Leading And Managing In Nursing 8th
Edition By Yoder Wise (Ch 1-25)
,TABLES OF CONTENTS
1. Leading, Managing, and Following
2. Quality and Safety
3. Ethical and Legal Issues in Nursing
4. Toward Justice
5. healthy Workplaces, healthy Workforce
6. Translating Research Into Practice
7. Gaining Personal Insight: Being an Effective Follower and Leader
8. Communication and Conflict
9. healthcare Organizations and Structures
10. Person-Centered Care
11. Staffing and Scheduling
12. Workforce Engagement Through Collective Action and Governance
13. Solving Problems and Influencing Positive Outcomes
14. Delegating: Authority, Accountability, and Responsibility in Delegation
Decisions
15. Effecting Change, Large and Small
16. Building Effective Teams
17. The Impact of Technology
18. Artificial Intelligence
19. Managing Costs and Budgets
20. Selecting, Developing, and Evaluating Staff
21. Managing Personal and Personnel Problems
22. Role Transition
23. Managing Your Career
24. Developing Leaders, Managers, and Followers
25. Thriving for the Future
,Chapter 01: Leading, Managing, and Following
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
MULT IPLE ChOICE
1. A nurse manager of a 20-bed medical unit finds t hat 80% of t he pat ient s are older
adult s. She is asked t o assess and adapt t he unit t o bet t er meet t he unique needs of
t he older adult pat ient . Using complexit y principles, what would be t he best
approach t o t ake for implement at ion of t his change?
a. Leverage t he hierarchical management posit ion t o get unit st aff
involved in assessment and planning.
b. Engage involved st aff at all levels in t he decision-making process.
c. Focus t he assessment on t he unit and omit t he hospit al and
communit y environment .
d. hire a geriat ric specialist to oversee and control t he project .
ANS: B
Complexit y t heory suggest s t hat syst ems int eract and adapt and t hat decision
making occurs t hroughout t he syst ems, as opposed t o being held in a hierarchy. In
complexit y t heory, every voice count s, and t herefore, all levels of st aff would be
involved in decision making.
T OP: AONE compet ency: Communicat ion and Relat ionship-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 t imes in t he past mont h. he t ells t he manager t hat he very
much want s t o come t o work when scheduled but must oft en care for his wife, who is
undergoing t reat ment for breast cancer. According t o Maslow‘s need hierarchy t heory,
what would be t he best approach t o sat isfying t he needs of t his nurse, ot her st aff,
and pat ient s?
a. Line up agency nurses who can be called in t o work on short not ice.
b. Place t he nurse on unpaid leave for t he remainder of his wife‘s t reat ment .
c. Sympat hize wit h t he nurse‘s dilemma and let t he charge nurse know t hat t his nurse
may be calling in frequent ly in t he fut ure.
, d. Work wit h t he nurse, st affing office, and ot her nurses t o arrange his scheduled
days off around his wife‘s t reat ment s.
ANS: D
Placing t he nurse on unpaid leave may t hreat en t he nurse‘s capacit y t o meet
physiologic needs and demot ivat e t he nurse. Unsat isfact ory coverage of shift s on short
not ice could affect pat ient care and t hreat en t he needs of st aff t o feel compet ent .
Arranging t he schedule around t he wife‘s needs meet s t he needs of t he st aff and
of pat ient s while sat isfying t he nurse‘s need for affiliat ion.
T OP: AONE compet ency: Communicat ion and Relat ionship-Building
3. A grievance brought by a st aff nurse against t he unit manager requires mediat ion. At
t he first mediat ion session, t he st aff nurse repeat edly calls t he unit manager‘s act ions
unfair, and t he unit manager cont inues t o reit erat e t he reasons for t he act ions. What
would be t he best course of act ion at t his t ime?
a. Send t he t wo disput ant s away t o reach t heir own resolut ion.
b. Involve anot her st aff nurse in t he discussion for clarit y issues.
Edition By Yoder Wise (Ch 1-25)
,TABLES OF CONTENTS
1. Leading, Managing, and Following
2. Quality and Safety
3. Ethical and Legal Issues in Nursing
4. Toward Justice
5. healthy Workplaces, healthy Workforce
6. Translating Research Into Practice
7. Gaining Personal Insight: Being an Effective Follower and Leader
8. Communication and Conflict
9. healthcare Organizations and Structures
10. Person-Centered Care
11. Staffing and Scheduling
12. Workforce Engagement Through Collective Action and Governance
13. Solving Problems and Influencing Positive Outcomes
14. Delegating: Authority, Accountability, and Responsibility in Delegation
Decisions
15. Effecting Change, Large and Small
16. Building Effective Teams
17. The Impact of Technology
18. Artificial Intelligence
19. Managing Costs and Budgets
20. Selecting, Developing, and Evaluating Staff
21. Managing Personal and Personnel Problems
22. Role Transition
23. Managing Your Career
24. Developing Leaders, Managers, and Followers
25. Thriving for the Future
,Chapter 01: Leading, Managing, and Following
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
MULT IPLE ChOICE
1. A nurse manager of a 20-bed medical unit finds t hat 80% of t he pat ient s are older
adult s. She is asked t o assess and adapt t he unit t o bet t er meet t he unique needs of
t he older adult pat ient . Using complexit y principles, what would be t he best
approach t o t ake for implement at ion of t his change?
a. Leverage t he hierarchical management posit ion t o get unit st aff
involved in assessment and planning.
b. Engage involved st aff at all levels in t he decision-making process.
c. Focus t he assessment on t he unit and omit t he hospit al and
communit y environment .
d. hire a geriat ric specialist to oversee and control t he project .
ANS: B
Complexit y t heory suggest s t hat syst ems int eract and adapt and t hat decision
making occurs t hroughout t he syst ems, as opposed t o being held in a hierarchy. In
complexit y t heory, every voice count s, and t herefore, all levels of st aff would be
involved in decision making.
T OP: AONE compet ency: Communicat ion and Relat ionship-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 t imes in t he past mont h. he t ells t he manager t hat he very
much want s t o come t o work when scheduled but must oft en care for his wife, who is
undergoing t reat ment for breast cancer. According t o Maslow‘s need hierarchy t heory,
what would be t he best approach t o sat isfying t he needs of t his nurse, ot her st aff,
and pat ient s?
a. Line up agency nurses who can be called in t o work on short not ice.
b. Place t he nurse on unpaid leave for t he remainder of his wife‘s t reat ment .
c. Sympat hize wit h t he nurse‘s dilemma and let t he charge nurse know t hat t his nurse
may be calling in frequent ly in t he fut ure.
, d. Work wit h t he nurse, st affing office, and ot her nurses t o arrange his scheduled
days off around his wife‘s t reat ment s.
ANS: D
Placing t he nurse on unpaid leave may t hreat en t he nurse‘s capacit y t o meet
physiologic needs and demot ivat e t he nurse. Unsat isfact ory coverage of shift s on short
not ice could affect pat ient care and t hreat en t he needs of st aff t o feel compet ent .
Arranging t he schedule around t he wife‘s needs meet s t he needs of t he st aff and
of pat ient s while sat isfying t he nurse‘s need for affiliat ion.
T OP: AONE compet ency: Communicat ion and Relat ionship-Building
3. A grievance brought by a st aff nurse against t he unit manager requires mediat ion. At
t he first mediat ion session, t he st aff nurse repeat edly calls t he unit manager‘s act ions
unfair, and t he unit manager cont inues t o reit erat e t he reasons for t he act ions. What
would be t he best course of act ion at t his t ime?
a. Send t he t wo disput ant s away t o reach t heir own resolut ion.
b. Involve anot her st aff nurse in t he discussion for clarit y issues.
