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LEADING AND MANAGING NURSING 7TH EDITION
YODER-WISE
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oder- W is e Test Bank
Stu
udy Mat eriaa l
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 ING
for breast cancer. According t oUM aSs l o w
B.C M
’s T
need hiO
erarchy 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 jgrievance jbrought jby ja jstaff jnurse jagainst jthe junit jmanager jrequires jmediation. jAt jthe
jfirst jmediation jsession, jthe jstaff jnurse jrepeatedly jcalls jthe junit jmanager’s jactions junfair,
jand jthe junit jmanager jcontinues jto jreiterate jthe jreasons jfor jthe jactions. jWhat jwould jbe jthe
jbest jcourse jof jaction jat jthis jtime?
a. Send jthe jtwo jdisputants jaway jto jreach jtheir jown jresolution.
b. Involve janother jstaff jnurse jin jthe jdiscussion jfor jclarity jissues.
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oder-W is e Test Bank
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udy Mat eria l
c. Ask jeach jparty jto jexamine jtheir jown jmotives jand jissues jin jthe jconflict.
d. Continue jto jlisten jas jthe jparties jrepeat jtheir jthoughts jand jfeelings jabout
jthe jconflict.
ANS: j C
For jresolution jof jconflict, jone jshould jaddress jthe jinterests jand jinvolvement jof jparticipants
jin jthe jconflict jby jexamining jthe jreal jissues jof jall jparties.
TOP: j AONE jcompetency: jCommunication jand jRelationship-Building
4. At ja jsecond jnegotiation jsession, jthe junit jmanager jand jstaff jnurse jare junable jto
jreach ja jresolution. jWhat jis jthe jappropriate jnext jstep?
a. Arrange janother jmeeting jin ja jweek’s jtime jso jas jto jallow ja jcooling-off jperiod.
b. Elevate jthe jnext jnegation jsession jto jthe jnext jmanager, jone jlevel jabove.
c. Insist jthat jparticipants jcontinue jto jtalk juntil ja jresolution jhas jbeen jreached.
d. Back jthe junit jmanager’s jactions jand jend jthe jdispute.
ANS: j B
Part jof jleadership jis junderstanding jconflict jresolution jand jability jto jnegotiate jand jmanage
jfor jresolution jof jissues jand jconcerns. jThis jsituation jhas jfailed ja jsecond jnegotiation
jsession, jelevation jto ja jmanager jwith jadditional jtraining jto jfacilitate jconflict jresolution jis
jimportant jat jthis jpoint.
TOP: j AONE jcompetency: jCommunication jand jRelationship-Building
5. The jmanager jof ja jsurgical jarea jhas ja jvision jfor jthe jfuture jthat jrequires jthe jaddition jof jRN
jassistants jor junlicensed jpersons jto jfeed, jbathe, jand jambulate jpatients. jThe jRNs jon jthe
UNS RN TI GO B . C Msystem j and jare jvery jresistant
jstaff jhave jalways jpracticed j in j a jpr i m a r y j n ursi ng- de li ver y
jto j this jidea.
What jwould jbe jthe jbest jinitial jstrategy jfor jimplementation jof jthis jchange?
a. Exploring jthe jvalues jand jfeelings jof jthe jRN jgroup jin jrelationship jto jthis jchange
b. Leaving jthe jRNs jalone jfor ja jtime jso jthey jcan jthink jabout jthe jchange jbefore
jit jis jimplemented
c. Dropping jthe jidea jand jtrying jfor jthe jchange jin ja jyear jor jso jwhen jsome jof
jthe jpresent jRNs jhave jretired
d. Hiring jthe jassistants jand jallowing jthe jRNs jto jsee jwhat jgood jadditions jthey jare
ANS: j A
Influencing jothers jrequires jemotional jintelligence jin jdomains jsuch jas jempathy, jhandling
jrelationships, jdeepening jself-awareness jin jself jand jothers, jmotivating jothers, jand
jmanaging jemotions. jMotivating jothers jrecognizes jthat jvalues jare jpowerful jforces jthat
jinfluence jacceptance jof jchange. jLeaving jthe jRNs jalone jfor ja jperiod jof jtime jbefore
jimplementation jdoes jnot jprovide jopportunity jto jexplore jdifferent jperspectives jand jvalues.
jAvoiding jdiscussion juntil jthe jteam jchanges jmay jnot jpromote jadoption jof jthe jchange juntil
jthere jis jopportunity jto jexplore jperspectives jand jvalues jrelated jto jthe jchange. jHiring jof jthe
jassistants jdemonstrates jlack jof jempathy jfor jthe jperspectives jof jthe jRN jstaff.
TOP: j AONE jcompetency: jKnowledge jof jthe jHealth jCare jEnvironment
NURSINGTB.COM
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, Leading aSntudviaM a n aging in N ursin g 7th Edi tiounr Y
.co m - T he Ma rketpl ace t o Buy and S elll you
oder-W is e Test Bank
Stu
udy Mat eria l
6. As jthe jRN jcharge jnurse jon jthe jnight jshift jin ja jsmall jlong-term jcare jfacility, jyou’ve jfound
jthat jthere jis jlittle jturnover jamong jyour jLPN jand jnursing jassistant j(NA) jstaff jmembers,
jbut jthey jare jnot jvery jmotivated jto jgo jbeyond jtheir jjob jdescriptions jin jtheir jwork. jWhich
jof jthe jfollowing jstrategies jmight jmotivate jthe jstaff jand jlead jto jgreater jjob jsatisfaction?
a. Ask jthe jdirector jof jnursing jto joffer jhigher jwages jand jbonuses jfor jextra jwork
jfor jthe jnight jLPNs jand jNAs.
b. Allow jthe jLPNs jand jNAs jgreater jdecision-making jpower jwithin jthe jscope jof
jtheir jpositions jin jthe jinstitution.
c. Hire jadditional jstaff jso jthat jthere jare jmore jstaff javailable jfor jenhanced jcare,
jand jindividual jworkloads jare jlessened.
d. Ask jthe jdirector jof jnursing jto jincrease jjob jsecurity jfor jnight jstaff jby jhaving
jthem jsign jcontracts jthat jguarantee jwork.
ANS: j B
Hygiene jfactors jsuch jas jsalary, jworking jconditions, jand jsecurity jare jconsistent jwith
Herzberg’s jtwo-factor jtheory jof jmotivation; jmeeting jthese jneeds javoids jjob jdissatisfaction.
jMotivator jfactors jsuch jas jrecognition jand jsatisfaction jwith jwork jpromote ja jsatisfying jand
jenriched jwork jenvironment. jTransformational jleaders juse jmotivator jfactors jliberally jto
jinspire jwork jperformance jand jincrease jjob jsatisfaction.
TOP: j AONE jcompetency: jCommunication jand jRelationship-Building
7. The jnurse jmanager jwants jto jincrease jmotivation jby jproviding jmotivating jfactors jfor jthe
jnurse jon jthe junit. jWhat jaction jwould jbe jappropriate jto jmotivate jthe jstaff?
a. Collaborate jwith jthe jhuman jresource/personnel jdepartment jto jdevelop jon-
site jdaycare jservices.
b. Provide j a j hierarchical j org ani zati onal str uc tu re. j
N R IS GN B T .C M
c. Implement ja jmodel jof jsharU ed jg ove rn an ce. O
d. Promote jthe jdevelopment jof ja jflexible jbenefits jpackage.
ANS: j C
Complexity jtheory jsuggests jthat jsystems jinteract jand jadapt jand jthat jdecision jmaking
joccurs jthroughout jsystems, jas jopposed jto jbeing jheld jin ja jhierarchy. jIn jcomplexity
jtheory, jevery jvoice jcounts, jand jtherefore jall jlevels jof jstaff jwould jbe jinvolved jin
jdecision jmaking. jThis jprinciple jis jthe jfoundation jof jshared jgovernance.
TOP: j AONE jcompetency: jCommunication jand jRelationship-Building
8. A jcharge jnurse jon ja jbusy j40-bed jmedical/surgical junit jis japproached jby ja jfamily jmember
jwho jbegins jto jcomplain jloudly jabout jthe jquality jof jcare jhis jmother jis jreceiving. jHis
jbehavior jis jso jdisruptive jthat jit jis joverheard jby jstaff, jphysicians, jand jother jvisitors. jThe
jfamily jmember jleaves jthe junit jabruptly, jand jthe jnurse jis jleft jfeeling jfrustrated. jWhich
jbehavior jby jthe jcharge jnurse jbest jillustrates jrefined jleadership jskills jin jan jemotionally
jintelligent jpractitioner?
a. Reflect jto jgain jinsight jinto jhow jthe jsituation jcould jbe jhandled jdifferently jin
jthe jfuture.
b. Try jto jcatch jup jwith jthe jangry jfamily jmember jto jresolve jthe jconcern.
c. Discuss jthe jconcern jwith jthe jpatient jafter jthe jfamily jmember jhas jleft.
d. Notify jnursing jadministration jof jthe jsituation.
ANS: j A
NURSINGTB.COM
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TEST BANK FOR
LEADING AND MANAGING NURSING 7TH EDITION
YODER-WISE
Downloaded by: Ariah |
Distribution of this document is illegal
, Leading aSntudviaM a n aging in N u rsin g 7th Edi tiounr Y
.co m - T he Ma rketpl ace t o Buy a nd S elll you
oder- W is e Test Bank
Stu
udy Mat eriaa l
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 ING
for breast cancer. According t oUM aSs l o w
B.C M
’s T
need hiO
erarchy 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 jgrievance jbrought jby ja jstaff jnurse jagainst jthe junit jmanager jrequires jmediation. jAt jthe
jfirst jmediation jsession, jthe jstaff jnurse jrepeatedly jcalls jthe junit jmanager’s jactions junfair,
jand jthe junit jmanager jcontinues jto jreiterate jthe jreasons jfor jthe jactions. jWhat jwould jbe jthe
jbest jcourse jof jaction jat jthis jtime?
a. Send jthe jtwo jdisputants jaway jto jreach jtheir jown jresolution.
b. Involve janother jstaff jnurse jin jthe jdiscussion jfor jclarity jissues.
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, Leading aSntudviaM a n aging in N ursin g 7th Edi tiounr Y
.co m - T he Ma rketpl ace t o Buy and S elll you
oder-W is e Test Bank
Stu
udy Mat eria l
c. Ask jeach jparty jto jexamine jtheir jown jmotives jand jissues jin jthe jconflict.
d. Continue jto jlisten jas jthe jparties jrepeat jtheir jthoughts jand jfeelings jabout
jthe jconflict.
ANS: j C
For jresolution jof jconflict, jone jshould jaddress jthe jinterests jand jinvolvement jof jparticipants
jin jthe jconflict jby jexamining jthe jreal jissues jof jall jparties.
TOP: j AONE jcompetency: jCommunication jand jRelationship-Building
4. At ja jsecond jnegotiation jsession, jthe junit jmanager jand jstaff jnurse jare junable jto
jreach ja jresolution. jWhat jis jthe jappropriate jnext jstep?
a. Arrange janother jmeeting jin ja jweek’s jtime jso jas jto jallow ja jcooling-off jperiod.
b. Elevate jthe jnext jnegation jsession jto jthe jnext jmanager, jone jlevel jabove.
c. Insist jthat jparticipants jcontinue jto jtalk juntil ja jresolution jhas jbeen jreached.
d. Back jthe junit jmanager’s jactions jand jend jthe jdispute.
ANS: j B
Part jof jleadership jis junderstanding jconflict jresolution jand jability jto jnegotiate jand jmanage
jfor jresolution jof jissues jand jconcerns. jThis jsituation jhas jfailed ja jsecond jnegotiation
jsession, jelevation jto ja jmanager jwith jadditional jtraining jto jfacilitate jconflict jresolution jis
jimportant jat jthis jpoint.
TOP: j AONE jcompetency: jCommunication jand jRelationship-Building
5. The jmanager jof ja jsurgical jarea jhas ja jvision jfor jthe jfuture jthat jrequires jthe jaddition jof jRN
jassistants jor junlicensed jpersons jto jfeed, jbathe, jand jambulate jpatients. jThe jRNs jon jthe
UNS RN TI GO B . C Msystem j and jare jvery jresistant
jstaff jhave jalways jpracticed j in j a jpr i m a r y j n ursi ng- de li ver y
jto j this jidea.
What jwould jbe jthe jbest jinitial jstrategy jfor jimplementation jof jthis jchange?
a. Exploring jthe jvalues jand jfeelings jof jthe jRN jgroup jin jrelationship jto jthis jchange
b. Leaving jthe jRNs jalone jfor ja jtime jso jthey jcan jthink jabout jthe jchange jbefore
jit jis jimplemented
c. Dropping jthe jidea jand jtrying jfor jthe jchange jin ja jyear jor jso jwhen jsome jof
jthe jpresent jRNs jhave jretired
d. Hiring jthe jassistants jand jallowing jthe jRNs jto jsee jwhat jgood jadditions jthey jare
ANS: j A
Influencing jothers jrequires jemotional jintelligence jin jdomains jsuch jas jempathy, jhandling
jrelationships, jdeepening jself-awareness jin jself jand jothers, jmotivating jothers, jand
jmanaging jemotions. jMotivating jothers jrecognizes jthat jvalues jare jpowerful jforces jthat
jinfluence jacceptance jof jchange. jLeaving jthe jRNs jalone jfor ja jperiod jof jtime jbefore
jimplementation jdoes jnot jprovide jopportunity jto jexplore jdifferent jperspectives jand jvalues.
jAvoiding jdiscussion juntil jthe jteam jchanges jmay jnot jpromote jadoption jof jthe jchange juntil
jthere jis jopportunity jto jexplore jperspectives jand jvalues jrelated jto jthe jchange. jHiring jof jthe
jassistants jdemonstrates jlack jof jempathy jfor jthe jperspectives jof jthe jRN jstaff.
TOP: j AONE jcompetency: jKnowledge jof jthe jHealth jCare jEnvironment
NURSINGTB.COM
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Distribution of this document is illegal
, Leading aSntudviaM a n aging in N ursin g 7th Edi tiounr Y
.co m - T he Ma rketpl ace t o Buy and S elll you
oder-W is e Test Bank
Stu
udy Mat eria l
6. As jthe jRN jcharge jnurse jon jthe jnight jshift jin ja jsmall jlong-term jcare jfacility, jyou’ve jfound
jthat jthere jis jlittle jturnover jamong jyour jLPN jand jnursing jassistant j(NA) jstaff jmembers,
jbut jthey jare jnot jvery jmotivated jto jgo jbeyond jtheir jjob jdescriptions jin jtheir jwork. jWhich
jof jthe jfollowing jstrategies jmight jmotivate jthe jstaff jand jlead jto jgreater jjob jsatisfaction?
a. Ask jthe jdirector jof jnursing jto joffer jhigher jwages jand jbonuses jfor jextra jwork
jfor jthe jnight jLPNs jand jNAs.
b. Allow jthe jLPNs jand jNAs jgreater jdecision-making jpower jwithin jthe jscope jof
jtheir jpositions jin jthe jinstitution.
c. Hire jadditional jstaff jso jthat jthere jare jmore jstaff javailable jfor jenhanced jcare,
jand jindividual jworkloads jare jlessened.
d. Ask jthe jdirector jof jnursing jto jincrease jjob jsecurity jfor jnight jstaff jby jhaving
jthem jsign jcontracts jthat jguarantee jwork.
ANS: j B
Hygiene jfactors jsuch jas jsalary, jworking jconditions, jand jsecurity jare jconsistent jwith
Herzberg’s jtwo-factor jtheory jof jmotivation; jmeeting jthese jneeds javoids jjob jdissatisfaction.
jMotivator jfactors jsuch jas jrecognition jand jsatisfaction jwith jwork jpromote ja jsatisfying jand
jenriched jwork jenvironment. jTransformational jleaders juse jmotivator jfactors jliberally jto
jinspire jwork jperformance jand jincrease jjob jsatisfaction.
TOP: j AONE jcompetency: jCommunication jand jRelationship-Building
7. The jnurse jmanager jwants jto jincrease jmotivation jby jproviding jmotivating jfactors jfor jthe
jnurse jon jthe junit. jWhat jaction jwould jbe jappropriate jto jmotivate jthe jstaff?
a. Collaborate jwith jthe jhuman jresource/personnel jdepartment jto jdevelop jon-
site jdaycare jservices.
b. Provide j a j hierarchical j org ani zati onal str uc tu re. j
N R IS GN B T .C M
c. Implement ja jmodel jof jsharU ed jg ove rn an ce. O
d. Promote jthe jdevelopment jof ja jflexible jbenefits jpackage.
ANS: j C
Complexity jtheory jsuggests jthat jsystems jinteract jand jadapt jand jthat jdecision jmaking
joccurs jthroughout jsystems, jas jopposed jto jbeing jheld jin ja jhierarchy. jIn jcomplexity
jtheory, jevery jvoice jcounts, jand jtherefore jall jlevels jof jstaff jwould jbe jinvolved jin
jdecision jmaking. jThis jprinciple jis jthe jfoundation jof jshared jgovernance.
TOP: j AONE jcompetency: jCommunication jand jRelationship-Building
8. A jcharge jnurse jon ja jbusy j40-bed jmedical/surgical junit jis japproached jby ja jfamily jmember
jwho jbegins jto jcomplain jloudly jabout jthe jquality jof jcare jhis jmother jis jreceiving. jHis
jbehavior jis jso jdisruptive jthat jit jis joverheard jby jstaff, jphysicians, jand jother jvisitors. jThe
jfamily jmember jleaves jthe junit jabruptly, jand jthe jnurse jis jleft jfeeling jfrustrated. jWhich
jbehavior jby jthe jcharge jnurse jbest jillustrates jrefined jleadership jskills jin jan jemotionally
jintelligent jpractitioner?
a. Reflect jto jgain jinsight jinto jhow jthe jsituation jcould jbe jhandled jdifferently jin
jthe jfuture.
b. Try jto jcatch jup jwith jthe jangry jfamily jmember jto jresolve jthe jconcern.
c. Discuss jthe jconcern jwith jthe jpatient jafter jthe jfamily jmember jhas jleft.
d. Notify jnursing jadministration jof jthe jsituation.
ANS: j A
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