Test Bank for Yoder-Wise’s Leading and Managing in Canadian Nursing 2nd Edition (Elsevier, 2019) by Patricia S. Yoder's-Wise, Janice Waddell and Nancy Walton, Isbn no; 9781771721684, all 32 Chapters Covered (NEWEST 2025)

, TEST38BANKFOR YODER-
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WISE’S38LEADING38AND38MANAGING38INCANADIAN38NURSING,382NDEDITION,38PAT
RICIA38S.38YODER-WISE,38JANICE38WADDELL,38NANCY38WALTON,

ISBN:389781771721684,
ISBN:389781771721745,
ISBN:389781771721677


Table38of38Contents3
8PartI:Core38Concep

tsOverview
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1. Leading,38Managing,38and38Following
2. Developingthe38Role38of38Leader
3. Developingthe38Roleof38Manager
4. Nursing38Leadershipand38Indigenous38Health
5. PatientFocus


Context
6. Ethical38Issues
7. Legal38Issues
8. Making38Decisions38and38SolvingProblems
9. Health38Care38Organizations
10. Understandingand38DesigningOrganizational38Structures
11. Cultural38Diversityin38Health38Care
12. Power,38Politics,38and38Influence


Part38II:38Managing38Resources
13. Caring,38Communicating,38 and38Managingwith38Technology
14. Managing38Costsand38Budgets
15. CareDeliveryStrategies
16. Staffingand38Scheduling(available38onlyon38Evolve)
17. Selecting,38Developing,38and38EvaluatingStaff38(available38onlyon38Evolve)

,Part38III:38Changing38the38Status38Quo
18. Strategic38Planning,38 Goal-Setting,38and38Marketing
19. Nurses38Leading38Change:38A38Relational38EmancipatoryFrameworkfor38Healt
h38and38SocialAction
20. BuildingTeams38Through38 Communication38and38Partnerships
21. Collective38NursingAdvocacy
22. UnderstandingQuality,38 Risk,38and38Safety
23. Translating38Research38into38Practice


Part38IV:38Interpersonal38and38Personal38Skills


Interpersonal
24. Understandingand38ResolvingConflict
25. ManagingPersonal/Personnel38Problems
26. Workplace38Violence38and38Incivility
27. Interand38 Intraprofessional38Practiceand3 8 Leadingin38Professional38Practice38Settings


Personal
28. Role38Transition
29. Self-Management:38Stress38and38Time


Future
30. Thrivingfor38the38Future
31. Leadingand38Managing38Your38Career
32. NursingStudents38as38Leaders

, Yoder-Wise's38Leading38and38Managing38in38Canadian38Nursing382nd38Edition38Yoder-
Wise38Test38Bank
Chapter3801:38Leading,38Managing,38and38Following
Waddell/Walton:38Yoder-
Wise’s38Leadingand38Managing38in38Canadian38Nursing,38SecondEdition ,q




MULTIPLE38CHOICE

1. Anursemanager38of38a3820-
bed38medical38unit38finds38that3880%38of38the38patients38are38olderadults.38Sheis 38asked38to38as
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sess38and38adapt38the38unit38to38better38meet38the38unique38needs38of38older38adult38patient
s.38According38to38complexity38principles,38what38would38be38the38best38approach38to38take38
in38making38this38change?
a. Leveragethehierarchical38management38positionto38getunit38staffinvol
ved38inassessment38and38planning.
,
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b. Engageinvolved38staff38at38all38levels38in38the38decision-makingprocess.
c. Focus38the38assessment38on38the38unit,38and38omit38the38hos
pital38and38communityenvironment.
d. Hirea38geriatricspecialist38to38oversee38and38control38the38project.

ANS: B
Complexitytheorysuggests38that38systems38interact38and38adapt38and38that38decision38making
38occursthroughout38the38systems,38as38opposed38to38being38held38in38a38hierarchy.38In38complexi
,
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ty38theory,38everybody‘s38opinion38counts;38therefore,38all38levels38of38staff38would38be38invo
lved38in38decision38making.

DIF: Cognitive38Level:38Apply
REF:38Page3814TOP:3 8 Nursing38Process:38Im
plementation
2. A38unit38manager38of38a NRIGB.CM
25-
USNT O
bed38medical/surgical38area38receives38aphone38call38from38a38nursewho38has38called38in38sic
k38five38times38in38the38past38month.38He38tells38the38manager38that38he38very38much38wants38
to38come38to38work38when38scheduled,38but38must38often38careforhis38wife,38who38is38undergoing
38treatmentfor38breast38cancer.38In38the38practice38of38a38strengths-
,
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based38nursing38leader,38what38would38be38the38best38approach38to38satisfying38the38needs38
of38this38nurse,38other38staff,38and38patients?
a. Lineup38agencynurses38who38can38be38called38in38to38work38on38short38notice.
b. Placethe38nurseon38unpaid38leaveforthe38remainder38of38his38wife‘s38treatment.
c. Sympathizewith38the38nurse‘s38dilemma38and38let38the38chargenurseknow38t
hat38this38nursem ay38be38calling38in38frequentlyin38the38future.
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d. Work38with38the38nurse,38staffing office,38and38othernurses38to38arra
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ngehis38scheduledd ays38off38around38his38wife‘s38treatments.
,
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ANS:3 8 D
Placingthenurseon38unpaid38leavemaythreaten38physiologic38needs38and38demotivatethe38n
urse.Unsatisfactory38coverage38of38shifts38on38short38notice38could38affect38patient38care38and
38threaten38staff38members‘38sense38of38competence.38Strengths-
based38nurse38leaders38honour38the38uniqueness38of38individuals,38teams,38systems,38and38org
anizations;38therefore38arranging38the38schedule38around38the38wife‘s38needs38would38result
38in38a38win-
win38situation,38also38creating38a38work38environment38that38promotes38the38health38of38all
38the38nurses38and38facilitates38their38development.


DIF: Cognitive38Level:38Analyze
NURSINGTB.COM