othersi recognizesi thati valuesi arei powerfuli forcesi
thati influencei acceptancei ofi change.i Leavingi thei RNsi alonei fori ai periodi ofi timei
beforei implementationi doesi noti providei opportunityi toi explorei differenti perspectivesi
andi values.i Avoidingi discussioni untili thei teami changesi mayi noti promotei adoptioni ofi
thei changei untili therei isi opportunityi toi explorei perspectivesi andi valuesi relatedi toi thei
change.i Hiringi ofi thei assistantsi demonstratesi lacki ofi empathyi fori thei perspectivesi ofi
thei RNi staff.
TOP:i AONEi competency:i Knowledgei ofi thei Healthi Carei Environment
, l O M oA R c P S D | 172 i 2 7 4 ii
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Leadingi andi Managingi ini Nursingi 7t h E ditioni Yoder-Wisei
Testi Bank
6. Asi thei RNi chargei nursei oni thei nighti shifti ini ai smalli long-termi carei facility,i you’vei
foundi thati therei isi littlei turnoveri amongi youri LPNi andi nursingi assistanti (NA)i staffi
members,i buti theyi arei noti veryi motivatedi toi goi beyondi theiri jobi descriptionsi ini
theiri work.i Whichi ofi thei followingi strategiesi mighti motivatei thei staffi andi leadi toi
greateri jobi satisfaction?
a. Aski thei directori ofi nursingi toi offeri higheri wagesi andi bonusesi fori extrai
worki fori thei nighti LPNsi andi NAs.
b. Allowi thei LPNsi andi NAsi greateri decision-makingi poweri withini thei
scopei ofi theiri positionsi ini thei institution.
c. Hirei additionali staffi soi thati therei arei morei staffi availablei fori enhancedi
care,i andi individuali workloadsi arei lessened.
d. Aski thei directori ofi nursingi toi increasei jobi securityi fori nighti staffi byi
havingi themi signi contractsi thati guaranteei work.
ANS:i B
Hygienei factorsi suchi asi salary,i workingi conditions,i andi securityi arei consistenti withi
Herzberg’si two-factori theoryi ofi motivation;i meetingi thesei needsi avoidsi jobi
dissatisfaction.i Motivatori factorsi suchi asi recognitioni andi satisfactioni withi worki
promotei ai satisfyingi and
enrichedi worki environment.i Transformationali leadersi usei motivatori factorsi
liberallyi toi inspirei worki performancei andi increasei jobi satisfaction.
TOP:i AONEi competency:i Communicationi andi Relationship-Building
7. Thei nursei manageri wantsi toi increasei motivationi byi providingi motivatingi factorsi fori thei
nursei oni thei unit.i Whati actioni wouldi bei appropriatei toi motivatei thei staff?
a. Collaboratei withi thei humani resource/personneli departmenti toi developi on-
sitei daycarei services.
b. Providei ai hierarchicali organizationali structure.
c.
Implementi ai modeli ofi sharedi governance.
d. Promotei thei developmenti ofi ai flexiblei benefitsi package.
ANS:i C
Complexityi theoryi suggestsi thati systemsi interacti andi adapti andi thati decisioni
makingi occursi throughouti systems,i asi opposedi toi beingi heldi ini ai hierarchy.i Ini
complexityi theory,i everyi voicei counts,i andi thereforei alli levelsi ofi staffi wouldi bei
involvedi ini decisioni making.i Thisi principlei isi thei foundationi ofi sharedi governance.
TOP:i AONEi competency:i Communicationi andi Relationship-Building
8. Ai chargei nursei oni ai busyi 40-bedi medical/surgicali uniti isi approachedi byi ai familyi
memberi whoi beginsi toi complaini loudlyi abouti thei qualityi ofi carei hisi motheri isi receiving.i
Hisi behaviori isi soi disruptivei thati iti isi overheardi byi staff,i physicians,i andi otheri visitors.i
Thei familyi memberi leavesi thei uniti abruptly,i andi thei nursei isi lefti feelingi frustrated.i
Whichi behaviori byi thei chargei nursei besti illustratesi refinedi leadershipi skillsi ini ani
emotionallyi intelligenti practitioner?
a. Reflecti toi gaini insighti intoi howi thei situationi couldi bei handledi
differentlyi ini thei future.
b. Tryi toi catchi upi withi thei angryi familyi memberi toi resolvei thei concern.
c. Discussi thei concerni withi thei patienti afteri thei familyi memberi hasi left.
d. Notifyi nursingi administrationi ofi thei situation.
ANS:i A
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Leadingi andi Managingi ini Nursingi 7t h E ditioni Yoder-Wisei
Testi Bank
, l O M oA R c P S D | 172 i 2 7 4 ii
17
Leadingi andi Managingi ini Nursingi 7t h E ditioni Yoder-Wisei
Testi Bank
Chapteri 01:i Leading,i Managing,i andi Following
Yoder-Wise:i Leadingi andi Managingi ini Nursing,i 7thi Edition
MULTIPLEi CHOICE
1. Ai nursei manageri ofi ai 20-bedi medicali uniti findsi thati 80%i ofi thei patientsi arei olderi
adults.i Shei isi askedi toi assessi andi adapti thei uniti toi betteri meeti thei uniquei needsi ofi thei
olderi adulti patient.i Usingi complexityi principles,i whati wouldi bei thei besti approachi toi
takei fori implementationi ofi thisi change?
a. Leveragei thei hierarchicali managementi positioni toi geti uniti staffi
involvedi ini assessmenti andi planning.
b. Engagei involvedi staffi ati alli levelsi ini thei decision-makingi process.
c. Focusi thei assessmenti oni thei uniti andi omiti thei hospitali
andi communityi environment.
d. Hirei ai geriatrici specialisti toi overseei andi controli thei project.
ANS:i B
Complexityi theoryi suggestsi thati systemsi interacti andi adapti andi thati decisioni makingi
occursi throughouti thei systems,i asi opposedi toi beingi heldi ini ai hierarchy.i Ini complexityi
theory,i everyi voicei counts,i andi therefore,i alli levelsi ofi staffi wouldi bei involvedi ini
decisioni making.
TOP:i AONEi competency:i Communicationi andi Relationship-Building
2. Ai uniti manageri ofi ai 25-bedi medical/surgicali areai receivesi ai phonei calli fromi ai nursei
whoi hasi calledi ini sicki fivei timesi ini thei pasti month.i Hei tellsi thei manageri thati hei
veryi muchi wantsi toi comei toi worki wheni scheduledi buti musti ofteni carei fori hisi wife,i
whoi isi undergoingi treatment
fori breasti cancer.i Accordingi toi Maslow’si needi hierarchyi theory,i whati wouldi
bei thei besti approachi toi satisfyingi thei needsi ofi thisi nurse,i otheri staff,i andi
patients?
a. Linei upi agencyi nursesi whoi cani bei calledi ini toi worki oni shorti notice.
b. Placei thei nursei oni unpaidi leavei fori thei remainderi ofi hisi wife’si treatment.
c. Sympathizei withi thei nurse’si dilemmai andi leti thei chargei nursei knowi
thati thisi nursei mayi bei callingi ini frequentlyi ini thei future.
d. Worki withi thei nurse,i staffingi office,i andi otheri nursesi toi
arrangei hisi scheduledi daysi offi aroundi hisi wife’si treatments.
ANS:i D
Placingi thei nursei oni unpaidi leavei mayi threateni thei nurse’si capacityi toi meeti
physiologici needsi andi demotivatei thei nurse.i Unsatisfactoryi coveragei ofi shiftsi oni shorti
noticei couldi affect
patienti carei andi threateni thei needsi ofi staffi toi feeli competent.i Arrangingi thei schedulei
aroundi thei wife’si needsi meetsi thei needsi ofi thei staffi andi ofi patientsi whilei satisfyingi
thei nurse’si needi fori affiliation.
TOP:i AONEi competency:i Communicationi andi Relationship-Building
3. Ai grievancei broughti byi ai staffi nursei againsti thei uniti manageri requiresi mediation.i Ati
thei firsti mediationi session,i thei staffi nursei repeatedlyi callsi thei uniti manager’si
actionsi unfair,i andi thei uniti manageri continuesi toi reiteratei thei reasonsi fori thei
actions.i Whati wouldi bei thei besti coursei ofi actioni ati thisi time?
a. Sendi thei twoi disputantsi awayi toi reachi theiri owni resolution.
b. Involvei anotheri staffi nursei ini thei discussioni fori clarityi issues.
, l O M oA R c P S D | 172 i 2 7 4 ii
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Leadingi andi Managingi ini Nursingi 7t h E ditioni Yoder-Wisei
Testi Bank
c. Aski eachi partyi toi examinei theiri owni motivesi andi issuesi ini thei conflict.
d. Continuei toi listeni asi thei partiesi repeati theiri thoughtsi andi feelingsi
abouti thei conflict.
ANS:i C
Fori resolutioni ofi conflict,i onei shouldi addressi thei interestsi andi involvementi ofi
participantsi ini thei conflicti byi examiningi thei reali issuesi ofi alli parties.
TOP:i AONEi competency:i Communicationi andi Relationship-Building
4. Ati ai secondi negotiationi session,i thei uniti manageri andi staffi nursei arei unablei toi
reachi ai resolution.i Whati isi thei appropriatei nexti step?
a. Arrangei anotheri meetingi ini ai week’si timei soi asi toi allowi ai cooling-offi period.
b. Elevatei thei nexti negationi sessioni toi thei nexti manager,i onei leveli above.
c. Insisti thati participantsi continuei toi talki untili ai resolutioni hasi beeni reached.
d. Backi thei uniti manager’si actionsi andi endi thei dispute.
ANS:i B
Parti ofi leadershipi isi understandingi conflicti resolutioni andi abilityi toi negotiatei andi
managei fori resolutioni ofi issuesi andi concerns.i Thisi situationi hasi failedi ai secondi
negotiationi session,i elevationi toi ai manageri withi additionali trainingi toi facilitatei conflicti
resolutioni isi importanti ati thisi point.
TOP:i AONEi competency:i Communicationi andi Relationship-Building
5. Thei manageri ofi ai surgicali areai hasi ai visioni fori thei futurei thati requiresi thei additioni ofi
RN
assistantsi ori unlicensedi personsi toi feed,i bathe,i andi ambulatei patients.i Thei RNsi oni thei staffi
havei alwaysi practicedi ini ai primaryi nursingi deliveryi systemi andi arei veryi resistanti toi thisi
idea.i Whati wouldi bei thei besti initiali strategyi fori implementationi ofi thisi change?
a. Exploringi thei valuesi andi feelingsi ofi thei RNi groupi ini relationshipi toi thisi change
b. Leavingi thei RNsi alonei fori ai timei soi theyi cani thinki abouti thei changei
beforei iti isi implemented
c. Droppingi thei ideai andi tryingi fori thei changei ini ai yeari ori soi wheni
somei ofi thei presenti RNsi havei retired
d. Hiringi thei assistantsi andi allowingi thei RNsi toi seei whati goodi additionsi theyi are
ANS:i A
Influencingi othersi requiresi emotionali intelligencei ini domainsi suchi asi empathy,i
handlingi relationships,i deepeningi self-awarenessi ini selfi andi others,i motivatingi others,i
andi managingi emotions.i Motivatingi othersi recognizesi thati valuesi arei powerfuli forcesi
thati influencei acceptancei ofi change.i Leavingi thei RNsi alonei fori ai periodi ofi timei
beforei implementationi doesi noti providei opportunityi toi explorei differenti perspectivesi
andi values.i Avoidingi discussioni untili thei teami changesi mayi noti promotei adoptioni ofi
thei changei untili therei isi opportunityi toi explorei perspectivesi andi valuesi relatedi toi thei
change.i Hiringi ofi thei assistantsi demonstratesi lacki ofi empathyi fori thei perspectivesi ofi
thei RNi staff.
TOP:i AONEi competency:i Knowledgei ofi thei Healthi Carei Environment
, l O M oA R c P S D | 172 i 2 7 4 ii
17
Leadingi andi Managingi ini Nursingi 7t h E ditioni Yoder-Wisei
Testi Bank
6. Asi thei RNi chargei nursei oni thei nighti shifti ini ai smalli long-termi carei facility,i you’vei
foundi thati therei isi littlei turnoveri amongi youri LPNi andi nursingi assistanti (NA)i staffi
members,i buti theyi arei noti veryi motivatedi toi goi beyondi theiri jobi descriptionsi ini
theiri work.i Whichi ofi thei followingi strategiesi mighti motivatei thei staffi andi leadi toi
greateri jobi satisfaction?
a. Aski thei directori ofi nursingi toi offeri higheri wagesi andi bonusesi fori extrai
worki fori thei nighti LPNsi andi NAs.
b. Allowi thei LPNsi andi NAsi greateri decision-makingi poweri withini thei
scopei ofi theiri positionsi ini thei institution.
c. Hirei additionali staffi soi thati therei arei morei staffi availablei fori enhancedi
care,i andi individuali workloadsi arei lessened.
d. Aski thei directori ofi nursingi toi increasei jobi securityi fori nighti staffi byi
havingi themi signi contractsi thati guaranteei work.
ANS:i B
Hygienei factorsi suchi asi salary,i workingi conditions,i andi securityi arei consistenti withi
Herzberg’si two-factori theoryi ofi motivation;i meetingi thesei needsi avoidsi jobi
dissatisfaction.i Motivatori factorsi suchi asi recognitioni andi satisfactioni withi worki
promotei ai satisfyingi and
enrichedi worki environment.i Transformationali leadersi usei motivatori factorsi
liberallyi toi inspirei worki performancei andi increasei jobi satisfaction.
TOP:i AONEi competency:i Communicationi andi Relationship-Building
7. Thei nursei manageri wantsi toi increasei motivationi byi providingi motivatingi factorsi fori thei
nursei oni thei unit.i Whati actioni wouldi bei appropriatei toi motivatei thei staff?
a. Collaboratei withi thei humani resource/personneli departmenti toi developi on-
sitei daycarei services.
b. Providei ai hierarchicali organizationali structure.
c.
Implementi ai modeli ofi sharedi governance.
d. Promotei thei developmenti ofi ai flexiblei benefitsi package.
ANS:i C
Complexityi theoryi suggestsi thati systemsi interacti andi adapti andi thati decisioni
makingi occursi throughouti systems,i asi opposedi toi beingi heldi ini ai hierarchy.i Ini
complexityi theory,i everyi voicei counts,i andi thereforei alli levelsi ofi staffi wouldi bei
involvedi ini decisioni making.i Thisi principlei isi thei foundationi ofi sharedi governance.
TOP:i AONEi competency:i Communicationi andi Relationship-Building
8. Ai chargei nursei oni ai busyi 40-bedi medical/surgicali uniti isi approachedi byi ai familyi
memberi whoi beginsi toi complaini loudlyi abouti thei qualityi ofi carei hisi motheri isi receiving.i
Hisi behaviori isi soi disruptivei thati iti isi overheardi byi staff,i physicians,i andi otheri visitors.i
Thei familyi memberi leavesi thei uniti abruptly,i andi thei nursei isi lefti feelingi frustrated.i
Whichi behaviori byi thei chargei nursei besti illustratesi refinedi leadershipi skillsi ini ani
emotionallyi intelligenti practitioner?
a. Reflecti toi gaini insighti intoi howi thei situationi couldi bei handledi
differentlyi ini thei future.
b. Tryi toi catchi upi withi thei angryi familyi memberi toi resolvei thei concern.
c. Discussi thei concerni withi thei patienti afteri thei familyi memberi hasi left.
d. Notifyi nursingi administrationi ofi thei situation.
ANS:i A
