Leadership Yoder-Wise Final Exam CH 1, 3,
4, 21, 20, 7, 6, 19, 12, 9, 13, 14, 16, 17 With
complete solution Newest 100% PASS
A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She is asked to
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
assess and adapt the unit to better meet the unique needs of older adult patients. According to
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
complexity principles, what would be the best approach to take in making this change?
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
a. Leverage the hierarchical management position to get unit staff involved in assessment and planning.
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
b. Engage involved staff at all levels in the decision-making process.
II! II! II! II! II! II! II! II! II! II! II!
c. Focus the assessment on the unit, and omit the hospital and community environment.
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
d. Hire a geriatric specialist to oversee and control the project. - Correct Answers B
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who has called in sick
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! five times in the past month. He tells the manager that he very much wants to come to work when
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! scheduled, but must often care for his wife, who is undergoing treatment for breast cancer. In the practice
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! of a strengths-based nursing leader, what would be the best approach to satisfying the needs of this
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! nurse, other staff, and patients? II! II! II! II! II!
a. Line up agency nurses who can be called in to work on short notice.
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
b. Place the nurse on unpaid leave for the remainder of his wife's treatment.
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
c. Sympathize with the nurse's dilemma and let the charge nurse know that this nurse may be calling in
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
frequently in the future.
II! II! II! II! II!
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled days off around his
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
wife's treatments. - Correct Answers D
II! II! II! II! II! II! II!
II! A grievance brought by a staff nurse against the unit manager requires mediation. At the first mediation
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! session, the staff nurse repeatedly calls the unit manager's actions unfair, and the unit manager continues
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! to reiterate the reasons for the actions. What would be the best course of action at this time?
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
a. Send the two disputants away to reach their own resolution.
II! II! II! II! II! II! II! II! II! II! II!
b. Involve another staff nurse in the discussion so as to clarify issues.
II! II! II! II! II! II! II! II! II! II! II! II! II!
c. Ask each party to examine her own motives and issues in the conflict.
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
,d. Continue to listen as the parties repeat their thoughts and feelings about the conflict. - Correct
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
Answers C
II! II!
II! Shortly after being informed of fetal death, a labouring woman asks why she is not able to hear her baby's
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! heartbeat on the monitor anymore. Although the monitor volume had been turned off so that the patient
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! would be able to sleep between contractions, the nurse responded that there was no heartbeat to hear
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! because the baby had died in utero; then the nurse asked whether the patient would like to talk about
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! how she was feeling. This response demonstrates:
II! II! II! II! II! II! II!
a. Lack of empathy.
II! II! II! II!
b. Ethical leadership.
II! II! II!
c. Complexity science.
II! II!
d. A coercive relationship. - Correct Answers B
II! II! II! II! II! II! II! II!
II! The manager of a surgical area envisions a future that requires the addition of registered nurse (RN)
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! assistants or unlicensed persons to feed, bathe, and walk patients. The RNs on the staff have always
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! practiced in a primary nursing-delivery system and are very resistant to this idea.
II! II! II! II! II! II! II! II! II! II! II! II! II!
The best initial strategy in this situation would include:
II! II! II! II! II! II! II! II! II!
a. Exploring the values of the RNs in relation to this change.
II! II! II! II! II! II! II! II! II! II! II! II!
b. Leaving the RNs alone for a time so they can think about the change before they are approached again.
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
c. Dropping the idea and trying for the change in another year or so.
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
d. Hiring the assistants and allowing the RNs to see what good additions they are. - Correct Answers A
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! As the charge nurse on the night shift in a small long-term care facility, you have found that there is little
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! turnover among your licensed practical nurse and nursing assistant (NA) staff members, but they are not
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! very motivated to work beyond their job descriptions. Which of the following strategies might motivate
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! the staff and lead to greater job satisfaction?
II! II! II! II! II! II! II! II!
a. Ask the director of nursing to offer higher wages and bonuses for extra work for the night licensed
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
practical nurses and NAs.
II! II! II! II! II!
b. Allow the licensed practical nurses and NAs greater decision-making power within the scope of their
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
positions in the institution.
II! II! II! II! II!
c. Help the licensed practical nurses and NAs with their work, whenever possible.
II! II! II! II! II! II! II! II! II! II! II! II! II!
d. Ask the director of nursing to increase job security for night staff by having them sign contracts that
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
guarantee work. - Correct Answers B
II! II! II! II! II! II! II!
,II! As the nurse manager, you want to increase motivation by providing motivating factors. Which action
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! would you select? II! II! II!
a. Collaborate with the human resources/personnel department to develop on-site daycare services.
II! II! II! II! II! II! II! II! II! II! II! II!
b. Provide a hierarchical organizational structure.
II! II! II! II! II! II!
c. Implement a model of shared governance.
II! II! II! II! II! II! II!
d. Promote the development of a flexible benefits package. - Correct Answers C
II! II! II! II! II! II! II! II! II! II! II! II! II!
II! A charge nurse on a busy 40-bed medical/surgical unit is approached by a patient's son, who begins to
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! complain loudly about the quality of care his mother is receiving. His behaviour is so disruptive that it is
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! overheard by staff, physicians, and other visitors. The family member rejects any attempt to intervene
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! therapeutically to resolve the issue. He leaves the unit abruptly, and the nurse is left feeling frustrated. II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! Which behaviour by the charge nurse best illustrates refined leadership skills in an emotionally intelligent
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! practitioner? II!
a. Reflection to obtain insight into how the situation could be handled differently in the future
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
b. Trying to catch up with the angry family member to resolve the concern
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
c. Discussing the concern with the patient after the family member has left
II! II! II! II! II! II! II! II! II! II! II! II! II!
d. Notifying nursing administration of the situation - Correct Answers A
II! II! II! II! II! II! II! II! II! II! II!
II! The chief nursing officer has asked the staff development coordinator to facilitate the development of a
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! clinical competency program for the facility. While making rounds on the units, the staff development
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! coordinator overhears RN staff complaining that they believe it is insulting to be required to participate in
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! a competency program. Which behaviour by the staff development coordinator is most appropriate in
II! II! II! II! II! II! II! II! II! II! II! II! II!
II! this situation?II! II!
a. Disregard staff concerns and continue with development of the program.
II! II! II! II! II! II! II! II! II! II! II!
b. Inform the nurses that this program is a requirement for accreditation by the Joint Commission on
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
Accreditation of Healthcare Organizations (JCAHO).
II! II! II! II! II! II!
c. Schedule a meeting with the chief nurse executive to apprise her of the situation.
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
d. Facilitate a meeting so nurses can articulate their values and concerns about a competency program. -
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
Correct Answers D
II! II! II!
II! Which category is unique to leadership but is not part of management?
II! II! II! II! II! II! II! II! II! II! II! II!
a. Initiating change
II! II! II!
, b. Personal qualities
II! II! II!
c. Developing people
II! II! II!
d. Information management - Correct Answers C
II! II! II! II! II! II! II!
II! You overhear a newly graduated RN telling one of your colleagues that leadership and management
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! belong to the unit manager and not to her. Because you are a nursing colleague, your response
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! demonstrates understanding that the perception of the new graduate: II! II! II! II! II! II! II! II! II!
a. Is accurately reflected in the new graduate's statement.
II! II! II! II! II! II! II! II! II!
b. Would benefit from further understanding of her role as a professional in relation to decision-making.
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
c. Has been influenced by nurse leaders and managers who leave for other positions.
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
d. Is related to the general perception that nurse leaders and managers are not satisfied in their jobs. -
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
Correct Answers B
II! II! II!
II! You walk into a patient's room and find him yelling at the licensed practical nurse. The patient is obviously
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! very upset, and after you speak with him regarding his behaviour, you determine that he has not slept for
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! three nights because of unrelieved pain levels. The licensedpractical nurse is very upset with him and calls
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! him an "ugly, old man." You acknowledge her feelings and concerns and then suggest that the patient's
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! behaviour was aggressive but is related to lack of sleep and to pain. You ask, "Can both you and the
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! patient together determine triggers for the pain and effective approaches to controlling his pain?" This
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! approach demonstrates: II! II!
a. Lack of empathy and understanding for the licensed practical nurse.
II! II! II! II! II! II! II! II! II! II! II!
b. Concern with placating the patient.
II! II! II! II! II! II!
c. Leadership behaviour.
II! II! II!
d. Management behaviour. - Correct Answers C
II! II! II! II! II! II! II!
II! Which category is unique to management but is not part of leadership?
II! II! II! II! II! II! II! II! II! II! II! II!
a. Initiating change
II! II! II!
b. Personal qualities
II! II! II!
c. Developing people
II! II! II!
d. Information management - Correct Answers D
II! II! II! II! II! II! II!
4, 21, 20, 7, 6, 19, 12, 9, 13, 14, 16, 17 With
complete solution Newest 100% PASS
A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She is asked to
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
assess and adapt the unit to better meet the unique needs of older adult patients. According to
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
complexity principles, what would be the best approach to take in making this change?
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
a. Leverage the hierarchical management position to get unit staff involved in assessment and planning.
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
b. Engage involved staff at all levels in the decision-making process.
II! II! II! II! II! II! II! II! II! II! II!
c. Focus the assessment on the unit, and omit the hospital and community environment.
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
d. Hire a geriatric specialist to oversee and control the project. - Correct Answers B
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who has called in sick
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! five times in the past month. He tells the manager that he very much wants to come to work when
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! scheduled, but must often care for his wife, who is undergoing treatment for breast cancer. In the practice
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! of a strengths-based nursing leader, what would be the best approach to satisfying the needs of this
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! nurse, other staff, and patients? II! II! II! II! II!
a. Line up agency nurses who can be called in to work on short notice.
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
b. Place the nurse on unpaid leave for the remainder of his wife's treatment.
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
c. Sympathize with the nurse's dilemma and let the charge nurse know that this nurse may be calling in
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
frequently in the future.
II! II! II! II! II!
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled days off around his
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
wife's treatments. - Correct Answers D
II! II! II! II! II! II! II!
II! A grievance brought by a staff nurse against the unit manager requires mediation. At the first mediation
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! session, the staff nurse repeatedly calls the unit manager's actions unfair, and the unit manager continues
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! to reiterate the reasons for the actions. What would be the best course of action at this time?
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
a. Send the two disputants away to reach their own resolution.
II! II! II! II! II! II! II! II! II! II! II!
b. Involve another staff nurse in the discussion so as to clarify issues.
II! II! II! II! II! II! II! II! II! II! II! II! II!
c. Ask each party to examine her own motives and issues in the conflict.
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
,d. Continue to listen as the parties repeat their thoughts and feelings about the conflict. - Correct
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
Answers C
II! II!
II! Shortly after being informed of fetal death, a labouring woman asks why she is not able to hear her baby's
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! heartbeat on the monitor anymore. Although the monitor volume had been turned off so that the patient
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! would be able to sleep between contractions, the nurse responded that there was no heartbeat to hear
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! because the baby had died in utero; then the nurse asked whether the patient would like to talk about
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! how she was feeling. This response demonstrates:
II! II! II! II! II! II! II!
a. Lack of empathy.
II! II! II! II!
b. Ethical leadership.
II! II! II!
c. Complexity science.
II! II!
d. A coercive relationship. - Correct Answers B
II! II! II! II! II! II! II! II!
II! The manager of a surgical area envisions a future that requires the addition of registered nurse (RN)
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! assistants or unlicensed persons to feed, bathe, and walk patients. The RNs on the staff have always
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! practiced in a primary nursing-delivery system and are very resistant to this idea.
II! II! II! II! II! II! II! II! II! II! II! II! II!
The best initial strategy in this situation would include:
II! II! II! II! II! II! II! II! II!
a. Exploring the values of the RNs in relation to this change.
II! II! II! II! II! II! II! II! II! II! II! II!
b. Leaving the RNs alone for a time so they can think about the change before they are approached again.
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
c. Dropping the idea and trying for the change in another year or so.
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
d. Hiring the assistants and allowing the RNs to see what good additions they are. - Correct Answers A
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! As the charge nurse on the night shift in a small long-term care facility, you have found that there is little
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! turnover among your licensed practical nurse and nursing assistant (NA) staff members, but they are not
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! very motivated to work beyond their job descriptions. Which of the following strategies might motivate
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! the staff and lead to greater job satisfaction?
II! II! II! II! II! II! II! II!
a. Ask the director of nursing to offer higher wages and bonuses for extra work for the night licensed
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
practical nurses and NAs.
II! II! II! II! II!
b. Allow the licensed practical nurses and NAs greater decision-making power within the scope of their
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
positions in the institution.
II! II! II! II! II!
c. Help the licensed practical nurses and NAs with their work, whenever possible.
II! II! II! II! II! II! II! II! II! II! II! II! II!
d. Ask the director of nursing to increase job security for night staff by having them sign contracts that
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
guarantee work. - Correct Answers B
II! II! II! II! II! II! II!
,II! As the nurse manager, you want to increase motivation by providing motivating factors. Which action
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! would you select? II! II! II!
a. Collaborate with the human resources/personnel department to develop on-site daycare services.
II! II! II! II! II! II! II! II! II! II! II! II!
b. Provide a hierarchical organizational structure.
II! II! II! II! II! II!
c. Implement a model of shared governance.
II! II! II! II! II! II! II!
d. Promote the development of a flexible benefits package. - Correct Answers C
II! II! II! II! II! II! II! II! II! II! II! II! II!
II! A charge nurse on a busy 40-bed medical/surgical unit is approached by a patient's son, who begins to
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! complain loudly about the quality of care his mother is receiving. His behaviour is so disruptive that it is
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! overheard by staff, physicians, and other visitors. The family member rejects any attempt to intervene
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! therapeutically to resolve the issue. He leaves the unit abruptly, and the nurse is left feeling frustrated. II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! Which behaviour by the charge nurse best illustrates refined leadership skills in an emotionally intelligent
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! practitioner? II!
a. Reflection to obtain insight into how the situation could be handled differently in the future
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
b. Trying to catch up with the angry family member to resolve the concern
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
c. Discussing the concern with the patient after the family member has left
II! II! II! II! II! II! II! II! II! II! II! II! II!
d. Notifying nursing administration of the situation - Correct Answers A
II! II! II! II! II! II! II! II! II! II! II!
II! The chief nursing officer has asked the staff development coordinator to facilitate the development of a
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! clinical competency program for the facility. While making rounds on the units, the staff development
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! coordinator overhears RN staff complaining that they believe it is insulting to be required to participate in
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! a competency program. Which behaviour by the staff development coordinator is most appropriate in
II! II! II! II! II! II! II! II! II! II! II! II! II!
II! this situation?II! II!
a. Disregard staff concerns and continue with development of the program.
II! II! II! II! II! II! II! II! II! II! II!
b. Inform the nurses that this program is a requirement for accreditation by the Joint Commission on
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
Accreditation of Healthcare Organizations (JCAHO).
II! II! II! II! II! II!
c. Schedule a meeting with the chief nurse executive to apprise her of the situation.
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
d. Facilitate a meeting so nurses can articulate their values and concerns about a competency program. -
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
Correct Answers D
II! II! II!
II! Which category is unique to leadership but is not part of management?
II! II! II! II! II! II! II! II! II! II! II! II!
a. Initiating change
II! II! II!
, b. Personal qualities
II! II! II!
c. Developing people
II! II! II!
d. Information management - Correct Answers C
II! II! II! II! II! II! II!
II! You overhear a newly graduated RN telling one of your colleagues that leadership and management
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! belong to the unit manager and not to her. Because you are a nursing colleague, your response
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! demonstrates understanding that the perception of the new graduate: II! II! II! II! II! II! II! II! II!
a. Is accurately reflected in the new graduate's statement.
II! II! II! II! II! II! II! II! II!
b. Would benefit from further understanding of her role as a professional in relation to decision-making.
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
c. Has been influenced by nurse leaders and managers who leave for other positions.
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
d. Is related to the general perception that nurse leaders and managers are not satisfied in their jobs. -
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
Correct Answers B
II! II! II!
II! You walk into a patient's room and find him yelling at the licensed practical nurse. The patient is obviously
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! very upset, and after you speak with him regarding his behaviour, you determine that he has not slept for
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! three nights because of unrelieved pain levels. The licensedpractical nurse is very upset with him and calls
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! him an "ugly, old man." You acknowledge her feelings and concerns and then suggest that the patient's
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! behaviour was aggressive but is related to lack of sleep and to pain. You ask, "Can both you and the
II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! patient together determine triggers for the pain and effective approaches to controlling his pain?" This
II! II! II! II! II! II! II! II! II! II! II! II! II! II!
II! approach demonstrates: II! II!
a. Lack of empathy and understanding for the licensed practical nurse.
II! II! II! II! II! II! II! II! II! II! II!
b. Concern with placating the patient.
II! II! II! II! II! II!
c. Leadership behaviour.
II! II! II!
d. Management behaviour. - Correct Answers C
II! II! II! II! II! II! II!
II! Which category is unique to management but is not part of leadership?
II! II! II! II! II! II! II! II! II! II! II! II!
a. Initiating change
II! II! II!
b. Personal qualities
II! II! II!
c. Developing people
II! II! II!
d. Information management - Correct Answers D
II! II! II! II! II! II! II!
