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Yoder-Wise: Leading and Managing in Nursing, 7th Edition graded A+
,Contents
Chapter 1: implementation principals................................................................................. 3
Chapter 02: Clinical Safety: The Core of Leading, Managing, and Following ....................... 18
Chapter 03: Legal and Ethical Issues ................................................................................. 31
Chapter 04: Cultural Diversity and Inclusion in Health Care ............................................... 44
Chapter 05: Gaining Personal Insight: The Beginning of Being a Leader ............................. 57
Chapter 06: Being an Effective Follower ........................................................................... 67
Chapter 07: Managing Self: Stress and Time ..................................................................... 73
Chapter 08: Communication and Conflict.......................................................................... 87
Chapter 09: Power, Politics, and Influence ...................................................................... 103
Chapter 10: Healthcare Organizations ............................................................................ 117
Chapter 11: Organizational Structures ............................................................................ 131
Chapter 12: Care Delivery Strategies............................................................................... 143
Chapter 13: Staffing and Scheduling ............................................................................... 157
Chapter 14: Work force Engagement through Collective Action and Governance ............ 171
Chapter 15: Making Decisions and Solving Problems ...................................................... 186
Chapter 16: The Impact of Technology............................................................................ 199
Chapter 17: Delegating: Authority, Accountability, Responsibility in Delegation Decisions
...................................................................................................................................... 214
Chapter 18: Leading Change ........................................................................................... 228
Chapter 19: Building Effective Teams .............................................................................. 243
Chapter 20: Managing Costs and Budgets ....................................................................... 257
Chapter 21: Selecting, Developing, and Evaluating Staff .................................................. 272
Chapter 22: Person-Centered Care.................................................................................. 286
Chapter 23: Managing Quality and Risk .......................................................................... 300
Chapter 24: Translating Research into Practice ............................................................... 315
Chapter 25: Managing Personal and Personnel Problems................................................ 329
Chapter 27: Managing Your Career ................................................................................. 343
Chapter 28: Developing the Role of Leader ..................................................................... 356
Chapter 29: Developing the Role of Manager.................................................................. 370
Chapter 30: The Strategic Planning Process .................................................................... 384
,Chapter 1: implementation principals
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
NURSINGTB.COM 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.
TOP: AONE competency: Communication and Relationship-Building
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 for clarity issues.
c. Ask each party to examine their own motives and issues in the conflict.
d. Continue to listen as the parties repeat their thoughts and feelings about the conflict.
ANS:C
For resolution of conflict, one should address the interests and involvement of participants in the
conflict by examining the real issues of all parties.
TOP: AONE competency: Communication and Relationship-Building
,4. At a second negotiation session, the unit manager and staff nurse are unable to reach a
resolution. What is the appropriate next step?
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
b. Elevate the next negation session to the next manager, one level above.
c. Insist that participants continue to talk until a resolution has been reached.
d. Back the unit manager’s actions and end the dispute.
ANS:B
Part of leadership is understanding conflict resolution and ability to negotiate and manage for resolution
of issues and concerns. This situation has failed a second negotiation session, elevation to a manager
with additional training to facilitate conflict resolution is important at this point.
TOP: AONE competency: Communication and Relationship-Building
5. The manager of a surgical area has a vision for the future that requires the addition of RN
assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff
have always practiced in a primary nursing-delivery system and are very resistant to this idea.
What would be the best initial strategy for implementation of this change?
NURSINGTB.COM
a. Exploring the values and feelings of the RN group in relationship to this change
b. Leaving the RNs alone for a time so they can think about the change before it is implemented
c. Dropping the idea and trying for the change in a year or so when some of the present RNs have
retired
d. Hiring the assistants and allowing the RNs to see what good additions they are
ANS:A
Influencing others requires emotional intelligence in domains such as empathy, handling relationships,
deepening self-awareness in self and others, motivating others, and managing emotions. Motivating
, others recognizes that values are powerful forces that influence acceptance of change. Leaving the RNs
alone for a period of time before implementation does not provide opportunity to explore different
perspectives and values. Avoiding discussion until the team changes may not promote adoption of the
change until there is opportunity to explore perspectives and values related to the change. Hiring of the
assistants demonstrates lack of empathy for the perspectives of the RN staff.
TOP: AONE competency: Knowledge of the Health Care Environment
6. As the RN charge nurse on the night shift in a small long-term care facility, you’ve found that
there is little turnover among your LPN and nursing assistant (NA) staff members, but they are not very
motivated to go beyond their job descriptions in their work. Which of the following strategies might
motivate the staff and lead to greater job satisfaction?
a. Ask the director of nursing to offer higher wages and bonuses for extra work for the night LPNs
and NAs.
b. Allow the LPNs and NAs greater decision-making power within the scope of their positions in the
institution.
c. Hire additional staff so that there are more staff available for enhanced care, and individual
workloads are lessened.
d. Ask the director of nursing to increase job security for night staff by having them sign contracts
that guarantee work.
ANS:B
Hygiene factors such as salary, working conditions, and security are consistent with Herzberg’s two-
factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factors such as
recognition and satisfaction with work promote a satisfying and enriched work environment.
Transformational leaders use motivator factors liberally to inspire work performance and increase job
satisfaction.
TOP: AONE competency: Communication and Relationship-Building
7. The nurse manager wants to increase motivation by providing motivating factors for the nurse
on the unit. What action would be appropriate to motivate the staff?
a. Collaborate with the human resource/personnel department to develop on-site daycare
services.
Yoder-Wise: Leading and Managing in Nursing, 7th Edition graded A+
,Contents
Chapter 1: implementation principals................................................................................. 3
Chapter 02: Clinical Safety: The Core of Leading, Managing, and Following ....................... 18
Chapter 03: Legal and Ethical Issues ................................................................................. 31
Chapter 04: Cultural Diversity and Inclusion in Health Care ............................................... 44
Chapter 05: Gaining Personal Insight: The Beginning of Being a Leader ............................. 57
Chapter 06: Being an Effective Follower ........................................................................... 67
Chapter 07: Managing Self: Stress and Time ..................................................................... 73
Chapter 08: Communication and Conflict.......................................................................... 87
Chapter 09: Power, Politics, and Influence ...................................................................... 103
Chapter 10: Healthcare Organizations ............................................................................ 117
Chapter 11: Organizational Structures ............................................................................ 131
Chapter 12: Care Delivery Strategies............................................................................... 143
Chapter 13: Staffing and Scheduling ............................................................................... 157
Chapter 14: Work force Engagement through Collective Action and Governance ............ 171
Chapter 15: Making Decisions and Solving Problems ...................................................... 186
Chapter 16: The Impact of Technology............................................................................ 199
Chapter 17: Delegating: Authority, Accountability, Responsibility in Delegation Decisions
...................................................................................................................................... 214
Chapter 18: Leading Change ........................................................................................... 228
Chapter 19: Building Effective Teams .............................................................................. 243
Chapter 20: Managing Costs and Budgets ....................................................................... 257
Chapter 21: Selecting, Developing, and Evaluating Staff .................................................. 272
Chapter 22: Person-Centered Care.................................................................................. 286
Chapter 23: Managing Quality and Risk .......................................................................... 300
Chapter 24: Translating Research into Practice ............................................................... 315
Chapter 25: Managing Personal and Personnel Problems................................................ 329
Chapter 27: Managing Your Career ................................................................................. 343
Chapter 28: Developing the Role of Leader ..................................................................... 356
Chapter 29: Developing the Role of Manager.................................................................. 370
Chapter 30: The Strategic Planning Process .................................................................... 384
,Chapter 1: implementation principals
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
NURSINGTB.COM 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.
TOP: AONE competency: Communication and Relationship-Building
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 for clarity issues.
c. Ask each party to examine their own motives and issues in the conflict.
d. Continue to listen as the parties repeat their thoughts and feelings about the conflict.
ANS:C
For resolution of conflict, one should address the interests and involvement of participants in the
conflict by examining the real issues of all parties.
TOP: AONE competency: Communication and Relationship-Building
,4. At a second negotiation session, the unit manager and staff nurse are unable to reach a
resolution. What is the appropriate next step?
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
b. Elevate the next negation session to the next manager, one level above.
c. Insist that participants continue to talk until a resolution has been reached.
d. Back the unit manager’s actions and end the dispute.
ANS:B
Part of leadership is understanding conflict resolution and ability to negotiate and manage for resolution
of issues and concerns. This situation has failed a second negotiation session, elevation to a manager
with additional training to facilitate conflict resolution is important at this point.
TOP: AONE competency: Communication and Relationship-Building
5. The manager of a surgical area has a vision for the future that requires the addition of RN
assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff
have always practiced in a primary nursing-delivery system and are very resistant to this idea.
What would be the best initial strategy for implementation of this change?
NURSINGTB.COM
a. Exploring the values and feelings of the RN group in relationship to this change
b. Leaving the RNs alone for a time so they can think about the change before it is implemented
c. Dropping the idea and trying for the change in a year or so when some of the present RNs have
retired
d. Hiring the assistants and allowing the RNs to see what good additions they are
ANS:A
Influencing others requires emotional intelligence in domains such as empathy, handling relationships,
deepening self-awareness in self and others, motivating others, and managing emotions. Motivating
, others recognizes that values are powerful forces that influence acceptance of change. Leaving the RNs
alone for a period of time before implementation does not provide opportunity to explore different
perspectives and values. Avoiding discussion until the team changes may not promote adoption of the
change until there is opportunity to explore perspectives and values related to the change. Hiring of the
assistants demonstrates lack of empathy for the perspectives of the RN staff.
TOP: AONE competency: Knowledge of the Health Care Environment
6. As the RN charge nurse on the night shift in a small long-term care facility, you’ve found that
there is little turnover among your LPN and nursing assistant (NA) staff members, but they are not very
motivated to go beyond their job descriptions in their work. Which of the following strategies might
motivate the staff and lead to greater job satisfaction?
a. Ask the director of nursing to offer higher wages and bonuses for extra work for the night LPNs
and NAs.
b. Allow the LPNs and NAs greater decision-making power within the scope of their positions in the
institution.
c. Hire additional staff so that there are more staff available for enhanced care, and individual
workloads are lessened.
d. Ask the director of nursing to increase job security for night staff by having them sign contracts
that guarantee work.
ANS:B
Hygiene factors such as salary, working conditions, and security are consistent with Herzberg’s two-
factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factors such as
recognition and satisfaction with work promote a satisfying and enriched work environment.
Transformational leaders use motivator factors liberally to inspire work performance and increase job
satisfaction.
TOP: AONE competency: Communication and Relationship-Building
7. The nurse manager wants to increase motivation by providing motivating factors for the nurse
on the unit. What action would be appropriate to motivate the staff?
a. Collaborate with the human resource/personnel department to develop on-site daycare
services.
