Test Bank for Leading and Managing
in Nursing 7th Edition by Yoder Wise
(chapters 1-30) complete.
, l O M oA R c P S D |1 72 2 7 4 17
Leading and Managing in Nursing 7t h E dition Yoder-Wise Test Bank
Chapter 01: Leading, Managing, and Following
Yoder-Wise: Leading and Managing in Nursing, 7th Edition
MULTIPLE CHOICE
1. A xnurse xmanager xof xa x20-bed xmedical xunit xfinds xthat x80% xof xthe xpatients xare xolder
xadults. xShe xis xasked xto xassess xand xadapt xthe xunit xto xbetter xmeet xthe xunique xneeds xof
xthe xolder xadult xpatient. xUsing xcomplexity xprinciples, xwhat xwould xbe xthe xbest
xapproach xto xtake xfor ximplementation xof xthis xchange?
a. Leverage xthe xhierarchical xmanagement xposition xto xget xunit xstaff
xinvolved xin xassessment xand xplanning.
b. Engage xinvolved xstaff xat xall xlevels xin xthe xdecision-making xprocess.
c. Focus xthe xassessment xon xthe xunit xand xomit xthe
xhospital xand xcommunity xenvironment.
d. Hire xa xgeriatric xspecialist xto xoversee xand xcontrol xthe xproject.
ANS: xB
Complexity xtheory xsuggests xthat xsystems xinteract xand xadapt xand xthat xdecision xmaking
xoccurs xthroughout xthe xsystems, xas xopposed xto xbeing xheld xin xa xhierarchy. xIn
xcomplexity xtheory, xevery xvoice xcounts, xand xtherefore, xall xlevels xof xstaff xwould xbe
xinvolved xin xdecision xmaking.
TOP: xAONE xcompetency: xCommunication xand xRelationship-Building
2. A xunit xmanager xof xa x25-bed xmedical/surgical xarea xreceives xa xphone xcall xfrom xa xnurse
xwho xhas xcalled xin xsick xfive xtimes xin xthe xpast xmonth. xHe xtells xthe xmanager xthat xhe
xvery xmuch xwants xto xcome xto xwork xwhen xscheduled xbut xmust xoften xcare xfor xhis xwife,
xwho xis xundergoing xtreatment
for xbreast xcancer. xAccording xto xMaslow’s xneed xhierarchy xtheory, xwhat xwould
xbe xthe xbest xapproach xto xsatisfying xthe xneeds xof xthis xnurse, xother xstaff, xand
xpatients?
a. Line xup xagency xnurses xwho xcan xbe xcalled xin xto xwork xon xshort xnotice.
b. Place xthe xnurse xon xunpaid xleave xfor xthe xremainder xof xhis xwife’s xtreatment.
c. Sympathize xwith xthe xnurse’s xdilemma xand xlet xthe xcharge xnurse xknow
xthat xthis xnurse xmay xbe xcalling xin xfrequently xin xthe xfuture.
d. Work xwith xthe xnurse, xstaffing xoffice, xand xother xnurses xto
xarrange xhis xscheduled xdays xoff xaround xhis xwife’s
xtreatments.
ANS: xD
Placing xthe xnurse xon xunpaid xleave xmay xthreaten xthe xnurse’s xcapacity xto xmeet
xphysiologic xneeds xand xdemotivate xthe xnurse. xUnsatisfactory xcoverage xof xshifts xon xshort
xnotice xcould xaffect
patient xcare xand xthreaten xthe xneeds xof xstaff xto xfeel xcompetent. xArranging xthe xschedule
xaround xthe xwife’s xneeds xmeets xthe xneeds xof xthe xstaff xand xof xpatients xwhile
xsatisfying xthe xnurse’s xneed xfor xaffiliation.
TOP: xAONE xcompetency: xCommunication xand xRelationship-Building
3. A xgrievance xbrought xby xa xstaff xnurse xagainst xthe xunit xmanager xrequires xmediation. xAt
xthe xfirst xmediation xsession, xthe xstaff xnurse xrepeatedly xcalls xthe xunit xmanager’s
xactions xunfair, xand xthe xunit xmanager xcontinues xto xreiterate xthe xreasons xfor xthe
xactions. xWhat xwould xbe xthe xbest xcourse xof xaction xat xthis xtime?
a. Send xthe xtwo xdisputants xaway xto xreach xtheir xown xresolution.
b. Involve xanother xstaff xnurse xin xthe xdiscussion xfor xclarity xissues.
, l O M oA R c P S D |1 72 2 7 4 17
Leading and Managing in Nursing 7t h E dition Yoder-Wise Test Bank
c. Ask xeach xparty xto xexamine xtheir xown xmotives xand xissues xin xthe xconflict.
d. Continue xto xlisten xas xthe xparties xrepeat xtheir xthoughts xand xfeelings
xabout xthe xconflict.
ANS: xC
For xresolution xof xconflict, xone xshould xaddress xthe xinterests xand xinvolvement xof
xparticipants xin xthe xconflict xby xexamining xthe xreal xissues xof xall xparties.
TOP: xAONE xcompetency: xCommunication xand xRelationship-Building
4. At xa xsecond xnegotiation xsession, xthe xunit xmanager xand xstaff xnurse xare xunable
xto xreach xa xresolution. xWhat xis xthe xappropriate xnext xstep?
a. Arrange xanother xmeeting xin xa xweek’s xtime xso xas xto xallow xa xcooling-off xperiod.
b. Elevate xthe xnext xnegation xsession xto xthe xnext xmanager, xone xlevel xabove.
c. Insist xthat xparticipants xcontinue xto xtalk xuntil xa xresolution xhas xbeen xreached.
d. Back xthe xunit xmanager’s xactions xand xend xthe xdispute.
ANS: xB
Part xof xleadership xis xunderstanding xconflict xresolution xand xability xto xnegotiate xand
xmanage xfor xresolution xof xissues xand xconcerns. xThis xsituation xhas xfailed xa xsecond
xnegotiation xsession, xelevation xto xa xmanager xwith xadditional xtraining xto xfacilitate
xconflict xresolution xis ximportant xat xthis xpoint.
TOP: xAONE xcompetency: xCommunication xand xRelationship-Building
5. The xmanager xof xa xsurgical xarea xhas xa xvision xfor xthe xfuture xthat xrequires xthe xaddition xof
xRN
assistants xor xunlicensed xpersons xto xfeed, xbathe, xand xambulate xpatients. xThe xRNs xon xthe
xstaff xhave xalways xpracticed xin xa xprimary xnursing xdelivery xsystem xand xare xvery xresistant xto
xthis xidea. xWhat xwould xbe xthe xbest xinitial xstrategy xfor ximplementation xof xthis xchange?
a. Exploring xthe xvalues xand xfeelings xof xthe xRN xgroup xin xrelationship xto xthis xchange
b. Leaving xthe xRNs xalone xfor xa xtime xso xthey xcan xthink xabout xthe xchange
xbefore xit xis ximplemented
c. Dropping xthe xidea xand xtrying xfor xthe xchange xin xa xyear xor xso xwhen
xsome xof xthe xpresent xRNs xhave xretired
d. Hiring xthe xassistants xand xallowing xthe xRNs xto xsee xwhat xgood xadditions xthey xare
ANS: xA
Influencing xothers xrequires xemotional xintelligence xin xdomains xsuch xas xempathy,
xhandling xrelationships, xdeepening xself-awareness xin xself xand xothers, xmotivating
xothers, xand xmanaging xemotions. xMotivating xothers xrecognizes xthat xvalues xare
xpowerful xforces xthat xinfluence xacceptance xof xchange. xLeaving xthe xRNs xalone xfor xa
xperiod xof xtime xbefore ximplementation xdoes xnot xprovide xopportunity xto xexplore
xdifferent xperspectives xand xvalues. xAvoiding xdiscussion xuntil xthe xteam xchanges xmay
xnot xpromote xadoption xof xthe xchange xuntil xthere xis xopportunity xto xexplore
xperspectives xand xvalues xrelated xto xthe xchange. xHiring xof xthe xassistants xdemonstrates
xlack xof xempathy xfor xthe xperspectives xof xthe xRN xstaff.
TOP: xAONE xcompetency: xKnowledge xof xthe xHealth xCare xEnvironment
, l O M oA R c P S D |1 72 2 7 4 17
Leading and Managing in Nursing 7t h E dition Yoder-Wise Test Bank
6. As xthe xRN xcharge xnurse xon xthe xnight xshift xin xa xsmall xlong-term xcare xfacility,
xyou’ve xfound xthat xthere xis xlittle xturnover xamong xyour xLPN xand xnursing xassistant
x(NA) xstaff xmembers, xbut xthey xare xnot xvery xmotivated xto xgo xbeyond xtheir xjob
xdescriptions xin xtheir xwork. xWhich xof xthe xfollowing xstrategies xmight xmotivate xthe
xstaff xand xlead xto xgreater xjob xsatisfaction?
a. Ask xthe xdirector xof xnursing xto xoffer xhigher xwages xand xbonuses xfor
xextra xwork xfor xthe xnight xLPNs xand xNAs.
b. Allow xthe xLPNs xand xNAs xgreater xdecision-making xpower xwithin xthe
xscope xof xtheir xpositions xin xthe xinstitution.
c. Hire xadditional xstaff xso xthat xthere xare xmore xstaff xavailable xfor
xenhanced xcare, xand xindividual xworkloads xare xlessened.
d. Ask xthe xdirector xof xnursing xto xincrease xjob xsecurity xfor xnight xstaff xby
xhaving xthem xsign xcontracts xthat xguarantee xwork.
ANS: xB
Hygiene xfactors xsuch xas xsalary, xworking xconditions, xand xsecurity xare xconsistent xwith
xHerzberg’s xtwo-factor xtheory xof xmotivation; xmeeting xthese xneeds xavoids xjob
xdissatisfaction. xMotivator xfactors xsuch xas xrecognition xand xsatisfaction xwith xwork
xpromote xa xsatisfying xand
enriched xwork xenvironment. xTransformational xleaders xuse xmotivator xfactors
xliberally xto xinspire xwork xperformance xand xincrease xjob xsatisfaction.
TOP: xAONE xcompetency: xCommunication xand xRelationship-Building
7. The xnurse xmanager xwants xto xincrease xmotivation xby xproviding xmotivating xfactors xfor
xthe xnurse xon xthe xunit. xWhat xaction xwould xbe xappropriate xto xmotivate xthe xstaff?
a. Collaborate xwith xthe xhuman xresource/personnel xdepartment xto xdevelop
xon-site xdaycare xservices.
b. Provide xa xhierarchical xorganizational xstructure.
c.
Implement xa xmodel xof xshared xgovernance.
d. Promote xthe xdevelopment xof xa xflexible xbenefits xpackage.
ANS: xC
Complexity xtheory xsuggests xthat xsystems xinteract xand xadapt xand xthat xdecision
xmaking xoccurs xthroughout xsystems, xas xopposed xto xbeing xheld xin xa xhierarchy. xIn
xcomplexity xtheory, xevery xvoice xcounts, xand xtherefore xall xlevels xof xstaff xwould xbe
xinvolved xin xdecision xmaking. xThis xprinciple xis xthe xfoundation xof xshared
xgovernance.
TOP: xAONE xcompetency: xCommunication xand xRelationship-Building
8. A xcharge xnurse xon xa xbusy x40-bed xmedical/surgical xunit xis xapproached xby xa xfamily
xmember xwho xbegins xto xcomplain xloudly xabout xthe xquality xof xcare xhis xmother xis
xreceiving. xHis xbehavior xis xso xdisruptive xthat xit xis xoverheard xby xstaff, xphysicians, xand
xother xvisitors. xThe xfamily xmember xleaves xthe xunit xabruptly, xand xthe xnurse xis xleft xfeeling
xfrustrated. xWhich xbehavior xby xthe xcharge xnurse xbest xillustrates xrefined xleadership xskills
xin xan xemotionally xintelligent xpractitioner?
a. Reflect xto xgain xinsight xinto xhow xthe xsituation xcould xbe xhandled
xdifferently xin xthe xfuture.
b. Try xto xcatch xup xwith xthe xangry xfamily xmember xto xresolve xthe xconcern.
c. Discuss xthe xconcern xwith xthe xpatient xafter xthe xfamily xmember xhas xleft.
d. Notify xnursing xadministration xof xthe xsituation.
ANS: xA
in Nursing 7th Edition by Yoder Wise
(chapters 1-30) complete.
, l O M oA R c P S D |1 72 2 7 4 17
Leading and Managing in Nursing 7t h E dition Yoder-Wise Test Bank
Chapter 01: Leading, Managing, and Following
Yoder-Wise: Leading and Managing in Nursing, 7th Edition
MULTIPLE CHOICE
1. A xnurse xmanager xof xa x20-bed xmedical xunit xfinds xthat x80% xof xthe xpatients xare xolder
xadults. xShe xis xasked xto xassess xand xadapt xthe xunit xto xbetter xmeet xthe xunique xneeds xof
xthe xolder xadult xpatient. xUsing xcomplexity xprinciples, xwhat xwould xbe xthe xbest
xapproach xto xtake xfor ximplementation xof xthis xchange?
a. Leverage xthe xhierarchical xmanagement xposition xto xget xunit xstaff
xinvolved xin xassessment xand xplanning.
b. Engage xinvolved xstaff xat xall xlevels xin xthe xdecision-making xprocess.
c. Focus xthe xassessment xon xthe xunit xand xomit xthe
xhospital xand xcommunity xenvironment.
d. Hire xa xgeriatric xspecialist xto xoversee xand xcontrol xthe xproject.
ANS: xB
Complexity xtheory xsuggests xthat xsystems xinteract xand xadapt xand xthat xdecision xmaking
xoccurs xthroughout xthe xsystems, xas xopposed xto xbeing xheld xin xa xhierarchy. xIn
xcomplexity xtheory, xevery xvoice xcounts, xand xtherefore, xall xlevels xof xstaff xwould xbe
xinvolved xin xdecision xmaking.
TOP: xAONE xcompetency: xCommunication xand xRelationship-Building
2. A xunit xmanager xof xa x25-bed xmedical/surgical xarea xreceives xa xphone xcall xfrom xa xnurse
xwho xhas xcalled xin xsick xfive xtimes xin xthe xpast xmonth. xHe xtells xthe xmanager xthat xhe
xvery xmuch xwants xto xcome xto xwork xwhen xscheduled xbut xmust xoften xcare xfor xhis xwife,
xwho xis xundergoing xtreatment
for xbreast xcancer. xAccording xto xMaslow’s xneed xhierarchy xtheory, xwhat xwould
xbe xthe xbest xapproach xto xsatisfying xthe xneeds xof xthis xnurse, xother xstaff, xand
xpatients?
a. Line xup xagency xnurses xwho xcan xbe xcalled xin xto xwork xon xshort xnotice.
b. Place xthe xnurse xon xunpaid xleave xfor xthe xremainder xof xhis xwife’s xtreatment.
c. Sympathize xwith xthe xnurse’s xdilemma xand xlet xthe xcharge xnurse xknow
xthat xthis xnurse xmay xbe xcalling xin xfrequently xin xthe xfuture.
d. Work xwith xthe xnurse, xstaffing xoffice, xand xother xnurses xto
xarrange xhis xscheduled xdays xoff xaround xhis xwife’s
xtreatments.
ANS: xD
Placing xthe xnurse xon xunpaid xleave xmay xthreaten xthe xnurse’s xcapacity xto xmeet
xphysiologic xneeds xand xdemotivate xthe xnurse. xUnsatisfactory xcoverage xof xshifts xon xshort
xnotice xcould xaffect
patient xcare xand xthreaten xthe xneeds xof xstaff xto xfeel xcompetent. xArranging xthe xschedule
xaround xthe xwife’s xneeds xmeets xthe xneeds xof xthe xstaff xand xof xpatients xwhile
xsatisfying xthe xnurse’s xneed xfor xaffiliation.
TOP: xAONE xcompetency: xCommunication xand xRelationship-Building
3. A xgrievance xbrought xby xa xstaff xnurse xagainst xthe xunit xmanager xrequires xmediation. xAt
xthe xfirst xmediation xsession, xthe xstaff xnurse xrepeatedly xcalls xthe xunit xmanager’s
xactions xunfair, xand xthe xunit xmanager xcontinues xto xreiterate xthe xreasons xfor xthe
xactions. xWhat xwould xbe xthe xbest xcourse xof xaction xat xthis xtime?
a. Send xthe xtwo xdisputants xaway xto xreach xtheir xown xresolution.
b. Involve xanother xstaff xnurse xin xthe xdiscussion xfor xclarity xissues.
, l O M oA R c P S D |1 72 2 7 4 17
Leading and Managing in Nursing 7t h E dition Yoder-Wise Test Bank
c. Ask xeach xparty xto xexamine xtheir xown xmotives xand xissues xin xthe xconflict.
d. Continue xto xlisten xas xthe xparties xrepeat xtheir xthoughts xand xfeelings
xabout xthe xconflict.
ANS: xC
For xresolution xof xconflict, xone xshould xaddress xthe xinterests xand xinvolvement xof
xparticipants xin xthe xconflict xby xexamining xthe xreal xissues xof xall xparties.
TOP: xAONE xcompetency: xCommunication xand xRelationship-Building
4. At xa xsecond xnegotiation xsession, xthe xunit xmanager xand xstaff xnurse xare xunable
xto xreach xa xresolution. xWhat xis xthe xappropriate xnext xstep?
a. Arrange xanother xmeeting xin xa xweek’s xtime xso xas xto xallow xa xcooling-off xperiod.
b. Elevate xthe xnext xnegation xsession xto xthe xnext xmanager, xone xlevel xabove.
c. Insist xthat xparticipants xcontinue xto xtalk xuntil xa xresolution xhas xbeen xreached.
d. Back xthe xunit xmanager’s xactions xand xend xthe xdispute.
ANS: xB
Part xof xleadership xis xunderstanding xconflict xresolution xand xability xto xnegotiate xand
xmanage xfor xresolution xof xissues xand xconcerns. xThis xsituation xhas xfailed xa xsecond
xnegotiation xsession, xelevation xto xa xmanager xwith xadditional xtraining xto xfacilitate
xconflict xresolution xis ximportant xat xthis xpoint.
TOP: xAONE xcompetency: xCommunication xand xRelationship-Building
5. The xmanager xof xa xsurgical xarea xhas xa xvision xfor xthe xfuture xthat xrequires xthe xaddition xof
xRN
assistants xor xunlicensed xpersons xto xfeed, xbathe, xand xambulate xpatients. xThe xRNs xon xthe
xstaff xhave xalways xpracticed xin xa xprimary xnursing xdelivery xsystem xand xare xvery xresistant xto
xthis xidea. xWhat xwould xbe xthe xbest xinitial xstrategy xfor ximplementation xof xthis xchange?
a. Exploring xthe xvalues xand xfeelings xof xthe xRN xgroup xin xrelationship xto xthis xchange
b. Leaving xthe xRNs xalone xfor xa xtime xso xthey xcan xthink xabout xthe xchange
xbefore xit xis ximplemented
c. Dropping xthe xidea xand xtrying xfor xthe xchange xin xa xyear xor xso xwhen
xsome xof xthe xpresent xRNs xhave xretired
d. Hiring xthe xassistants xand xallowing xthe xRNs xto xsee xwhat xgood xadditions xthey xare
ANS: xA
Influencing xothers xrequires xemotional xintelligence xin xdomains xsuch xas xempathy,
xhandling xrelationships, xdeepening xself-awareness xin xself xand xothers, xmotivating
xothers, xand xmanaging xemotions. xMotivating xothers xrecognizes xthat xvalues xare
xpowerful xforces xthat xinfluence xacceptance xof xchange. xLeaving xthe xRNs xalone xfor xa
xperiod xof xtime xbefore ximplementation xdoes xnot xprovide xopportunity xto xexplore
xdifferent xperspectives xand xvalues. xAvoiding xdiscussion xuntil xthe xteam xchanges xmay
xnot xpromote xadoption xof xthe xchange xuntil xthere xis xopportunity xto xexplore
xperspectives xand xvalues xrelated xto xthe xchange. xHiring xof xthe xassistants xdemonstrates
xlack xof xempathy xfor xthe xperspectives xof xthe xRN xstaff.
TOP: xAONE xcompetency: xKnowledge xof xthe xHealth xCare xEnvironment
, l O M oA R c P S D |1 72 2 7 4 17
Leading and Managing in Nursing 7t h E dition Yoder-Wise Test Bank
6. As xthe xRN xcharge xnurse xon xthe xnight xshift xin xa xsmall xlong-term xcare xfacility,
xyou’ve xfound xthat xthere xis xlittle xturnover xamong xyour xLPN xand xnursing xassistant
x(NA) xstaff xmembers, xbut xthey xare xnot xvery xmotivated xto xgo xbeyond xtheir xjob
xdescriptions xin xtheir xwork. xWhich xof xthe xfollowing xstrategies xmight xmotivate xthe
xstaff xand xlead xto xgreater xjob xsatisfaction?
a. Ask xthe xdirector xof xnursing xto xoffer xhigher xwages xand xbonuses xfor
xextra xwork xfor xthe xnight xLPNs xand xNAs.
b. Allow xthe xLPNs xand xNAs xgreater xdecision-making xpower xwithin xthe
xscope xof xtheir xpositions xin xthe xinstitution.
c. Hire xadditional xstaff xso xthat xthere xare xmore xstaff xavailable xfor
xenhanced xcare, xand xindividual xworkloads xare xlessened.
d. Ask xthe xdirector xof xnursing xto xincrease xjob xsecurity xfor xnight xstaff xby
xhaving xthem xsign xcontracts xthat xguarantee xwork.
ANS: xB
Hygiene xfactors xsuch xas xsalary, xworking xconditions, xand xsecurity xare xconsistent xwith
xHerzberg’s xtwo-factor xtheory xof xmotivation; xmeeting xthese xneeds xavoids xjob
xdissatisfaction. xMotivator xfactors xsuch xas xrecognition xand xsatisfaction xwith xwork
xpromote xa xsatisfying xand
enriched xwork xenvironment. xTransformational xleaders xuse xmotivator xfactors
xliberally xto xinspire xwork xperformance xand xincrease xjob xsatisfaction.
TOP: xAONE xcompetency: xCommunication xand xRelationship-Building
7. The xnurse xmanager xwants xto xincrease xmotivation xby xproviding xmotivating xfactors xfor
xthe xnurse xon xthe xunit. xWhat xaction xwould xbe xappropriate xto xmotivate xthe xstaff?
a. Collaborate xwith xthe xhuman xresource/personnel xdepartment xto xdevelop
xon-site xdaycare xservices.
b. Provide xa xhierarchical xorganizational xstructure.
c.
Implement xa xmodel xof xshared xgovernance.
d. Promote xthe xdevelopment xof xa xflexible xbenefits xpackage.
ANS: xC
Complexity xtheory xsuggests xthat xsystems xinteract xand xadapt xand xthat xdecision
xmaking xoccurs xthroughout xsystems, xas xopposed xto xbeing xheld xin xa xhierarchy. xIn
xcomplexity xtheory, xevery xvoice xcounts, xand xtherefore xall xlevels xof xstaff xwould xbe
xinvolved xin xdecision xmaking. xThis xprinciple xis xthe xfoundation xof xshared
xgovernance.
TOP: xAONE xcompetency: xCommunication xand xRelationship-Building
8. A xcharge xnurse xon xa xbusy x40-bed xmedical/surgical xunit xis xapproached xby xa xfamily
xmember xwho xbegins xto xcomplain xloudly xabout xthe xquality xof xcare xhis xmother xis
xreceiving. xHis xbehavior xis xso xdisruptive xthat xit xis xoverheard xby xstaff, xphysicians, xand
xother xvisitors. xThe xfamily xmember xleaves xthe xunit xabruptly, xand xthe xnurse xis xleft xfeeling
xfrustrated. xWhich xbehavior xby xthe xcharge xnurse xbest xillustrates xrefined xleadership xskills
xin xan xemotionally xintelligent xpractitioner?
a. Reflect xto xgain xinsight xinto xhow xthe xsituation xcould xbe xhandled
xdifferently xin xthe xfuture.
b. Try xto xcatch xup xwith xthe xangry xfamily xmember xto xresolve xthe xconcern.
c. Discuss xthe xconcern xwith xthe xpatient xafter xthe xfamily xmember xhas xleft.
d. Notify xnursing xadministration xof xthe xsituation.
ANS: xA
