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Test Bank For Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition, Patricia S. Yoder-Wise,Chapters 1 - 32 latest version updated 2025

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Chapter 01: Leading, Managing, and Following Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second Edition MULTIPLE CHOICE 1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She is asked to assess and adapt the unit to better meet the unique needs of 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. d. Hire a geriatric specialist to oversee and control the project. ANSWER: B Complexity theory suggests that systems interact and adapt and that decision making occurs throughout the systems, as opposed to being held in a hierarchy. In complexity theory, everybody’s opinion counts; therefore, all levels of staff would be involved in decision making. 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. b. Place the nurse on unpaid leave for the remainder of his wife’s treatment. c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurse may be calling in frequently in the future. d. Work with the nurse, staffing office, and other nurses to arrange his scheduled days off around his wife’s treatments. ANSWER: D Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient care and threaten staff members’ sense of competence. Strengths-based nurse leaders honour the uniqueness of individuals, teams, systems, and organizations; therefore arranging the schedule around the wife’s needs would result in a win-win situation, also creating a work environment that promotes the health of all the nurses and facilitates their development. DIF: Cognitive Level: Analyze REF: Page 6 TOP: Nursing Process: Implementation 3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first mediation session, the staff nurse repeatedly calls the unit manager’s actions unfair, and the unit manager continues to reiterate the reasons for the actions. What would be the best course of action at this time? a. Send the two disputants away to reach their own resolution. b. Involve another staff nurse in the discussion so as to clarify issues. c. Ask each party to examine her own motives and issues in the conflict. d. Continue to listen as the parties repeat their thoughts and feelings about the conflict. ANSWER: C Nurses and leaders must assess each situation as unique, determining appropriate actions accordingly. Leaders must adapt their styles to complement specific issues being faced, such as conflict. Examining motives and issues for the conflict in perceptions promotes equal representation of each point of view. DIF: Cognitive Level: Apply REF: Pages 11–13 TOP: Nursing Process: Implementation

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Test Bank For Yoder-Wise’s Leading And Managing In
Canadian Nursing, 2nd Edition,
Patricia S. Yoder-Wise, Chapters 1 - 32

, TESTBANKFORYODER- le le le




WISE’S LEADING AND MANAGINGINCANADIAN NURSING, 2NDEDITION, PATRICIA S. YODER- le le le le le le le le le le le




WISE, JANICE WADDELL, NANCY WALTON, le le le le




ISBN:9781771721684,
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ISBN:9781771721745,
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ISBN:9781771721677
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Table of Contents PartI:
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CoreConceptsOvervie
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1. Leading,Managing, and Following el le le




2. Developingthe Role of Leader el le le le




3. Developingthe Roleof Manager el le el le




4. NursingLeadershipand IndigenousHealth el el le el




5. PatientFocus el




Context
6. Ethical Issues le




7. LegalIssues el




8. MakingDecisions and SolvingProblems el le le el




9. HealthCareOrganizations el el




10. Understandingand DesigningOrganizational Structures el le el le




11. Cultural Diversityin Health Care le el le le




12. Power,Politics,and Influence el el le




Part II:Managing Resources
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13. Caring, Communicating, and Managingwith Technology le le le el le




14. Managing CostsandBudgets le el el




15. CareDeliveryStrategies el el




16. Staffingand Scheduling(available onlyon Evolve) el le el le el le

,17. Selecting, Developing, and EvaluatingStaff (available onlyon Evolve)
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, Part III: Changing the Status Quo
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18. StrategicPlanning, Goal-Setting, andMarketing
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19. Nurses LeadingChange: A RelationalEmancipatoryFrameworkfor Health and SocialActio
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20. BuildingTeamsThrough Communication and Partnerships
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21. CollectiveNursingAdvocacy el el




22. UnderstandingQuality, Risk, and Safety el le le le




23. TranslatingResearch into Practice el le le




Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understandingand ResolvingConflict el le el




25. ManagingPersonal/PersonnelProblems el el




26. WorkplaceViolence and Incivility el le le




27. Interand IntraprofessionalPracticeand LeadinginProfessionalPractice Settings
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Personal
28. RoleTransition
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29. Self-Management:Stress andTime el le el




Future
30. Thrivingfor the Future el le le




31. Leadingand ManagingYour Career
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32. NursingStudents as Leadersel le le
Connected book
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Patricia S. Yoder-Wise Leading and Managing in Nursing
Publisher: 2011 ISBN: 9780323069779 Edition: Unknown

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