Test Bank for Leading and Managing in
Nursing 7th Edition by Yoder Wise (
chapters 1-30) complete.
Chapter 01: Leading, Managing, and Following
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,Leading and Managing in Nursing 7th Edition Yoder-
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MULTIPLE CHOICE Wq
1. A nurse manager of a 20-
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bed medical unit finds that 80% of the patients are older adults. She is ask
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ed to assess and adapt the unit to better meet the unique needs of the olde
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r adult patient. Using complexity principles, what would be the best approa
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ch to take for implementation of this change?
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a. Leverage the hierarchical management position to get unit staff involv
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ed in assessment and planning.
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b. Engage involved staff at all levels in the decision-making process.
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c. Focus the assessment on the unit and omit the hospital and community environment.
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d. Hire a geriatric specialist to oversee and control the project.
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ANS: B Wq
Complexity theory suggests that systems interact and adapt and that decision making
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occurs throughout the systems, as opposed to being held in a hierarchy. In complexit
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y theory, every voice counts, and therefore, all levels of staff would be involved in
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decision making. Wq
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 nurse who has called i
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n sick five times in the past month. He tells the manager that he very much
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wants to Wq
come to work when scheduled but must often care for his wife, who is undergoing tre
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for breast cancer. According to Maslow’s need hierarchy theory, what would be the b
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est
NURSINGTB.COMatment q
W Wq approach to satisfying the needs of this nurse, other staff,
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and patients?
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a. Line up agency nurses who can be called in to work on short notice.
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b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
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c. Sympathize with the nurse’s dilemma and let the charge nurse know that this
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nurse may be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his scheduled d
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ays off around his wife’s treatments.
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ANS: D Wq
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiolo
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gic needs and demotivate the nurse. Unsatisfactory coverage of shifts on short notice c
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ould affect patient care and threaten the needs of staff to feel competent. Arranging t
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he schedule around the wife’s needs meets the needs of the staff and of patients whil
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e satisfying the nurse’s need for affiliation.
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TOP: AONE competency: Communication and Relationship-Building
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NURSINGTB.COM
,Leading and Managing in Nursing 7th Edition Yoder-
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Stuvia.com - The Marketplace to Buy and Sell your Study Material
Wise Test
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Wq
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3. A grievance brought by a staff nurse against the unit manager requires mediati
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on. At the first mediation session, the staff nurse repeatedly calls the unit man
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ager’s actions unfair, and the unit manager continues to reiterate the reasons f
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or the actions. What would be the best course of action at this time?
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a. Send the two disputants away to reach their own resolution.
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b. Involve another staff nurse in the discussion for clarity issues.
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c. Ask each party to examine their own motives and issues in the conflict.
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d. Continue to listen as the parties repeat their thoughts and feelings about the conflict.
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ANS: C Wq
For resolution of conflict, one should address the interests and involvement of participa
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nts in the conflict by examining the real issues of all parties.
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TOP: AONE competency: Communication and Relationship-Building
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4.At a second negotiation session, the unit manager and staff nurse are unable t
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o reach a resolution. What is the appropriate next step?
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a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
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b. Elevate the next negation session to the next manager, one level above.
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c. Insist that participants continue to talk until a resolution has been reached.
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d. Back the unit manager’s actions and end the dispute.
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ANS: B Wq
Part of leadership is understanding conflict resolution and ability to negotiate and mana
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ge for resolution of issues and concerns. This situation has failed a second negotiation
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session, elevation to a manager with additional training to facilitate conflict resolutio
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n is important at this point.
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TOP: AONE competency: Communication and Relationship-Building
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5. The manager of a surgical area has a vision for the future that requires the
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addition of RN assistants or unlicensed persons to feed, bathe, and ambulate
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patients. The RNs on the staff
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have always practiced in a primary nursingWhat would be the best initial strategy for
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implementation of this change? NURSINGT-
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Bdelivery system and are very resistant to this idea.
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a. Exploring the values and feelings of the RN group in relationship to this change
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b. Leaving the RNs alone for a time so they can think about the change bef
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ore it is implemented Wq Wq Wq
c. Dropping the idea and trying for the change in a year or so when some of the pre
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sent RNs have retired Wq Wq Wq
d. Hiring the assistants and allowing the RNs to see what good additions they are
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ANS: A Wq
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-
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Wise TestInfluencing
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Wq others requires emotional intelligence in domains such as empathy, handlin
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g relationships, deepening self-
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awareness in self and others, motivating others, and managing emotions. Motivating ot
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hers recognizes that values are powerful forces that influence acceptance of change. Le
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aving the RNs alone for a period of time before implementation does not provide oppo
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rtunity to explore different perspectives and values. Avoiding discussion until the team
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changes may not promote adoption of the change until there is opportunity to explore
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perspectives and values related to the change. Hiring of the assistants demonstrates lac
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k of empathy for the perspectives of the RN staff.
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TOP: AONE competency: Knowledge of the Health Care Environment
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NURSINGTB.COM
Nursing 7th Edition by Yoder Wise (
chapters 1-30) complete.
Chapter 01: Leading, Managing, and Following
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,Leading and Managing in Nursing 7th Edition Yoder-
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Yoder-Wise:
WiseWqTest Bank Leading and Managing in Nursing, 7th Edition
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MULTIPLE CHOICE Wq
1. A nurse manager of a 20-
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bed medical unit finds that 80% of the patients are older adults. She is ask
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ed to assess and adapt the unit to better meet the unique needs of the olde
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r adult patient. Using complexity principles, what would be the best approa
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ch to take for implementation of this change?
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a. Leverage the hierarchical management position to get unit staff involv
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ed in assessment and planning.
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b. Engage involved staff at all levels in the decision-making process.
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c. Focus the assessment on the unit and omit the hospital and community environment.
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d. Hire a geriatric specialist to oversee and control the project.
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ANS: B Wq
Complexity theory suggests that systems interact and adapt and that decision making
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occurs throughout the systems, as opposed to being held in a hierarchy. In complexit
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y theory, every voice counts, and therefore, all levels of staff would be involved in
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decision making. Wq
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 nurse who has called i
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n sick five times in the past month. He tells the manager that he very much
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wants to Wq
come to work when scheduled but must often care for his wife, who is undergoing tre
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for breast cancer. According to Maslow’s need hierarchy theory, what would be the b
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Wq
est
NURSINGTB.COMatment q
W Wq approach to satisfying the needs of this nurse, other staff,
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and patients?
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a. Line up agency nurses who can be called in to work on short notice.
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b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
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c. Sympathize with the nurse’s dilemma and let the charge nurse know that this
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nurse may be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his scheduled d
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ays off around his wife’s treatments.
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ANS: D Wq
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiolo
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gic needs and demotivate the nurse. Unsatisfactory coverage of shifts on short notice c
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ould affect patient care and threaten the needs of staff to feel competent. Arranging t
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he schedule around the wife’s needs meets the needs of the staff and of patients whil
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e satisfying the nurse’s need for affiliation.
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TOP: AONE competency: Communication and Relationship-Building
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NURSINGTB.COM
,Leading and Managing in Nursing 7th Edition Yoder-
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Stuvia.com - The Marketplace to Buy and Sell your Study Material
Wise Test
Wq Bank
Wq
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3. A grievance brought by a staff nurse against the unit manager requires mediati
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on. At the first mediation session, the staff nurse repeatedly calls the unit man
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ager’s actions unfair, and the unit manager continues to reiterate the reasons f
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or the actions. What would be the best course of action at this time?
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a. Send the two disputants away to reach their own resolution.
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b. Involve another staff nurse in the discussion for clarity issues.
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c. Ask each party to examine their own motives and issues in the conflict.
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d. Continue to listen as the parties repeat their thoughts and feelings about the conflict.
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ANS: C Wq
For resolution of conflict, one should address the interests and involvement of participa
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nts in the conflict by examining the real issues of all parties.
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TOP: AONE competency: Communication and Relationship-Building
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4.At a second negotiation session, the unit manager and staff nurse are unable t
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o reach a resolution. What is the appropriate next step?
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a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
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b. Elevate the next negation session to the next manager, one level above.
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c. Insist that participants continue to talk until a resolution has been reached.
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d. Back the unit manager’s actions and end the dispute.
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ANS: B Wq
Part of leadership is understanding conflict resolution and ability to negotiate and mana
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ge for resolution of issues and concerns. This situation has failed a second negotiation
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session, elevation to a manager with additional training to facilitate conflict resolutio
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n is important at this point.
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TOP: AONE competency: Communication and Relationship-Building
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5. The manager of a surgical area has a vision for the future that requires the
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addition of RN assistants or unlicensed persons to feed, bathe, and ambulate
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patients. The RNs on the staff
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have always practiced in a primary nursingWhat would be the best initial strategy for
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implementation of this change? NURSINGT-
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Bdelivery system and are very resistant to this idea.
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a. Exploring the values and feelings of the RN group in relationship to this change
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b. Leaving the RNs alone for a time so they can think about the change bef
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ore it is implemented Wq Wq Wq
c. Dropping the idea and trying for the change in a year or so when some of the pre
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sent RNs have retired Wq Wq Wq
d. Hiring the assistants and allowing the RNs to see what good additions they are
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ANS: A Wq
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-
Wq Wq Wq Wq Wq Wq Wq
Wise TestInfluencing
Wq Bank
Wq others requires emotional intelligence in domains such as empathy, handlin
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g relationships, deepening self-
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awareness in self and others, motivating others, and managing emotions. Motivating ot
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hers recognizes that values are powerful forces that influence acceptance of change. Le
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aving the RNs alone for a period of time before implementation does not provide oppo
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rtunity to explore different perspectives and values. Avoiding discussion until the team
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changes may not promote adoption of the change until there is opportunity to explore
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perspectives and values related to the change. Hiring of the assistants demonstrates lac
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k of empathy for the perspectives of the RN staff.
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TOP: AONE competency: Knowledge of the Health Care Environment
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NURSINGTB.COM
