TEST BANK FOR
LEADING AND MANAGING IN NURSING 8TH EDITION
BY PATRICIA S. YODER-WISE; SUSAN SPORTSMAN
ALL CHAPTERS 1-25
,TABLE OF CONTENTS
CHAPTER 01: LEADING, MANAGING, AND FOLLOWING ......................................... 4
CHAPTER 02: QUALITY AND SAFETY ..................................................................... 14
CHAPTER 03: ETHICAL AND LEGAL ISSUES IN NURSING ........................................ 25
CHAPTER 04: TOWARD JUSTICE ........................................................................... 35
CHAPTER 05: HEALTHY WORKPLACES, HEALTHY WORKFORCE ............................ 45
CHAPTER 06: TRANSLATING RESEARCH INTO PRACTICE ....................................... 55
CHAPTER 07: GAINING PERSONAL INSIGHT: BEING AN EFFECTIVE FOLLOWER AND
LEADER ................................................................................................................ 66
CHAPTER 08: COMMUNICATION AND CONFLICT ................................................. 75
CHAPTER 09: HEALTHCARE ORGANIZATIONS AND STRUCTURES ......................... 85
CHAPTER 10: PERSON-CENTERED CARE ............................................................... 96
CHAPTER 11: STAFFING AND SCHEDULING ........................................................ 107
CHAPTER 12: WORKFORCE ENGAGEMENT THROUGH COLLECTIVE ACTION AND
GOVERNANCE .................................................................................................... 117
CHAPTER 13: SOLVING PROBLEMS AND INFLUENCING POSITIVE OUTCOMES.... 130
CHAPTER 14: DELEGATING: AUTHORITY, ACCOUNTABILITY, AND RESPONSIBILITY
IN DELEGATION DECISIONS ................................................................................ 143
CHAPTER 15: EFFECTING CHANGE, LARGE AND SMALL ...................................... 156
CHAPTER 16: BUILDING EFFECTIVE TEAMS ........................................................ 169
CHAPTER 17: THE IMPACT OF TECHNOLOGY ...................................................... 181
CHAPTER 18: ARTIFICIAL INTELLIGENCE ............................................................. 195
CHAPTER 19: MANAGING COSTS AND BUDGETS ................................................ 206
CHAPTER 20: SELECTING, DEVELOPING, AND EVALUATING STAFF ..................... 219
CHAPTER 21: MANAGING PERSONAL AND PERSONNEL PROBLEMS ................... 232
CHAPTER 22: ROLE TRANSITION......................................................................... 242
CHAPTER 23: MANAGING YOUR CAREER ........................................................... 253
,CHAPTER 24: DEVELOPING LEADERS, MANAGERS, AND FOLLOWERS ................ 263
CHAPTER 25: THRIVING FOR THE FUTURE.......................................................... 274
, Chapter 01: Leading, Managing, And Following
Yoder-Wise: Leading And Managing In Nursing, 8th 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 The Older Adult
Patient. Using Complexity Principles, What Would Be The Best Approach To Take For Implementation Of
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.
ANS: 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, Every Voice
Counts, And Therefore, All Levels Of Staff Would Be Involved In Decision Making.
TOP: AONE Competency: Communication And Relationship-Building
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. According To Maslow‘S Need Hierarchy Theory, 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.
ANS: D
Placing The Nurse On Unpaid Leave May Threaten The Nurse‘S Capacity To Meet Physiologic Needs And
Demotivate The Nurse. Unsatisfactory Coverage Of Shifts On Short Notice Could Affect Patient Care And
Threaten The Needs Of Staff To Feel Competent. Arranging The Schedule Around The Wife‘S Needs
Meets The Needs Of The Staff And Of Patients While Satisfying The Nurse‘S Need For Affiliation.
LEADING AND MANAGING IN NURSING 8TH EDITION
BY PATRICIA S. YODER-WISE; SUSAN SPORTSMAN
ALL CHAPTERS 1-25
,TABLE OF CONTENTS
CHAPTER 01: LEADING, MANAGING, AND FOLLOWING ......................................... 4
CHAPTER 02: QUALITY AND SAFETY ..................................................................... 14
CHAPTER 03: ETHICAL AND LEGAL ISSUES IN NURSING ........................................ 25
CHAPTER 04: TOWARD JUSTICE ........................................................................... 35
CHAPTER 05: HEALTHY WORKPLACES, HEALTHY WORKFORCE ............................ 45
CHAPTER 06: TRANSLATING RESEARCH INTO PRACTICE ....................................... 55
CHAPTER 07: GAINING PERSONAL INSIGHT: BEING AN EFFECTIVE FOLLOWER AND
LEADER ................................................................................................................ 66
CHAPTER 08: COMMUNICATION AND CONFLICT ................................................. 75
CHAPTER 09: HEALTHCARE ORGANIZATIONS AND STRUCTURES ......................... 85
CHAPTER 10: PERSON-CENTERED CARE ............................................................... 96
CHAPTER 11: STAFFING AND SCHEDULING ........................................................ 107
CHAPTER 12: WORKFORCE ENGAGEMENT THROUGH COLLECTIVE ACTION AND
GOVERNANCE .................................................................................................... 117
CHAPTER 13: SOLVING PROBLEMS AND INFLUENCING POSITIVE OUTCOMES.... 130
CHAPTER 14: DELEGATING: AUTHORITY, ACCOUNTABILITY, AND RESPONSIBILITY
IN DELEGATION DECISIONS ................................................................................ 143
CHAPTER 15: EFFECTING CHANGE, LARGE AND SMALL ...................................... 156
CHAPTER 16: BUILDING EFFECTIVE TEAMS ........................................................ 169
CHAPTER 17: THE IMPACT OF TECHNOLOGY ...................................................... 181
CHAPTER 18: ARTIFICIAL INTELLIGENCE ............................................................. 195
CHAPTER 19: MANAGING COSTS AND BUDGETS ................................................ 206
CHAPTER 20: SELECTING, DEVELOPING, AND EVALUATING STAFF ..................... 219
CHAPTER 21: MANAGING PERSONAL AND PERSONNEL PROBLEMS ................... 232
CHAPTER 22: ROLE TRANSITION......................................................................... 242
CHAPTER 23: MANAGING YOUR CAREER ........................................................... 253
,CHAPTER 24: DEVELOPING LEADERS, MANAGERS, AND FOLLOWERS ................ 263
CHAPTER 25: THRIVING FOR THE FUTURE.......................................................... 274
, Chapter 01: Leading, Managing, And Following
Yoder-Wise: Leading And Managing In Nursing, 8th 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 The Older Adult
Patient. Using Complexity Principles, What Would Be The Best Approach To Take For Implementation Of
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.
ANS: 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, Every Voice
Counts, And Therefore, All Levels Of Staff Would Be Involved In Decision Making.
TOP: AONE Competency: Communication And Relationship-Building
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. According To Maslow‘S Need Hierarchy Theory, 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.
ANS: D
Placing The Nurse On Unpaid Leave May Threaten The Nurse‘S Capacity To Meet Physiologic Needs And
Demotivate The Nurse. Unsatisfactory Coverage Of Shifts On Short Notice Could Affect Patient Care And
Threaten The Needs Of Staff To Feel Competent. Arranging The Schedule Around The Wife‘S Needs
Meets The Needs Of The Staff And Of Patients While Satisfying The Nurse‘S Need For Affiliation.
