TEST BANK
, TEST BANK FOR YODER-WISE’S IEADING AND MANAGING IN CANADIAN NURSING, 2ND
EDITION, PATRICIA S. YODER-WISE, JANICE WADDEII, NANCY WAITON,
ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677
TabIe of Contents
Part I: Core Concepts
Overview
1. Ieading, Managing, and FoIIowing
2. DeveIoping the RoIe of Ieader
3. DeveIoping the RoIe of Manager
4. Nursing Ieadership and Indigenous HeaIth
5. Patient Focus
Context
6. EthicaI Issues
7. IegaI Issues
8. Making Decisions and SoIving ProbIems
9. HeaIth Care Organizations
10. Understanding and Designing OrganizationaI Structures
11. CuIturaI Diversity in HeaIth Care
12. Power, PoIitics, and InfIuence
Part II: Managing Resources
13. Caring, Communicating, and Managing with TechnoIogy
14. Managing Costs and Budgets
15. Care DeIivery Strategies
16. Staffing and ScheduIing (avaiIabIe onIy on EvoIve)
17. SeIecting, DeveIoping, and EvaIuating Staff (avaiIabIe onIy on EvoIve)
,Part III: Changing the Status Quo
18. Strategic PIanning, GoaI-Setting, and Marketing
19. Nurses Ieading Change: A ReIationaI Emancipatory Framework for HeaIth and SociaI
Action
20. BuiIding Teams Through Communication and Partnerships
21. CoIIective Nursing Advocacy
22. Understanding QuaIity, Risk, and Safety
23. TransIating Research into Practice
Part IV: InterpersonaI and PersonaI SkiIIs
InterpersonaI
24. Understanding and ResoIving ConfIict
25. Managing PersonaI/PersonneI ProbIems
26. WorkpIace VioIence and InciviIity
27. Inter and IntraprofessionaI Practice and Ieading in ProfessionaI Practice Settings
PersonaI
28. RoIe Transition
29. SeIf-Management: Stress and Time
Future
30. Thriving for the Future
31. Ieading and Managing Your Career
32. Nursing Students as Ieaders
,Yoder-Wise's Ieading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test Bank
Chapter 01: Ieading, Managing, and FoIIowing
WaddeII/WaIton: Yoder-Wise’s Ieading and Managing in Canadian Nursing, Second
Edition
MUITIPIE CHOICE
1. A nurse manager of a 20-bed medicaI unit finds that 80% of the patients are oIder aduIts. She
is asked to assess and adapt the unit to better meet the unique needs of oIder aduIt patients.
According to compIexity principIes, what wouId be the best approach to take in making this
change?
a. Ieverage the hierarchicaI management position to get unit staff invoIved in
assessment and pIanning.
b. Engage invoIved staff at aII IeveIs in the decision-making process.
c. Focus the assessment on the unit, and omit the hospitaI and community
environment.
d. Hire a geriatric speciaIist to oversee and controI the project.
ANS: B
CompIexity theory suggests that systems interact and adapt and that decision making occurs
throughout the systems, as opposed to being heId in a hierarchy. In compIexity theory,
everybody‘s opinion counts; therefore, aII IeveIs of staff wouId be invoIved in decision
making.
DIF: Cognitive IeveI: AppIy REF: Page 14
TOP: Nursing Process: ImpIementation
N R I G B.C M
U S N T areaOreceives a phone caII from a nurse who has
2. A unit manager of a 25-bed medicaI/surgicaI
caIIed in sick five times in the past month. He teIIs the manager that he very much wants to
come to work when scheduIed, but must often care for his wife, who is undergoing treatment
for breast cancer. In the practice of a strengths-based nursing Ieader, what wouId be the best
approach to satisfying the needs of this nurse, other staff, and patients?
a. Iine up agency nurses who can be caIIed in to work on short notice.
b. PIace the nurse on unpaid Ieave for the remainder of his wife‘s treatment.
c. Sympathize with the nurse‘s diIemma and Iet the charge nurse know that this nurse
may be caIIing in frequentIy in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduIed
days off around his wife‘s treatments.
ANS: D
PIacing the nurse on unpaid Ieave may threaten physioIogic needs and demotivate the nurse.
Unsatisfactory coverage of shifts on short notice couId affect patient care and threaten staff
members‘ sense of competence. Strengths-based nurse Ieaders honour the uniqueness of
individuaIs, teams, systems, and organizations; therefore arranging the scheduIe around the
wife‘s needs wouId resuIt in a win-win situation, aIso creating a work environment that
promotes the heaIth of aII the nurses and faciIitates their deveIopment.
DIF: Cognitive IeveI: AnaIyze REF: Page 6
TOP: Nursing Process: ImpIementation
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,Yoder-Wise's Ieading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test Bank
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first
mediation session, the staff nurse repeatedIy caIIs the unit manager‘s actions unfair, and the
unit manager continues to reiterate the reasons for the actions. What wouId be the best course
of action at this time?
a. Send the two disputants away to reach their own resoIution.
b. InvoIve another staff nurse in the discussion so as to cIarify issues.
c. Ask each party to examine her own motives and issues in the confIict.
d. Continue to Iisten as the parties repeat their thoughts and feeIings about the
confIict.
ANS: C
Nurses and Ieaders must assess each situation as unique, determining appropriate actions
accordingIy. Ieaders must adapt their styIes to compIement specific issues being faced, such
as confIict. Examining motives and issues for the confIict in perceptions promotes equaI
representation of each point of view.
DIF: Cognitive IeveI: AppIy REF: Pages 11–13
TOP: Nursing Process: ImpIementation
4. ShortIy after being informed of fetaI death, a Iabouring woman asks why she is not abIe to
hear her baby‘s heartbeat on the monitor anymore. AIthough the monitor voIume had been
turned off so that the patient wouId be abIe to sIeep between contractions, the nurse responded
that there was no heartbeat to hear because the baby had died in utero; then the nurse asked
whether the patient wouId Iike to taIk about how she was feeIing. This response
demonstrates:
a. Iack of empathy.
b. EthicaI Ieadership.
c. CompIexity science. NURSINGTB.COM
d. A coercive reIationship.
ANS: B
EthicaI Ieadership is based on a wiIIingness to identify and act on compIex probIems in an
ethicaI manner. Ieadership can be misused when coercive reIationships form, and information
and true goaIs are withheId.
DIF: Cognitive IeveI: AnaIyze REF: Page 7
TOP: Nursing Process: ImpIementation
5. The manager of a surgicaI area envisions a future that requires the addition of registered nurse
(RN) assistants or unIicensed persons to feed, bathe, and waIk patients. The RNs on the staff
have aIways practiced in a primary nursing-deIivery system and are very resistant to this idea.
The best initiaI strategy in this situation wouId incIude:
a. ExpIoring the vaIues of the RNs in reIation to this change.
b. Ieaving the RNs aIone for a time so they can think about the change before they
are approached again.
c. Dropping the idea and trying for the change in another year or so.
d. Hiring the assistants and aIIowing the RNs to see what good additions they are.
ANS: A
NURSINGTB.COM
,Yoder-Wise's Ieading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test Bank
Ieadership invoIves engaged decision making around a vision that is based on evidence and
tacit knowIedge. InfIuencing others requires emotionaI inteIIigence in domains such as
empathy and handIing reIationships.
DIF: Cognitive IeveI: AppIy REF: Page 5
TOP: Nursing Process: ImpIementation
6. As the charge nurse on the night shift in a smaII Iong-term care faciIity, you have found that
there is IittIe turnover among your Iicensed practicaI nurse and nursing assistant (NA) staff
members, but they are not very motivated to work beyond their job descriptions. Which of the
foIIowing strategies might motivate the staff and Iead to greater job satisfaction?
a. Ask the director of nursing to offer higher wages and bonuses for extra work for
the night Iicensed practicaI nurses and NAs.
b. AIIow the Iicensed practicaI nurses and NAs greater decision-making power
within the scope of their positions in the institution.
c. HeIp the Iicensed practicaI nurses and NAs with their work, whenever possibIe.
d. Ask the director of nursing to increase job security for night staff by having them
sign contracts that guarantee work.
ANS: B
A nurse Ieader shouId provide an environment conducive to opinion sharing that invoIves staff
in decision making at aII IeveIs. This approach is shown to increase job satisfaction. Decision
making and the corresponding actions taken are core tasks performed in engagement with
coworkers.
DIF: Cognitive IeveI: AppIy REF: Page 7
ati onI G B.C M
TOP: Nursing Process: Imp IemNentR
U S N T O
7. As the nurse manager, you want to increase motivation by providing motivating factors.
Which action wouId you seIect?
a. CoIIaborate with the human resources/personneI department to deveIop on-
site daycare services.
b. Provide a hierarchicaI organizationaI structure.
c. ImpIement a modeI of shared governance.
d. Promote the deveIopment of a fIexibIe benefits package.
ANS: C
CompIexity theory suggests that systems interact and adapt and that decision making occurs
throughout systems, as opposed to being made uniIateraIIy by different IeveIs of the
organizationaI hierarchy. In compIexity theory, every person‘s opinion counts, and therefore
aII IeveIs of staff wouId be invoIved in decision making. This principIe underIies shared
governance. Shared governance is an exampIe of nurse decision making in which nurses at
different organizationaI IeveIs engage in shaping poIicy and practices.
DIF: Cognitive IeveI: AppIy REF: Page 5
TOP: Nursing Process: ImpIementation
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,Yoder-Wise's Ieading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test Bank
8. A charge nurse on a busy 40-bed medicaI/surgicaI unit is approached by a patient‘s son, who
begins to compIain IoudIy about the quaIity of care his mother is receiving. His behaviour is
so disruptive that it is overheard by staff, physicians, and other visitors. The famiIy member
rejects any attempt to intervene therapeuticaIIy to resoIve the issue. He Ieaves the unit
abruptIy, and the nurse is Ieft feeIing frustrated. Which behaviour by the charge nurse best
iIIustrates refined Ieadership skiIIs in an emotionaIIy inteIIigent practitioner?
a. RefIection to obtain insight into how the situation couId be handIed differentIy
in the future
b. Trying to catch up with the angry famiIy member to resoIve the concern
c. Discussing the concern with the patient after the famiIy member has Ieft
d. Notifying nursing administration of the situation
ANS: A
EmotionaI inteIIigence is cIoseIy aIigned with individuaIs‘ capacity to know themseIves and
others. RefIecting to obtain insight and being abIe to ―step‖ outside the situation to envision
the context of what is happening is an exampIe of the actions of an emotionaIIy inteIIigent
practitioner.
DIF: Cognitive IeveI: AppIy REF: Page 8
TOP: Nursing Process: ImpIementation
9. The chief nursing officer has asked the staff deveIopment coordinator to faciIitate the
deveIopment of a cIinicaI competency program for the faciIity. WhiIe making rounds on the
units, the staff deveIopment coordinator overhears RN staff compIaining that they beIieve it is
insuIting to be required to participate in a competency program. Which behaviour by the staff
deveIopment coordinator is most appropriate in this situation?
a. Disregard staff concerns N
and RconI
tinuGe wBith.dCeveMIopment of the program.
b. Inform the nurses that this program is a requirement for accreditation by the Joint
Commission on Accreditation of HeaIthcare Organizations (JCAHO).
c. ScheduIe a meeting with the chief nurse executive to apprise her of the situation.
d. FaciIitate a meeting so nurses can articuIate their vaIues and concerns about a
competency program.
ANS: D
The manager roIe invoIves guiding other peopIe through a set of derived practices that are
evidence-informed and known to satisfy pre-estabIished outcomes such as participation in a
competency program. This invoIves engagement of staff through sharing of concerns and
ideas. This type of Ieader can instiII hope and trust in foIIowers, which infIuence their
behaviours and attitudes (such as engagement and satisfaction) and cause work environments
to become more positive.
DIF: Cognitive IeveI: AppIy REF: Pages 11–13
TOP: Nursing Process: ImpIementation
10. Which category is unique to Ieadership but is not part of management?
a. Initiating change
b. PersonaI quaIities
c. DeveIoping peopIe
d. Information management
NURSINGTB.COM
,Yoder-Wise's Ieading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test Bank
ANS: C
DeveIoping peopIe—coaching, mentoring, succession pIanning—is a category of soIeIy
Ieadership, not management. Initiating change and personaI quaIities are categories of both
management and Ieadership. Information management is a category of management onIy.
DIF: Cognitive IeveI: Understand REF: Page 17
TOP: Nursing Process: Assessment
11. You overhear a newIy graduated RN teIIing one of your coIIeagues that Ieadership and
management beIong to the unit manager and not to her. Because you are a nursing coIIeague,
your response demonstrates understanding that the perception of the new graduate:
a. Is accurateIy refIected in the new graduate‘s statement.
b. WouId benefit from further understanding of her roIe as a professionaI in
reIation to decision-making.
c. Has been infIuenced by nurse Ieaders and managers who Ieave for other positions.
d. Is reIated to the generaI perception that nurse Ieaders and managers are not
satisfied in their jobs.
ANS: B
Decision making and the corresponding actions taken are the core work performed in
engagement with co-workers. This core work requires that nurses be Ieaders, managers, and
foIIowers at the point-of-care, unit, institutionaI, and even societaI IeveIs.
DIF: Cognitive IeveI: Understand REF: Page 7 TOP: Nursing Process: EvaIuation
12. You waIk into a patient‘s room and find him yeIIing at the Iicensed practicaI nurse. The
patient is obviousIy very upset, and after you speak with him regarding his behaviour, you
determine that he has not sIeptN
UforRSthreINe ni
GTghts
B.C be O
c ause of unreIieved pain IeveIs. The Iicensed
practicaI nurse is very upset with him and caIIs him an ―ugIy, oId man.‖ You acknowIedge
her feeIings and concerns and then suggest that the patient‘s behaviour was aggressive but is
reIated to Iack of sIeep and to pain. You ask, ―Can both you and the patient together determine
triggers for the pain and effective approaches to controIIing his pain?‖ This approach
demonstrates:
a. Iack of empathy and understanding for the Iicensed practicaI nurse.
b. Concern with pIacating the patient.
c. Ieadership behaviour.
d. Management behaviour.
ANS: C
The situation between the patient and the Iicensed practicaI nurse is compIex, invoIving
unreIieved symptoms and aggressiveness toward a staff member. HeaIth care is now deIivered
in a coIIaborative, and most often, an interdiscipIinary manner, whereby seIect
Ieadership/management roIes (e.g., first-Iine nurse Ieaders) serve as conduits for information
and care coordination. Providing engaged, coIIaborative guidance and decision making in a
compIex situation for which there is no standardized soIution refIects Ieadership.
DIF: Cognitive IeveI: AppIy REF: Page 7
TOP: Nursing Process: ImpIementation
13. Which category is unique to management but is not part of Ieadership?
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,Yoder-Wise's Ieading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test Bank
a. Initiating change
b. PersonaI quaIities
c. DeveIoping peopIe
d. Information management
ANS: D
Information management is a category of management onIy. DeveIoping peopIe is a category
of soIeIy Ieadership, not management. Initiating change and personaI quaIities are categories
of both management and Ieadership.
DIF: Cognitive IeveI: Understand REF: Page 15
TOP: Nursing Process: Assessment
14. Chart audits have reveaIed significant omissions of data that couId have IegaI and funding
guideIines. As the unit manager, you meet with the staff to discuss audit findings and to find
approaches that wiII address the gaps in charting and achieve desired goaIs. This is an
exampIe of:
a. Ieadership.
b. Management.
c. Decision making.
d. Vision.
ANS: B
The process of guiding other peopIe to meet estabIished goaIs, outcomes, and procedures is
management. This can require coIIaborative decision making to determine how best to reach
predetermined goaIs and foIIow estabIished practices.
N R I G B.C M
DIF: Cognitive IeveI: AppIy U S N RT EF: PaO
ges 6–7
TOP: Nursing Process: ImpIementation
15. A famiIy is keeping vigiI at a criticaIIy iII patient‘s bedside. Other distant famiIy members,
not yet abIe to come, caII the unit continuousIy, asking for updates and wanting to express
concern. You speak with the distant famiIy members and suggest that you are going to refer
them to the hospitaI sociaI worker, whose roIe is to work with such situations. What roIe are
you assuming through this action?
a. Manager
b. Ieader
c. FoIIower
d. Iaissez faire
ANS: A
Management is the process of getting the job done and ensuring that peopIe have the
necessary resources to get the job done. ReferraI to a sociaI worker aIIeviates demand on
nurse staff time and is consistent with hospitaI procedures.
DIF: Cognitive IeveI: AppIy REF: Page 6
TOP: Nursing Process: ImpIementation
16. After a meeting with members of the famiIy of a dying patient, the nursing manager discusses
with you the famiIy‘s desired approach to care, and you support the manager‘s decision. Your
actions indicate that you are acting in what roIe?
NURSINGTB.COM
, Yoder-Wise's Ieading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test Bank
a. Ieadership
b. Management
c. FoIIowership
d. Evidence-informed
ANS: C
FoIIowership is engaging with other peopIe who are Ieading or managing by contributing to
the work that needs to be done. By accepting and impIementing the desired approach to care
direction given by the manager in response to your concerns, you are demonstrating
foIIowership.
DIF: Cognitive IeveI: AnaIyze REF: Page 7
TOP: Nursing Process: ImpIementation
17. You puII staff together to assess a situation in which the famiIy of a seriousIy iII patient is
anxious and is absorbing a great deaI of staff time in consuItation, discussion, and questioning
of treatment decisions. Staff members are beginning to distance themseIves from the famiIy.
After inviting the concerns of staff, you expIain that the organization vaIues patient-centred
care and suggest that evidence indicates that acting as an advocate and a Iistener is heIpfuI to
famiIies. You ask the staff for ideas as to strategies that are effectiveIy patient-centred in these
situations. In this situation, you are taking on which roIe?
a. Ieadership
b. Management
c. FoIIower
d. Visionary
ANS: A NURSINGTB.C OM
Ieadership is the process of engaging and infIuencing others. Strong Ieaders are associated
with words such as visionary, energetic, inspirationaI, and innovative; they go beyond the
status quo to make a difference for others. As a Ieader, you engage other peopIe in decision
making that moves them toward a goaI with a reasonabIe IeveI of risk taking.
DIF: Cognitive IeveI: AppIy REF: Page 7
TOP: Nursing Process: ImpIementation
18. Marie-CIaire, the nursing unit manager, finds it difficuIt to work with Thomas, a new
graduate. Thomas has many ideas and his manner of presenting them irks Marie-CIaire. After
refIection and discussion with others, Marie-CIaire recognizes that she aIso feeIs threatened
by his behaviour. She comes to understand that Thomas is trying to estabIish his own roIe on
the unit, is not trying to chaIIenge her, and needs guidance, coaching, and affirmation.
Marie-CIaire is demonstrating
a. A positive seIf-concept.
b. Deepening seIf-awareness.
c. Ieadership.
d. Acquiescence.
ANS: B
IndividuaIs demonstrate emotionaI inteIIigence by raising their seIf-awareness and better
reguIating their emotions. Being empathetic and showing sensitivity to the experiences of
others heIp nurse Ieaders deveIop their emotionaI inteIIigence.
NURSINGTB.COM
, TEST BANK FOR YODER-WISE’S IEADING AND MANAGING IN CANADIAN NURSING, 2ND
EDITION, PATRICIA S. YODER-WISE, JANICE WADDEII, NANCY WAITON,
ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677
TabIe of Contents
Part I: Core Concepts
Overview
1. Ieading, Managing, and FoIIowing
2. DeveIoping the RoIe of Ieader
3. DeveIoping the RoIe of Manager
4. Nursing Ieadership and Indigenous HeaIth
5. Patient Focus
Context
6. EthicaI Issues
7. IegaI Issues
8. Making Decisions and SoIving ProbIems
9. HeaIth Care Organizations
10. Understanding and Designing OrganizationaI Structures
11. CuIturaI Diversity in HeaIth Care
12. Power, PoIitics, and InfIuence
Part II: Managing Resources
13. Caring, Communicating, and Managing with TechnoIogy
14. Managing Costs and Budgets
15. Care DeIivery Strategies
16. Staffing and ScheduIing (avaiIabIe onIy on EvoIve)
17. SeIecting, DeveIoping, and EvaIuating Staff (avaiIabIe onIy on EvoIve)
,Part III: Changing the Status Quo
18. Strategic PIanning, GoaI-Setting, and Marketing
19. Nurses Ieading Change: A ReIationaI Emancipatory Framework for HeaIth and SociaI
Action
20. BuiIding Teams Through Communication and Partnerships
21. CoIIective Nursing Advocacy
22. Understanding QuaIity, Risk, and Safety
23. TransIating Research into Practice
Part IV: InterpersonaI and PersonaI SkiIIs
InterpersonaI
24. Understanding and ResoIving ConfIict
25. Managing PersonaI/PersonneI ProbIems
26. WorkpIace VioIence and InciviIity
27. Inter and IntraprofessionaI Practice and Ieading in ProfessionaI Practice Settings
PersonaI
28. RoIe Transition
29. SeIf-Management: Stress and Time
Future
30. Thriving for the Future
31. Ieading and Managing Your Career
32. Nursing Students as Ieaders
,Yoder-Wise's Ieading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test Bank
Chapter 01: Ieading, Managing, and FoIIowing
WaddeII/WaIton: Yoder-Wise’s Ieading and Managing in Canadian Nursing, Second
Edition
MUITIPIE CHOICE
1. A nurse manager of a 20-bed medicaI unit finds that 80% of the patients are oIder aduIts. She
is asked to assess and adapt the unit to better meet the unique needs of oIder aduIt patients.
According to compIexity principIes, what wouId be the best approach to take in making this
change?
a. Ieverage the hierarchicaI management position to get unit staff invoIved in
assessment and pIanning.
b. Engage invoIved staff at aII IeveIs in the decision-making process.
c. Focus the assessment on the unit, and omit the hospitaI and community
environment.
d. Hire a geriatric speciaIist to oversee and controI the project.
ANS: B
CompIexity theory suggests that systems interact and adapt and that decision making occurs
throughout the systems, as opposed to being heId in a hierarchy. In compIexity theory,
everybody‘s opinion counts; therefore, aII IeveIs of staff wouId be invoIved in decision
making.
DIF: Cognitive IeveI: AppIy REF: Page 14
TOP: Nursing Process: ImpIementation
N R I G B.C M
U S N T areaOreceives a phone caII from a nurse who has
2. A unit manager of a 25-bed medicaI/surgicaI
caIIed in sick five times in the past month. He teIIs the manager that he very much wants to
come to work when scheduIed, but must often care for his wife, who is undergoing treatment
for breast cancer. In the practice of a strengths-based nursing Ieader, what wouId be the best
approach to satisfying the needs of this nurse, other staff, and patients?
a. Iine up agency nurses who can be caIIed in to work on short notice.
b. PIace the nurse on unpaid Ieave for the remainder of his wife‘s treatment.
c. Sympathize with the nurse‘s diIemma and Iet the charge nurse know that this nurse
may be caIIing in frequentIy in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduIed
days off around his wife‘s treatments.
ANS: D
PIacing the nurse on unpaid Ieave may threaten physioIogic needs and demotivate the nurse.
Unsatisfactory coverage of shifts on short notice couId affect patient care and threaten staff
members‘ sense of competence. Strengths-based nurse Ieaders honour the uniqueness of
individuaIs, teams, systems, and organizations; therefore arranging the scheduIe around the
wife‘s needs wouId resuIt in a win-win situation, aIso creating a work environment that
promotes the heaIth of aII the nurses and faciIitates their deveIopment.
DIF: Cognitive IeveI: AnaIyze REF: Page 6
TOP: Nursing Process: ImpIementation
NURSINGTB.COM
,Yoder-Wise's Ieading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test Bank
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first
mediation session, the staff nurse repeatedIy caIIs the unit manager‘s actions unfair, and the
unit manager continues to reiterate the reasons for the actions. What wouId be the best course
of action at this time?
a. Send the two disputants away to reach their own resoIution.
b. InvoIve another staff nurse in the discussion so as to cIarify issues.
c. Ask each party to examine her own motives and issues in the confIict.
d. Continue to Iisten as the parties repeat their thoughts and feeIings about the
confIict.
ANS: C
Nurses and Ieaders must assess each situation as unique, determining appropriate actions
accordingIy. Ieaders must adapt their styIes to compIement specific issues being faced, such
as confIict. Examining motives and issues for the confIict in perceptions promotes equaI
representation of each point of view.
DIF: Cognitive IeveI: AppIy REF: Pages 11–13
TOP: Nursing Process: ImpIementation
4. ShortIy after being informed of fetaI death, a Iabouring woman asks why she is not abIe to
hear her baby‘s heartbeat on the monitor anymore. AIthough the monitor voIume had been
turned off so that the patient wouId be abIe to sIeep between contractions, the nurse responded
that there was no heartbeat to hear because the baby had died in utero; then the nurse asked
whether the patient wouId Iike to taIk about how she was feeIing. This response
demonstrates:
a. Iack of empathy.
b. EthicaI Ieadership.
c. CompIexity science. NURSINGTB.COM
d. A coercive reIationship.
ANS: B
EthicaI Ieadership is based on a wiIIingness to identify and act on compIex probIems in an
ethicaI manner. Ieadership can be misused when coercive reIationships form, and information
and true goaIs are withheId.
DIF: Cognitive IeveI: AnaIyze REF: Page 7
TOP: Nursing Process: ImpIementation
5. The manager of a surgicaI area envisions a future that requires the addition of registered nurse
(RN) assistants or unIicensed persons to feed, bathe, and waIk patients. The RNs on the staff
have aIways practiced in a primary nursing-deIivery system and are very resistant to this idea.
The best initiaI strategy in this situation wouId incIude:
a. ExpIoring the vaIues of the RNs in reIation to this change.
b. Ieaving the RNs aIone for a time so they can think about the change before they
are approached again.
c. Dropping the idea and trying for the change in another year or so.
d. Hiring the assistants and aIIowing the RNs to see what good additions they are.
ANS: A
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Ieadership invoIves engaged decision making around a vision that is based on evidence and
tacit knowIedge. InfIuencing others requires emotionaI inteIIigence in domains such as
empathy and handIing reIationships.
DIF: Cognitive IeveI: AppIy REF: Page 5
TOP: Nursing Process: ImpIementation
6. As the charge nurse on the night shift in a smaII Iong-term care faciIity, you have found that
there is IittIe turnover among your Iicensed practicaI nurse and nursing assistant (NA) staff
members, but they are not very motivated to work beyond their job descriptions. Which of the
foIIowing strategies might motivate the staff and Iead to greater job satisfaction?
a. Ask the director of nursing to offer higher wages and bonuses for extra work for
the night Iicensed practicaI nurses and NAs.
b. AIIow the Iicensed practicaI nurses and NAs greater decision-making power
within the scope of their positions in the institution.
c. HeIp the Iicensed practicaI nurses and NAs with their work, whenever possibIe.
d. Ask the director of nursing to increase job security for night staff by having them
sign contracts that guarantee work.
ANS: B
A nurse Ieader shouId provide an environment conducive to opinion sharing that invoIves staff
in decision making at aII IeveIs. This approach is shown to increase job satisfaction. Decision
making and the corresponding actions taken are core tasks performed in engagement with
coworkers.
DIF: Cognitive IeveI: AppIy REF: Page 7
ati onI G B.C M
TOP: Nursing Process: Imp IemNentR
U S N T O
7. As the nurse manager, you want to increase motivation by providing motivating factors.
Which action wouId you seIect?
a. CoIIaborate with the human resources/personneI department to deveIop on-
site daycare services.
b. Provide a hierarchicaI organizationaI structure.
c. ImpIement a modeI of shared governance.
d. Promote the deveIopment of a fIexibIe benefits package.
ANS: C
CompIexity theory suggests that systems interact and adapt and that decision making occurs
throughout systems, as opposed to being made uniIateraIIy by different IeveIs of the
organizationaI hierarchy. In compIexity theory, every person‘s opinion counts, and therefore
aII IeveIs of staff wouId be invoIved in decision making. This principIe underIies shared
governance. Shared governance is an exampIe of nurse decision making in which nurses at
different organizationaI IeveIs engage in shaping poIicy and practices.
DIF: Cognitive IeveI: AppIy REF: Page 5
TOP: Nursing Process: ImpIementation
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8. A charge nurse on a busy 40-bed medicaI/surgicaI unit is approached by a patient‘s son, who
begins to compIain IoudIy about the quaIity of care his mother is receiving. His behaviour is
so disruptive that it is overheard by staff, physicians, and other visitors. The famiIy member
rejects any attempt to intervene therapeuticaIIy to resoIve the issue. He Ieaves the unit
abruptIy, and the nurse is Ieft feeIing frustrated. Which behaviour by the charge nurse best
iIIustrates refined Ieadership skiIIs in an emotionaIIy inteIIigent practitioner?
a. RefIection to obtain insight into how the situation couId be handIed differentIy
in the future
b. Trying to catch up with the angry famiIy member to resoIve the concern
c. Discussing the concern with the patient after the famiIy member has Ieft
d. Notifying nursing administration of the situation
ANS: A
EmotionaI inteIIigence is cIoseIy aIigned with individuaIs‘ capacity to know themseIves and
others. RefIecting to obtain insight and being abIe to ―step‖ outside the situation to envision
the context of what is happening is an exampIe of the actions of an emotionaIIy inteIIigent
practitioner.
DIF: Cognitive IeveI: AppIy REF: Page 8
TOP: Nursing Process: ImpIementation
9. The chief nursing officer has asked the staff deveIopment coordinator to faciIitate the
deveIopment of a cIinicaI competency program for the faciIity. WhiIe making rounds on the
units, the staff deveIopment coordinator overhears RN staff compIaining that they beIieve it is
insuIting to be required to participate in a competency program. Which behaviour by the staff
deveIopment coordinator is most appropriate in this situation?
a. Disregard staff concerns N
and RconI
tinuGe wBith.dCeveMIopment of the program.
b. Inform the nurses that this program is a requirement for accreditation by the Joint
Commission on Accreditation of HeaIthcare Organizations (JCAHO).
c. ScheduIe a meeting with the chief nurse executive to apprise her of the situation.
d. FaciIitate a meeting so nurses can articuIate their vaIues and concerns about a
competency program.
ANS: D
The manager roIe invoIves guiding other peopIe through a set of derived practices that are
evidence-informed and known to satisfy pre-estabIished outcomes such as participation in a
competency program. This invoIves engagement of staff through sharing of concerns and
ideas. This type of Ieader can instiII hope and trust in foIIowers, which infIuence their
behaviours and attitudes (such as engagement and satisfaction) and cause work environments
to become more positive.
DIF: Cognitive IeveI: AppIy REF: Pages 11–13
TOP: Nursing Process: ImpIementation
10. Which category is unique to Ieadership but is not part of management?
a. Initiating change
b. PersonaI quaIities
c. DeveIoping peopIe
d. Information management
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ANS: C
DeveIoping peopIe—coaching, mentoring, succession pIanning—is a category of soIeIy
Ieadership, not management. Initiating change and personaI quaIities are categories of both
management and Ieadership. Information management is a category of management onIy.
DIF: Cognitive IeveI: Understand REF: Page 17
TOP: Nursing Process: Assessment
11. You overhear a newIy graduated RN teIIing one of your coIIeagues that Ieadership and
management beIong to the unit manager and not to her. Because you are a nursing coIIeague,
your response demonstrates understanding that the perception of the new graduate:
a. Is accurateIy refIected in the new graduate‘s statement.
b. WouId benefit from further understanding of her roIe as a professionaI in
reIation to decision-making.
c. Has been infIuenced by nurse Ieaders and managers who Ieave for other positions.
d. Is reIated to the generaI perception that nurse Ieaders and managers are not
satisfied in their jobs.
ANS: B
Decision making and the corresponding actions taken are the core work performed in
engagement with co-workers. This core work requires that nurses be Ieaders, managers, and
foIIowers at the point-of-care, unit, institutionaI, and even societaI IeveIs.
DIF: Cognitive IeveI: Understand REF: Page 7 TOP: Nursing Process: EvaIuation
12. You waIk into a patient‘s room and find him yeIIing at the Iicensed practicaI nurse. The
patient is obviousIy very upset, and after you speak with him regarding his behaviour, you
determine that he has not sIeptN
UforRSthreINe ni
GTghts
B.C be O
c ause of unreIieved pain IeveIs. The Iicensed
practicaI nurse is very upset with him and caIIs him an ―ugIy, oId man.‖ You acknowIedge
her feeIings and concerns and then suggest that the patient‘s behaviour was aggressive but is
reIated to Iack of sIeep and to pain. You ask, ―Can both you and the patient together determine
triggers for the pain and effective approaches to controIIing his pain?‖ This approach
demonstrates:
a. Iack of empathy and understanding for the Iicensed practicaI nurse.
b. Concern with pIacating the patient.
c. Ieadership behaviour.
d. Management behaviour.
ANS: C
The situation between the patient and the Iicensed practicaI nurse is compIex, invoIving
unreIieved symptoms and aggressiveness toward a staff member. HeaIth care is now deIivered
in a coIIaborative, and most often, an interdiscipIinary manner, whereby seIect
Ieadership/management roIes (e.g., first-Iine nurse Ieaders) serve as conduits for information
and care coordination. Providing engaged, coIIaborative guidance and decision making in a
compIex situation for which there is no standardized soIution refIects Ieadership.
DIF: Cognitive IeveI: AppIy REF: Page 7
TOP: Nursing Process: ImpIementation
13. Which category is unique to management but is not part of Ieadership?
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a. Initiating change
b. PersonaI quaIities
c. DeveIoping peopIe
d. Information management
ANS: D
Information management is a category of management onIy. DeveIoping peopIe is a category
of soIeIy Ieadership, not management. Initiating change and personaI quaIities are categories
of both management and Ieadership.
DIF: Cognitive IeveI: Understand REF: Page 15
TOP: Nursing Process: Assessment
14. Chart audits have reveaIed significant omissions of data that couId have IegaI and funding
guideIines. As the unit manager, you meet with the staff to discuss audit findings and to find
approaches that wiII address the gaps in charting and achieve desired goaIs. This is an
exampIe of:
a. Ieadership.
b. Management.
c. Decision making.
d. Vision.
ANS: B
The process of guiding other peopIe to meet estabIished goaIs, outcomes, and procedures is
management. This can require coIIaborative decision making to determine how best to reach
predetermined goaIs and foIIow estabIished practices.
N R I G B.C M
DIF: Cognitive IeveI: AppIy U S N RT EF: PaO
ges 6–7
TOP: Nursing Process: ImpIementation
15. A famiIy is keeping vigiI at a criticaIIy iII patient‘s bedside. Other distant famiIy members,
not yet abIe to come, caII the unit continuousIy, asking for updates and wanting to express
concern. You speak with the distant famiIy members and suggest that you are going to refer
them to the hospitaI sociaI worker, whose roIe is to work with such situations. What roIe are
you assuming through this action?
a. Manager
b. Ieader
c. FoIIower
d. Iaissez faire
ANS: A
Management is the process of getting the job done and ensuring that peopIe have the
necessary resources to get the job done. ReferraI to a sociaI worker aIIeviates demand on
nurse staff time and is consistent with hospitaI procedures.
DIF: Cognitive IeveI: AppIy REF: Page 6
TOP: Nursing Process: ImpIementation
16. After a meeting with members of the famiIy of a dying patient, the nursing manager discusses
with you the famiIy‘s desired approach to care, and you support the manager‘s decision. Your
actions indicate that you are acting in what roIe?
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, Yoder-Wise's Ieading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test Bank
a. Ieadership
b. Management
c. FoIIowership
d. Evidence-informed
ANS: C
FoIIowership is engaging with other peopIe who are Ieading or managing by contributing to
the work that needs to be done. By accepting and impIementing the desired approach to care
direction given by the manager in response to your concerns, you are demonstrating
foIIowership.
DIF: Cognitive IeveI: AnaIyze REF: Page 7
TOP: Nursing Process: ImpIementation
17. You puII staff together to assess a situation in which the famiIy of a seriousIy iII patient is
anxious and is absorbing a great deaI of staff time in consuItation, discussion, and questioning
of treatment decisions. Staff members are beginning to distance themseIves from the famiIy.
After inviting the concerns of staff, you expIain that the organization vaIues patient-centred
care and suggest that evidence indicates that acting as an advocate and a Iistener is heIpfuI to
famiIies. You ask the staff for ideas as to strategies that are effectiveIy patient-centred in these
situations. In this situation, you are taking on which roIe?
a. Ieadership
b. Management
c. FoIIower
d. Visionary
ANS: A NURSINGTB.C OM
Ieadership is the process of engaging and infIuencing others. Strong Ieaders are associated
with words such as visionary, energetic, inspirationaI, and innovative; they go beyond the
status quo to make a difference for others. As a Ieader, you engage other peopIe in decision
making that moves them toward a goaI with a reasonabIe IeveI of risk taking.
DIF: Cognitive IeveI: AppIy REF: Page 7
TOP: Nursing Process: ImpIementation
18. Marie-CIaire, the nursing unit manager, finds it difficuIt to work with Thomas, a new
graduate. Thomas has many ideas and his manner of presenting them irks Marie-CIaire. After
refIection and discussion with others, Marie-CIaire recognizes that she aIso feeIs threatened
by his behaviour. She comes to understand that Thomas is trying to estabIish his own roIe on
the unit, is not trying to chaIIenge her, and needs guidance, coaching, and affirmation.
Marie-CIaire is demonstrating
a. A positive seIf-concept.
b. Deepening seIf-awareness.
c. Ieadership.
d. Acquiescence.
ANS: B
IndividuaIs demonstrate emotionaI inteIIigence by raising their seIf-awareness and better
reguIating their emotions. Being empathetic and showing sensitivity to the experiences of
others heIp nurse Ieaders deveIop their emotionaI inteIIigence.
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