BESTLEC
Test Bank
Yoder-Wise’s Leading and Managing in Canadian Nursing, 2nd Edition
By Patricia S. Yoder-Wise, Janice Waddell, Nancy Walton.
Chapter 1-32| Latest Edition| 2025
C
LE
ST
BE
1
, BESTLEC
Table of Contents
Part I: Core Concepts Overview
1. Leading, Managing, and Following
2. Developing the Role of Leader
3. Developing the Role of Manager
4. Nursing Leadership and Indigenous Health
5. Patient Focus Context
6. Ethical Issues
C
7. Legal Issues
8. Making Decisions and Solving Problems LE
9. Health Care Organizations
10. Understanding and Designing Organizational Structures
ST
11. Cultural Diversity in Health Care
12. Power, Politics, and Influence
BE
Part II: Managing Resources
13. Caring, Communicating, and Managing with Technology
14. Managing Costs and Budgets
15. Care Delivery Strategies
16. Staffing and Scheduling (available only on Evolve)
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
Part III: Changing the Status Quo
18. Strategic Planning, Goal-Setting, and Marketing
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social Action
2
, BESTLEC
20. Building Teams Through Communication and Partnerships
21. Collective Nursing Advocacy
22. Understanding Quality, Risk, and Safety
23. Translating Research into Practice
Part IV: Interpersonal and Personal Skills Interpersonal
24. Understanding and Resolving Conflict
25. Managing Personal/Personnel Problems
26. Workplace Violence and Incivility
27. Inter and Intra-professional Practice and Leading in Professional Practice Settings Personal
C
28. Role Transition
29. Self-Management: Stress and Time Future
LE
30. Thriving for the Future
31. Leading and Managing Your Career
ST
32. Nursing Students as Leaders
BE
3
, BESTLEC
Chapter 01: Leading, Managing, and Following
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
She is asked to assess and adapt the unit to better meet the unique needs of older adult patients.
According to complexity principles, what would be the best approach to take in making this
change?
a. Leverage the hierarchical management position to get unit staff involved in assessment
and planning.
b. Engage involved staff at all levels in the decision-making process.
c. Focus the assessment on the unit, and omit the hospital and community environment.
C
d. Hire a geriatric specialist to oversee and control the project.
LE
Answer: B
Complexity theory suggests that systems interact and adapt and that decision making occurs
ST
throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
everybody’s opinion counts; therefore, all levels of staff would be involved in decision making.
BE
DIF: Cognitive Level: Apply REF: Page 14 TOP: Nursing Process: Implementation
2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who
has
called in sick five times in the past month. He tells the manager that he very much wants to come
to work when scheduled, but must often care for his wife, who is undergoing treatment for breast
cancer. In the practice of a strengths-based nursing leader, what would be the best approach to
satisfying the needs of this nurse, other staff, and patients?
a. Line up agency nurses who can be called in to work on short notice.
4
Test Bank
Yoder-Wise’s Leading and Managing in Canadian Nursing, 2nd Edition
By Patricia S. Yoder-Wise, Janice Waddell, Nancy Walton.
Chapter 1-32| Latest Edition| 2025
C
LE
ST
BE
1
, BESTLEC
Table of Contents
Part I: Core Concepts Overview
1. Leading, Managing, and Following
2. Developing the Role of Leader
3. Developing the Role of Manager
4. Nursing Leadership and Indigenous Health
5. Patient Focus Context
6. Ethical Issues
C
7. Legal Issues
8. Making Decisions and Solving Problems LE
9. Health Care Organizations
10. Understanding and Designing Organizational Structures
ST
11. Cultural Diversity in Health Care
12. Power, Politics, and Influence
BE
Part II: Managing Resources
13. Caring, Communicating, and Managing with Technology
14. Managing Costs and Budgets
15. Care Delivery Strategies
16. Staffing and Scheduling (available only on Evolve)
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
Part III: Changing the Status Quo
18. Strategic Planning, Goal-Setting, and Marketing
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social Action
2
, BESTLEC
20. Building Teams Through Communication and Partnerships
21. Collective Nursing Advocacy
22. Understanding Quality, Risk, and Safety
23. Translating Research into Practice
Part IV: Interpersonal and Personal Skills Interpersonal
24. Understanding and Resolving Conflict
25. Managing Personal/Personnel Problems
26. Workplace Violence and Incivility
27. Inter and Intra-professional Practice and Leading in Professional Practice Settings Personal
C
28. Role Transition
29. Self-Management: Stress and Time Future
LE
30. Thriving for the Future
31. Leading and Managing Your Career
ST
32. Nursing Students as Leaders
BE
3
, BESTLEC
Chapter 01: Leading, Managing, and Following
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
She is asked to assess and adapt the unit to better meet the unique needs of older adult patients.
According to complexity principles, what would be the best approach to take in making this
change?
a. Leverage the hierarchical management position to get unit staff involved in assessment
and planning.
b. Engage involved staff at all levels in the decision-making process.
c. Focus the assessment on the unit, and omit the hospital and community environment.
C
d. Hire a geriatric specialist to oversee and control the project.
LE
Answer: B
Complexity theory suggests that systems interact and adapt and that decision making occurs
ST
throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
everybody’s opinion counts; therefore, all levels of staff would be involved in decision making.
BE
DIF: Cognitive Level: Apply REF: Page 14 TOP: Nursing Process: Implementation
2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who
has
called in sick five times in the past month. He tells the manager that he very much wants to come
to work when scheduled, but must often care for his wife, who is undergoing treatment for breast
cancer. In the practice of a strengths-based nursing leader, what would be the best approach to
satisfying the needs of this nurse, other staff, and patients?
a. Line up agency nurses who can be called in to work on short notice.
4
