TEST BANK - YODER-WISE'S LEADING AND MANAGING IN CANADIAN NURSING, 3RD EDITION (WADDELL, 2024), CHAPTER 1-32 | ALL CHAPTERS

, TEST BANK FOR YODER-
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WISE’S LEADING AND MANAGING IN CANADIAN NURSING,
a a a a a a a 3rd EDITION, PATRICIA S.
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YODER-WISE, JANICE WADDELL, NANCY WALTON,
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ISBN: 9781771721684,
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ISBN: 9781771721745,
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ISBN: 9781771721677
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Table of Contents Pa
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a rt I: Core Concepts O
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verview
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1. Leading,Managing, and Following a a a




2. Developingthe Role of Leader a a a




3. Developingthe Role of Manager a a a




4. NursingLeadership and Indigenous Health
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5. Patient Focus a




Context
6. Ethical Issues a




7. Legal Issues a




8. MakingDecisions and SolvingProblems a a




9. Health Care Organizations
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10. Understanding and Designing Organizational Structures j5 a a a




11. Cultural Diversityin Health Care a a a




12. Power,Politics, and Influence a a a




Part II: Managing Resources
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13. Caring,Communicating, and Managingwith Technology
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14. Managing Costs and Budgets a a a




15. CareDeliveryStrategies
16. Staffingand Scheduling (available onlyon Evolve)
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17. Selecting,Developing, and EvaluatingStaff (available onlyon Evolve)
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,Part III: Changing the Status Quo
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18. Strategic Planning, Goal-Setting, and Marketing
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19. Nurses LeadingChange: ARelationalEmancipatoryFrameworkforHealth and Social
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aAction
20. BuildingTeamsThrough Communication and Partnerships
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21. CollectiveNursing Advocacy a




22. Understanding Quality, Risk, and Safety r a a a




23. TranslatingResearch into Practicea a a




Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understandingand Resolving Conflict a a a




25. Managing Personal/Personnel Problems
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26. WorkplaceViolence and Incivility
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27. Interand IntraprofessionalPracticeand Leading inProfessionalPractice Settings
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Personal
28. Role Transition
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29. Self-Management: Stress and Time a a a




Future
30. Thrivingfor the Future
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31. Leading and ManagingYour Career
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32. NursingStudents as Leaders
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, Yoder-Wise's Leading and Managing in Canadian Nursing 3rd Edition Yoder-Wise Test Bank
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Chapter01:Leading, Managing,andFollowing
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Waddell/Walton: Yoder-
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Wise’s Leading andManaging in CanadianNursing, Second Edition
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MULTIPLE CHOICE a




1. Anursemanager of a20- a a a a


bed medical unit finds that 80% of the patients are older adults. She is asked to assess and ad apt the
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aunit to better meet the unique needs of older adult patients. According to complexity
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aprinciples, what would be the best approach to take in making this change?
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a. Leverage the hierarchical management position to get unit staff involved in a a a a a a a a a a


assessment and planning.
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b. Engageinvolved staff at all levels in the decision-makingprocess. a a a a a a a a


c. Focus the assessment on the unit, and omit the hospital and community
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environment. a


d. Hirea geriatricspecialist to oversee and control the project.
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ANS: B
Complexity theory suggests that systems interact and adapt and that decision making occurs t
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hroughout the systems, as opposed to being held in a hierarchy. In complexity theory, every
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body‘s opinion counts; therefore, all levels of staff would be involved in decision making.
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DIF: a Cognitive Level: Apply
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tion
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2. A unit manager of a 25-bed medical/surgical area receives aphone call from a nurse who has
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acalled in sick five times in the past month. He tells the manager that he very much wants to
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acome to work when scheduled, but must often care forhis wife, who is undergoing treatment
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afor breast cancer. In the practice of a strengths-
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based nursing leader, what would be the best approach to satisfying the needs of this nurse,
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aother staff, and patients? a a a


a. Lineup agencynurses who can be called in to work on short notice.
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b. Placethe nurseon unpaid leavefor the remainder of his wife‘s treatment. a a a a a a a a a a a


c. Sympathizewith thenurse‘sdilemma and letthechargenurse know that this nurse a a a a a a a a


may be calling in frequently in the future.
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d. Workwiththenurse, staffingoffice, andothernurses to arrangehisscheduled
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days off around his wife‘s treatments.
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ANS: D a


Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse.
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aUnsatisfactory coverage of shifts on short notice could affect patient care and threaten staff a a a a a a a a a a a a a


amembers‘ sense of competence. Strengths- a a a a


based nurse leaders honour the uniqueness of individuals, teams, systems, and organizations
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; therefore arranging the schedule around the wife‘s needs would result in a win-
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win situation, also creating a work environment that promotes the health of all the nurses an d
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afacilitates their development. a a




DIF: a Cognitive Level: Analyze
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