, TEST @lkBANK @lkFOR @lkYODER-WISE’S @lkLEADING @lkAND @lkMANAGING @lkIN @lkCANADIAN
@lkNURSING, @lk2ND @lkEDITION, @lkPATRICIA @lkS. @lkYODER-WISE, @lkJANICE @lkWADDELL,
@lkNANCY @lkWALTON,
ISBN: @lk9781771721684,
ISBN: @lk9781771721745,
ISBN: @lk9781771721677
Table @lkof @lkContents
@lk Part @lkI: @lkCore
Concepts @lkOverview
@lk
1. Leading, @lkManaging, @lkand @lkFollowing
2. Developing @lkthe @lkRole @lkof @lkLeader
3. Developing @lkthe @lkRole @lkof @lkManager
4. Nursing @lkLeadership @lkand @lkIndigenous @lkHealth
5. Patient @lkFocus
Context
6. Ethical @lkIssues
7. Legal @lkIssues
8. Making @lkDecisions @lkand @lkSolving @lkProblems
9. Health @lkCare @lkOrganizations
10. Understanding @lkand @lkDesigning @lkOrganizational @lkStructures
11. Cultural @lkDiversity @lkin @lkHealth @lkCare
12. Power, @lkPolitics, @lkand @lkInfluence
Part @lkII: @lkManaging @lkResources
13. Caring, @lkCommunicating, @lkand @lkManaging @lkwith @lkTechnology
14. Managing @lkCosts @lkand @lkBudgets
15. Care @lkDelivery @lkStrategies
16. Staffing @lkand @lkScheduling @lk(available @lkonly @lkon @lkEvolve)
17. Selecting, @lkDeveloping, @lkand @lkEvaluating @lkStaff @lk(available @lkonly @lkon @lkEvolve)
,Part @lkIII: @lkChanging @lkthe @lkStatus @lkQuo
18. Strategic @lkPlanning, @lkGoal-Setting, @lkand @lkMarketing
19. Nurses @lkLeading @lkChange: @lkA @lkRelational @lkEmancipatory @lkFramework @lkfor @lkHealth
@lkand @lkSocial @lkAction
20. Building @lkTeams @lkThrough @lkCommunication @lkand @lkPartnerships
21. Collective @lkNursing @lkAdvocacy
22. Understanding @lkQuality, @lkRisk, @lkand @lkSafety
23. Translating @lkResearch @lkinto @lkPractice
Part @lkIV: @lkInterpersonal @lkand @lkPersonal @lkSkills
Interpersonal
24. Understanding @lkand @lkResolving @lkConflict
25. Managing @lkPersonal/Personnel @lkProblems
26. Workplace @lkViolence @lkand @lkIncivility
27. Inter @lkand @lkIntraprofessional @lkPractice @lkand @lkLeading @lkin @lkProfessional @lkPractice @lkSettings
Personal
28. Role @lkTransition
29. Self-Management: @lkStress @lkand @lkTime
Future
30. Thriving @lkfor @lkthe @lkFuture
31. Leading @lkand @lkManaging @lkYour @lkCareer
32. Nursing @lkStudents @lkas @lkLeaders
, Yoder-Wise's @lkLeading @lkand @lkManaging @lkin @lkCanadian @lkNursing @lk2nd @lkEdition @lkYoder-
Wise @lkTest @lkBank
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.
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,
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
N R I G B.C M
U S N T areaOreceives a phone call from a nurse who has
2. A unit manager of a 25-bed medical/surgical
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.
ANS: 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
NURSINGTB.COM
@lkNURSING, @lk2ND @lkEDITION, @lkPATRICIA @lkS. @lkYODER-WISE, @lkJANICE @lkWADDELL,
@lkNANCY @lkWALTON,
ISBN: @lk9781771721684,
ISBN: @lk9781771721745,
ISBN: @lk9781771721677
Table @lkof @lkContents
@lk Part @lkI: @lkCore
Concepts @lkOverview
@lk
1. Leading, @lkManaging, @lkand @lkFollowing
2. Developing @lkthe @lkRole @lkof @lkLeader
3. Developing @lkthe @lkRole @lkof @lkManager
4. Nursing @lkLeadership @lkand @lkIndigenous @lkHealth
5. Patient @lkFocus
Context
6. Ethical @lkIssues
7. Legal @lkIssues
8. Making @lkDecisions @lkand @lkSolving @lkProblems
9. Health @lkCare @lkOrganizations
10. Understanding @lkand @lkDesigning @lkOrganizational @lkStructures
11. Cultural @lkDiversity @lkin @lkHealth @lkCare
12. Power, @lkPolitics, @lkand @lkInfluence
Part @lkII: @lkManaging @lkResources
13. Caring, @lkCommunicating, @lkand @lkManaging @lkwith @lkTechnology
14. Managing @lkCosts @lkand @lkBudgets
15. Care @lkDelivery @lkStrategies
16. Staffing @lkand @lkScheduling @lk(available @lkonly @lkon @lkEvolve)
17. Selecting, @lkDeveloping, @lkand @lkEvaluating @lkStaff @lk(available @lkonly @lkon @lkEvolve)
,Part @lkIII: @lkChanging @lkthe @lkStatus @lkQuo
18. Strategic @lkPlanning, @lkGoal-Setting, @lkand @lkMarketing
19. Nurses @lkLeading @lkChange: @lkA @lkRelational @lkEmancipatory @lkFramework @lkfor @lkHealth
@lkand @lkSocial @lkAction
20. Building @lkTeams @lkThrough @lkCommunication @lkand @lkPartnerships
21. Collective @lkNursing @lkAdvocacy
22. Understanding @lkQuality, @lkRisk, @lkand @lkSafety
23. Translating @lkResearch @lkinto @lkPractice
Part @lkIV: @lkInterpersonal @lkand @lkPersonal @lkSkills
Interpersonal
24. Understanding @lkand @lkResolving @lkConflict
25. Managing @lkPersonal/Personnel @lkProblems
26. Workplace @lkViolence @lkand @lkIncivility
27. Inter @lkand @lkIntraprofessional @lkPractice @lkand @lkLeading @lkin @lkProfessional @lkPractice @lkSettings
Personal
28. Role @lkTransition
29. Self-Management: @lkStress @lkand @lkTime
Future
30. Thriving @lkfor @lkthe @lkFuture
31. Leading @lkand @lkManaging @lkYour @lkCareer
32. Nursing @lkStudents @lkas @lkLeaders
, Yoder-Wise's @lkLeading @lkand @lkManaging @lkin @lkCanadian @lkNursing @lk2nd @lkEdition @lkYoder-
Wise @lkTest @lkBank
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.
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,
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
N R I G B.C M
U S N T areaOreceives a phone call from a nurse who has
2. A unit manager of a 25-bed medical/surgical
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.
ANS: 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
NURSINGTB.COM
