Test Bank for Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise & Susan J. Seig | Complete Exam Questions & Answers 2025–2026

Full Test Bank
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Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise,
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Susan Sportsman
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,Chapter 01: Leading, Managing, and Following n n n n n




Yoder-Wise: Leading and Managing in Nursing, 8th Edition n n n n n n n




MULTIPLE CHOICE v




1. ARN manager ofa 20- n n n n



bed medicalunit finds that 80% of the clients are older adults. She is asked to assess and adapt the unit
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to better meet the unique needs of the older adult client. Using complexity principles, what w ould be
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the best approach to take in making this change?
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a. Leveragethehierarchical management positiontogetunit staffinvolved in assessment and
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planning.
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b. Engage involved staffat all levels in the decision-making process. n n n n n n n n v


c. Focusthe assessment onthe unit, and omit the hospitaland communityenvironment. n n n n n n n v


d. Hirea geriatric specialist tooversee and controlthe project.
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CORRECT ANS: B n n



Feedback: Complexity theorysuggests that systems interact and adapt and that decision maki
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nng occurs throughoutthesystems, asopposedtobeing held ina hierarchy. Incomplexitytheory
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, every voice counts, and therefore, all levels of staff would be involved in decision making.
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REF: Page 8 n n TOP: AONE competency: Communication and Relationship-Building
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2. A unit manager of a 25-
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bed medical/surgical area receives a phone call from a RN who has called in sick five times in the pa st
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month. He tells the manager that he verymuch wants to come to work when scheduled but must of ten
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care for his wife, who is undergoing treatment
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for breast cancer.According to Maslow‘s need hierarchy theory, what would be the best
approach to satisfying th e
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needs of this RN, other staff, and clients?
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a. Lineup agency RNs who can be called in to work onshort notice.
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b. Placethe RN on unpaid leave forthe remainder ofhiswife‘s treatment. n n n n n n n n n n n




c. SympathizewiththeRN‘sdilemma and let thechargeRN knowthatthis RN maybe calling i n n n n v v v n n n n n n n n n n



n frequently in the future. n n n



d. Work withthe RN, staffing office, and otherRNsto arrangehisscheduled daysoff aroun d
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n his wife‘s treatments.
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CORRECT ANS: D n n




Feedback: Placing the RN onunpaid leave maythreatenthe RN‘s capacityto meet physiologic n
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eeds and demotivate theRN. Unsatisfactory coverage of shifts on short notice could affect client
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care and threaten the needs of staff to feel competent. Arranging the schedule around the wife‘s
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needs meets the needs of the staff and of clients while satisfying the RN‘s need for affiliation.
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REF: Page 10 n n TOP: AONE competency: Communication and Relationship-Building
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,3. A grievance brought by a staff RN against the unit manager requires mediation. At the first mediat
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ionsession, the staff RN repeatedlycalls the unit manager‘s actions unfair, and the unit manager co
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ntinues to reiterate the reasons for her actions. What would be thebest course of action at this time
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?
a. Send the two disputants awayto reachtheir own resolution.
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b. Involve another staffRN inthe discussionso asto clarifyissues. n n n n n n n n n n n



c. Ask each partyto examine her own motives and issues in the conflict.
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d. Continuetolisten as the parties repeat their thoughtsand feelings about the conflict. n n n n n n n n n n n n




CORRECT ANS:C n n




Feedback: Ury, Brett, and Goldberg outline steps to restoring unity, the first ofwhich is to ad
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dress the interests and involvement of participants in the conflict by examining the real issues of
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all parties.
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REF: Page 16 n n TOP: AONE competency: Communication and Relationship-Building
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4. At asecond negotiationsession, theunit manager andstaffRN are unableto reach aresolution. It wo uld
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n now be best to: n n n



a. Arrangeanother meeting inaweek‘s timeso asto allowa cooling-offperiod. n n v n n n n n n n v n



b. Turnthe disputeover tothedirector of nursing.
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c. Insist that participants continueto talk untila resolution has been reached.
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d. Back theunit manager‘s actions and end the dispute.
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CORRECT ANS: B n n




Feedback: Accordingtothe principlesoutlined byUry,Brett,andGoldberg, a―cooling- off‖
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period is recommended if resolution fails.
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REF: Page 16 n n TOP: AONE competency: Communication and Relationship-Building
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5. Themanager of a surgical area has a vision forthe futurethat requires the addition ofRN assista nts or
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unlicensed persons to feed, bathe, and walk clients. The RNs on the staff have always pra cticed in a
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primarynursing–
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deliverysystemand are veryresistant tothis idea. The best initial strategy in this situation would n n n n n n v n n n n n n



include:
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a. Exploring the values and feelings ofthe RN group in relationship to this change. n n n v n n n n n n n n n



b. Leaving the RNsalone foratime so theycanthink about thechangebeforeit is im
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plemented. n



c. Dropping the ideaand trying forthe change ina yearorso whensomeofthepresent RNs hav e
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retired. n



d. Hiring the assistants and allowing the RNs to see what good additions theyare.
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, CORRECT ANS:A n n




Feedback: Influencing others requires emotional intelligence in domains such as empathy, hand
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ling relationships, deepening self-
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awareness in self and others, motivating others, and managing emotions. Motivating others reco
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gnizes that values are powerful forces that influence acceptance of change. Leaving the RNs alon e
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for a period of time before implementation does not provide opportunityto exploredifferent per
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spectivesand values. Avoiding discussionuntil the team changes maynot promote adoption of th e
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change until there is opportunityto explore perspectives and values related to the change. Hirin g of
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the assistants demonstrates lack of empathy for the perspectives of the RN staff.
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REF: Page 7 |Page 15 n v n n n



TOP:AONE competency: Knowledge of theHealth Care Environment
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6. As the RN charge RN onthe night shift in a small long-
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term care facility, you‘ve found that there is little turnover among your LPN and nursing assistant
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(NA) staff members, but theyare not very motivated to go beyond their job descriptions in their w ork.
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Which of the following strategies might motivate the staff and lead to greater job satisfaction
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?
a. Ask the directorofnursing to offer higher wages and bonuses forextrawork forthe night LP Ns
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and NAs. n n



b. Allowthe LPNs and NAs greater decision- n n n n n n



makingpowerwithinthe scopeoftheir positions in the institution. n n n n n n n n n



c. Hireadditionalstaffso thatthere aremore staffavailable for enhanced care and individual w
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orkloads are lessened.
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d. Ask the director ofnursing to increase job securityfor night staff byhaving themsign co
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ntracts that guarantee work.
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CORRECT ANS: B n n



Feedback: Hygiene factors such as salary, working conditions, and security are consistent with
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Herzberg‘s two-
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factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factors suc h
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as recognition and satisfaction with work promote a satisfying and enriched work environment.
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Transformational leaders use motivator factors liberallyto inspire work performance and increas e
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job satisfaction.
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REF: Page 9 |Page 10 n v n n n



TOP:AONE competency: Communication and Relationship-Building
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7. AstheRN manager who wantsto increasemotivationbyproviding motivating factors, which acti on
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nwould you select? v n



a. Collaborate withthe humanresource/personneldepartment to developon- n n n n n n n n



site daycare services.
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b. Provide a hierarchical organizational structure. n v n n



c. Implement a modelofshared governance. n n n n




d. Promotethe development ofa flexiblebenefits package. n n n n n n