Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank
tt tt tt tt tt tt tt tt tt
TEST BANK Yoder-
tt tt
Wise: Leading and Managing in Nursing, 8th E
tt tt tt tt tt tt tt
dition 2023/2024 Update
tt tt
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank tt tt tt tt tt tt tt tt tt
Chapter 01: Leading, Managing, and Following
tt tt tt tt tt
Yoder-Wise: Leading and Managing in Nursing, 8th Editiontt tt tt tt tt tt tt
MULTIPLE CHOICE tt
1. A nurse manager of a 20-
tt tt tt tt tt
bed medical unit finds that 80% of the patients are older adults. She is asked to assess and adapt t
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
he unit to better meet the unique needs of the older adult patient. Using complexity principles, w
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
hat would be the best approach to take for implementation of this change?
tt tt tt tt tt tt tt tt tt tt tt tt
a. Leverage the hierarchical management position to get unit staff involved in as tt tt tt tt tt tt tt tt tt tt tt
sessment and planning. tt tt
b. Engage involved staff at all levels in the decision-making process. tt tt tt tt tt tt tt tt tt
c. Focus the assessment on the unit and omit the hospital and community e
tt tt tt tt tt tt tt tt tt tt tt tt
nvironment.
d. Hire a geriatric specialist to oversee and control the project.
tt tt tt tt tt tt tt tt tt
ANS: B tt
Complexity theory suggests that systems interact and adapt and that decision making occurs th
tt tt tt tt tt tt tt tt tt tt tt tt tt
roughout the systems, as opposed to being held in a hierarchy. In complexity theory, every voic
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
e counts, and therefore, all levels of staff would be involved in decision making.
tt tt tt tt tt tt tt tt tt tt tt tt tt
TOP: AONE competency: Communication and Relationship-Building
tt tt tt t tt
2. A unit manager of a 25-
tt tt tt tt tt
bed medical/surgical area receives a phone call from a nurse who has called in sick five times in
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt t
the past month. He tells the manager that he very much wants to
t tt tt tt tt tt tt tt tt tt tt tt tt
come to work when scheduled but must often care for his wife, who is undergoing treatment for br
east cancer. According t oUM aSsNl R I
NG’ sB.C hiO
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
tt ow Tneed e rarchy theory, what would be the best
tt tt
t t t t
t tt tt tt tt tt tt tt
approach to satisfying the needs of this nurse, other staff, and patients?
tt tt tt tt tt tt tt tt tt tt tt
a. Line up agency nurses who can be called in to work on short notice.
tt tt tt tt tt tt tt tt tt tt tt tt tt
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
tt tt tt tt tt tt tt tt tt tt tt tt
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurse m tt tt tt tt tt tt tt tt tt tt tt tt tt tt
ay be calling in frequently in the future.
tt tt tt tt tt tt tt
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled da
tt tt tt tt tt tt tt tt tt tt tt tt tt
ys off around his wife’s treatments.
tt tt tt tt tt
ANS: D tt
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiologic needs an
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
d demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient car
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
e and threaten the needs of staff to feel competent. Arranging the schedule around the wife’s nee
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
ds meets the needs of the staff and of patients while satisfying the nurse’s need for affiliation.
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
TOP: AONE competency: Communication and Relationship-Building
tt tt tt t tt
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first m
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
ediation session, the staff nurse repeatedly calls the unit manager’s actions unfair, and the unit
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
manager continues to reiterate the reasons for the actions. What would be the best course of actio
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
n at this time?
tt tt tt
a. Send the two disputants away to reach their own resolution.
tt tt tt tt tt tt tt tt tt
b. Involve another staff nurse in the discussion for clarity issues. tt tt tt tt tt tt tt tt tt
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank tt tt tt tt tt tt tt tt tt
c. Ask each party to examine their own motives and issues in the conflict.
tt tt tt tt tt tt tt tt tt tt tt tt
d. Continue to listen as the parties repeat their thoughts and feelings about the co tt tt tt tt tt tt tt tt tt tt tt tt tt
nflict.
ANS: C tt
For resolution of conflict, one should address the interests and involvement of participants in the
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
conflict by examining the real issues of all parties.
tt tt tt tt tt tt tt tt
TOP: AONE competency: Communication and Relationship-Building
tt tt tt t tt
4. At a second negotiation session, the unit manager and staff nurse are unable to reach a res
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
olution. What is the appropriate next step? tt tt tt tt tt tt
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
tt tt tt tt tt tt tt tt tt tt tt tt tt
b. Elevate the next negation session to the next manager, one level above.
tt tt tt tt tt tt tt tt tt tt tt
c. Insist that participants continue to talk until a resolution has been reached.
tt tt tt tt tt tt tt tt tt tt tt
d. Back the unit manager’s actions and end the dispute.
tt tt tt tt tt tt tt tt
ANS: B tt
Part of leadership is understanding conflict resolution and ability to negotiate and manage for res
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
olution of issues and concerns. This situation has failed a second negotiation session, elevation t
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
o a manager with additional training to facilitate conflict resolution is important at this point.
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
TOP: AONE competency: Communication and Relationship-Building
tt tt tt t tt
5. The manager of a surgical area has a vision for the future that requires the addition of RN assist
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
ants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff have alwa
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
ys practiced in a prN
i m aRr y nIursiGng-B
de.liC
veryMsystem and are very resistant to this idea.
U S N for
T implementation of this change?
tt tt tt tt tt tt tt tt tt tt tt tt
What would be the best initial strategy
tt tt tt tt tt tt
tt tt tt
tt tt tt tt tt
a. Exploring the values and feelings of the RN group in relationship to this change tt tt tt tt tt tt tt tt tt tt tt tt tt
b. Leaving the RNs alone for a time so they can think about the change before it is im
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
plemented
c. Dropping the idea and trying for the change in a year or so when some of the pr tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
esent RNs have retired tt tt tt
d. Hiring the assistants and allowing the RNs to see what good additions they are
tt tt tt tt tt tt tt tt tt tt tt tt tt
ANS: A tt
Influencing others requires emotional intelligence in domains such as empathy, handling relatio
tt tt tt tt tt tt tt tt tt tt tt
nships, deepening self- tt tt
awareness in self and others, motivating others, and managing emotions. Motivating others rec
tt tt tt tt tt tt tt tt tt tt tt tt
ognizes that values are powerful forces that influence acceptance of change. Leaving the RNs al
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
one for a period of time before implementation does not provide opportunity to explore different
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
perspectives and values. Avoiding discussion until the team changes may not promote adoption
tt tt tt tt tt tt tt tt tt tt tt tt tt
of the change until there is opportunity to explore perspectives and values related to the change.
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
Hiring of the assistants demonstrates lack of empathy for the perspectives of the RN staff.
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
TOP: AONE competency: Knowledge of the Health Care Environment
tt tt tt tt tt tt t tt
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank tt tt tt tt tt tt tt tt tt
6. As the RN charge nurse on the night shift in a small long-
tt tt tt tt tt tt tt tt tt tt tt tt
term care facility, you’ve found that there is little turnover among your LPN and nursing assista
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
nt (NA) staff members, but they are not very motivated to go beyond their job descriptions in th
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
eir work. Which of the following strategies might motivate the staff and lead to greater job satis
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
faction?
a. Ask the director of nursing to offer higher wages and bonuses for extra work for th
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
e night LPNs and NAs. tt tt tt tt
b. Allow the LPNs and NAs greater decision- tt tt tt tt tt tt
making power within the scope of their positions in the institution. tt tt tt tt tt tt tt tt tt tt
c. Hire additional staff so that there are more staff available for enhanced care, and in
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
dividual workloads are lessened. tt tt tt
d. Ask the director of nursing to increase job security for night staff by having them si
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
gn contracts that guarantee work. tt tt tt tt
ANS: B tt
Hygiene factors such as salary, working conditions, and security are consistent with Herzberg’s
tt tt tt tt tt tt tt tt tt tt tt tt tt
two-
factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factors su
tt tt tt tt tt tt tt tt tt tt tt tt
ch as recognition and satisfaction with work promote a satisfying and enriched work environme
tt tt tt tt tt tt tt tt tt tt tt tt tt
nt. Transformational leaders use motivator factors liberally to inspire work performance and incr
tt tt tt tt tt tt tt tt tt tt tt tt
ease job satisfaction. tt tt
TOP: AONE competency: Communication and Relationship-Building
tt tt tt t tt
7. The nurse manager wants to increase motivation by providing motivating factors for the nurse on
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
the unit. What action would be appropriate to motivate the staff?
tt tt tt tt tt tt tt tt tt tt tt
a. Collaborate with the human resource/personnel department to develop on-site tt tt tt tt tt tt tt tt
daycare services. tt
b. Provide a hierarchical orgNaniR
zatiI
onalGstrB
uc.
tuCre. M tt tt tt tt
c. Implement a model of shar U
e d gSov eN
rnanTce. O tt tt tt tt tt
d. Promote the development of a flexible benefits package. tt tt tt tt tt tt tt
ANS: C tt
Complexity theory suggests that systems interact and adapt and that decision making occurs thro
tt tt tt tt tt tt tt tt tt tt tt tt tt
ughout systems, as opposed to being held in a hierarchy. In complexity theory, every voice coun
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
ts, and therefore all levels of staff would be involved in decision making. This principle is the fo
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
undation of shared governance. tt tt tt
TOP: AONE competency: Communication and Relationship-Building
tt tt tt t tt
8. A charge nurse on a busy 40-
tt tt tt tt tt tt
bed medical/surgical unit is approached by a family member who begins to complain loudly ab
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
out the quality of care his mother is receiving. His behavior is so disruptive that it is overheard b
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
y staff, physicians, and other visitors. The family member leaves the unit abruptly, and the nurse
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
is left feeling frustrated. Which behavior by the charge nurse best illustrates refined leadership s
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
kills in an emotionally intelligent practitioner?
tt tt tt tt tt
a. Reflect to gain insight into how the situation could be handled differently in the futt tt tt tt tt tt tt tt tt tt tt tt tt tt
ture.
b. Try to catch up with the angry family member to resolve the concern.
tt tt tt tt tt tt tt tt tt tt tt tt
c. Discuss the concern with the patient after the family member has left. tt tt tt tt tt tt tt tt tt tt tt
d. Notify nursing administration of the situation. tt tt tt tt tt
ANS: A tt
NURSINGTB.COM
tt tt tt tt tt tt tt tt tt
TEST BANK Yoder-
tt tt
Wise: Leading and Managing in Nursing, 8th E
tt tt tt tt tt tt tt
dition 2023/2024 Update
tt tt
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank tt tt tt tt tt tt tt tt tt
Chapter 01: Leading, Managing, and Following
tt tt tt tt tt
Yoder-Wise: Leading and Managing in Nursing, 8th Editiontt tt tt tt tt tt tt
MULTIPLE CHOICE tt
1. A nurse manager of a 20-
tt tt tt tt tt
bed medical unit finds that 80% of the patients are older adults. She is asked to assess and adapt t
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
he unit to better meet the unique needs of the older adult patient. Using complexity principles, w
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
hat would be the best approach to take for implementation of this change?
tt tt tt tt tt tt tt tt tt tt tt tt
a. Leverage the hierarchical management position to get unit staff involved in as tt tt tt tt tt tt tt tt tt tt tt
sessment and planning. tt tt
b. Engage involved staff at all levels in the decision-making process. tt tt tt tt tt tt tt tt tt
c. Focus the assessment on the unit and omit the hospital and community e
tt tt tt tt tt tt tt tt tt tt tt tt
nvironment.
d. Hire a geriatric specialist to oversee and control the project.
tt tt tt tt tt tt tt tt tt
ANS: B tt
Complexity theory suggests that systems interact and adapt and that decision making occurs th
tt tt tt tt tt tt tt tt tt tt tt tt tt
roughout the systems, as opposed to being held in a hierarchy. In complexity theory, every voic
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
e counts, and therefore, all levels of staff would be involved in decision making.
tt tt tt tt tt tt tt tt tt tt tt tt tt
TOP: AONE competency: Communication and Relationship-Building
tt tt tt t tt
2. A unit manager of a 25-
tt tt tt tt tt
bed medical/surgical area receives a phone call from a nurse who has called in sick five times in
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt t
the past month. He tells the manager that he very much wants to
t tt tt tt tt tt tt tt tt tt tt tt tt
come to work when scheduled but must often care for his wife, who is undergoing treatment for br
east cancer. According t oUM aSsNl R I
NG’ sB.C hiO
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
tt ow Tneed e rarchy theory, what would be the best
tt tt
t t t t
t tt tt tt tt tt tt tt
approach to satisfying the needs of this nurse, other staff, and patients?
tt tt tt tt tt tt tt tt tt tt tt
a. Line up agency nurses who can be called in to work on short notice.
tt tt tt tt tt tt tt tt tt tt tt tt tt
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
tt tt tt tt tt tt tt tt tt tt tt tt
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurse m tt tt tt tt tt tt tt tt tt tt tt tt tt tt
ay be calling in frequently in the future.
tt tt tt tt tt tt tt
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled da
tt tt tt tt tt tt tt tt tt tt tt tt tt
ys off around his wife’s treatments.
tt tt tt tt tt
ANS: D tt
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiologic needs an
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
d demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient car
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
e and threaten the needs of staff to feel competent. Arranging the schedule around the wife’s nee
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
ds meets the needs of the staff and of patients while satisfying the nurse’s need for affiliation.
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
TOP: AONE competency: Communication and Relationship-Building
tt tt tt t tt
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first m
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
ediation session, the staff nurse repeatedly calls the unit manager’s actions unfair, and the unit
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
manager continues to reiterate the reasons for the actions. What would be the best course of actio
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
n at this time?
tt tt tt
a. Send the two disputants away to reach their own resolution.
tt tt tt tt tt tt tt tt tt
b. Involve another staff nurse in the discussion for clarity issues. tt tt tt tt tt tt tt tt tt
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank tt tt tt tt tt tt tt tt tt
c. Ask each party to examine their own motives and issues in the conflict.
tt tt tt tt tt tt tt tt tt tt tt tt
d. Continue to listen as the parties repeat their thoughts and feelings about the co tt tt tt tt tt tt tt tt tt tt tt tt tt
nflict.
ANS: C tt
For resolution of conflict, one should address the interests and involvement of participants in the
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
conflict by examining the real issues of all parties.
tt tt tt tt tt tt tt tt
TOP: AONE competency: Communication and Relationship-Building
tt tt tt t tt
4. At a second negotiation session, the unit manager and staff nurse are unable to reach a res
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
olution. What is the appropriate next step? tt tt tt tt tt tt
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
tt tt tt tt tt tt tt tt tt tt tt tt tt
b. Elevate the next negation session to the next manager, one level above.
tt tt tt tt tt tt tt tt tt tt tt
c. Insist that participants continue to talk until a resolution has been reached.
tt tt tt tt tt tt tt tt tt tt tt
d. Back the unit manager’s actions and end the dispute.
tt tt tt tt tt tt tt tt
ANS: B tt
Part of leadership is understanding conflict resolution and ability to negotiate and manage for res
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
olution of issues and concerns. This situation has failed a second negotiation session, elevation t
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
o a manager with additional training to facilitate conflict resolution is important at this point.
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
TOP: AONE competency: Communication and Relationship-Building
tt tt tt t tt
5. The manager of a surgical area has a vision for the future that requires the addition of RN assist
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
ants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff have alwa
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
ys practiced in a prN
i m aRr y nIursiGng-B
de.liC
veryMsystem and are very resistant to this idea.
U S N for
T implementation of this change?
tt tt tt tt tt tt tt tt tt tt tt tt
What would be the best initial strategy
tt tt tt tt tt tt
tt tt tt
tt tt tt tt tt
a. Exploring the values and feelings of the RN group in relationship to this change tt tt tt tt tt tt tt tt tt tt tt tt tt
b. Leaving the RNs alone for a time so they can think about the change before it is im
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
plemented
c. Dropping the idea and trying for the change in a year or so when some of the pr tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
esent RNs have retired tt tt tt
d. Hiring the assistants and allowing the RNs to see what good additions they are
tt tt tt tt tt tt tt tt tt tt tt tt tt
ANS: A tt
Influencing others requires emotional intelligence in domains such as empathy, handling relatio
tt tt tt tt tt tt tt tt tt tt tt
nships, deepening self- tt tt
awareness in self and others, motivating others, and managing emotions. Motivating others rec
tt tt tt tt tt tt tt tt tt tt tt tt
ognizes that values are powerful forces that influence acceptance of change. Leaving the RNs al
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
one for a period of time before implementation does not provide opportunity to explore different
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
perspectives and values. Avoiding discussion until the team changes may not promote adoption
tt tt tt tt tt tt tt tt tt tt tt tt tt
of the change until there is opportunity to explore perspectives and values related to the change.
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
Hiring of the assistants demonstrates lack of empathy for the perspectives of the RN staff.
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
TOP: AONE competency: Knowledge of the Health Care Environment
tt tt tt tt tt tt t tt
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank tt tt tt tt tt tt tt tt tt
6. As the RN charge nurse on the night shift in a small long-
tt tt tt tt tt tt tt tt tt tt tt tt
term care facility, you’ve found that there is little turnover among your LPN and nursing assista
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
nt (NA) staff members, but they are not very motivated to go beyond their job descriptions in th
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
eir work. Which of the following strategies might motivate the staff and lead to greater job satis
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
faction?
a. Ask the director of nursing to offer higher wages and bonuses for extra work for th
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
e night LPNs and NAs. tt tt tt tt
b. Allow the LPNs and NAs greater decision- tt tt tt tt tt tt
making power within the scope of their positions in the institution. tt tt tt tt tt tt tt tt tt tt
c. Hire additional staff so that there are more staff available for enhanced care, and in
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
dividual workloads are lessened. tt tt tt
d. Ask the director of nursing to increase job security for night staff by having them si
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
gn contracts that guarantee work. tt tt tt tt
ANS: B tt
Hygiene factors such as salary, working conditions, and security are consistent with Herzberg’s
tt tt tt tt tt tt tt tt tt tt tt tt tt
two-
factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factors su
tt tt tt tt tt tt tt tt tt tt tt tt
ch as recognition and satisfaction with work promote a satisfying and enriched work environme
tt tt tt tt tt tt tt tt tt tt tt tt tt
nt. Transformational leaders use motivator factors liberally to inspire work performance and incr
tt tt tt tt tt tt tt tt tt tt tt tt
ease job satisfaction. tt tt
TOP: AONE competency: Communication and Relationship-Building
tt tt tt t tt
7. The nurse manager wants to increase motivation by providing motivating factors for the nurse on
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
the unit. What action would be appropriate to motivate the staff?
tt tt tt tt tt tt tt tt tt tt tt
a. Collaborate with the human resource/personnel department to develop on-site tt tt tt tt tt tt tt tt
daycare services. tt
b. Provide a hierarchical orgNaniR
zatiI
onalGstrB
uc.
tuCre. M tt tt tt tt
c. Implement a model of shar U
e d gSov eN
rnanTce. O tt tt tt tt tt
d. Promote the development of a flexible benefits package. tt tt tt tt tt tt tt
ANS: C tt
Complexity theory suggests that systems interact and adapt and that decision making occurs thro
tt tt tt tt tt tt tt tt tt tt tt tt tt
ughout systems, as opposed to being held in a hierarchy. In complexity theory, every voice coun
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
ts, and therefore all levels of staff would be involved in decision making. This principle is the fo
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
undation of shared governance. tt tt tt
TOP: AONE competency: Communication and Relationship-Building
tt tt tt t tt
8. A charge nurse on a busy 40-
tt tt tt tt tt tt
bed medical/surgical unit is approached by a family member who begins to complain loudly ab
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
out the quality of care his mother is receiving. His behavior is so disruptive that it is overheard b
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
y staff, physicians, and other visitors. The family member leaves the unit abruptly, and the nurse
tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt tt
is left feeling frustrated. Which behavior by the charge nurse best illustrates refined leadership s
tt tt tt tt tt tt tt tt tt tt tt tt tt tt
kills in an emotionally intelligent practitioner?
tt tt tt tt tt
a. Reflect to gain insight into how the situation could be handled differently in the futt tt tt tt tt tt tt tt tt tt tt tt tt tt
ture.
b. Try to catch up with the angry family member to resolve the concern.
tt tt tt tt tt tt tt tt tt tt tt tt
c. Discuss the concern with the patient after the family member has left. tt tt tt tt tt tt tt tt tt tt tt
d. Notify nursing administration of the situation. tt tt tt tt tt
ANS: A tt
NURSINGTB.COM
