Leading and Managing in Nursing 8th Edition Yoder-
B! B! B! B! B! B! B!
Wise Test Bank
B! B!
TEST BANK Yoder-
B! B!
Wise: Leading and Managing in Nursing, 8th
B! B! B! B! B! B! B!
Edition 2023/2024 Update
B! B!
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-
B! B! B! B! B! B! B!
Wise Test Bank B! B!
Chapter 01: Leading, Managing, and Following
B! B! B! B! B!
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
B! B! B! B! B! B! B!
MULTIPLE CHOICE B!
1. A nurse manager of a 20-
B! B! B! B! B!
bed medical unit finds that 80% of the patients are older adults. She is asked to assess and
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
adapt the unit to better meet the unique needs of the older adult patient. Using complexity
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
principles, what would be the best approach to take for implementation of this change?
B! B! B! B! B! B! B! B! B! B! B! B! B!
a. Leverage the hierarchical management position to get unit staff involved i
B! B! B! B! B! B! B! B! B! B!
n assessment and planning.
B! B! B!
b. Engage involved staff at all levels in the decision-making process.
B! B! B! B! B! B! B! B! B!
c. Focus the assessment on the unit and omit the hospital and communi
B! B! B! B! B! B! B! B! B! B! B!
ty environment. B!
d. Hire a geriatric specialist to oversee and control the project.
B! B! B! B! B! B! B! B! B!
ANS: B B!
Complexity theory suggests that systems interact and adapt and that decision making occ
B! B! B! B! B! B! B! B! B! B! B! B!
urs throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
every voice counts, and therefore, all levels of staff would be involved in decision maki
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
ng.
TOP: AONE competency: Communication and Relationship-Building
B! B! B! B! B!
2. A unit manager of a 25-
B! B! B! B! B!
bed medical/surgical area receives a phone call from a nurse who has called in sick five ti
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
mes in the past month. He tells the manager that he very much wants to
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
come to work when scheduled but must often care for his wife, who is undergoing treatment
for breast cancer. According tNRMIaG
SsBl o.C
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
B! B! oU N’ s Tneed hiO
w B! e rarchy theory, what would be the best
B! B!
!
B !
B !
B !
B
B! B! B! B! B! B! B! B!
approach to satisfying the needs of this nurse, other staff, and patients?
B! B! B! B! B! B! B! B! B! B! B!
a. Line up agency nurses who can be called in to work on short notice.
B! B! B! B! B! B! B! B! B! B! B! B! B!
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
B! B! B! B! B! B! B! B! B! B! B! B!
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurB! B! B! B! B! B! B! B! B! B! B! B! B!
se may be calling in frequently in the future.
B! B! B! B! B! B! B! B!
d. Work with the nurse, staffing office, and other nurses to arrange his schedul
B! B! B! B! B! B! B! B! B! B! B! B!
ed days off around his wife’s treatments.
B! B! B! B! B! B!
ANS: D B!
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiologic nee
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
ds and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
patient care and threaten the needs of staff to feel competent. Arranging the schedule aroun
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
d the wife’s needs meets the needs of the staff and of patients while satisfying the nurse’s
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
need for affiliation.B! B!
TOP: AONE competency: Communication and Relationship-Building
B! B! B! B! B!
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the fi
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
rst mediation session, the staff nurse repeatedly calls the unit manager’s actions unfair, an
B! B! B! B! B! B! B! B! B! B! B! B! B!
d the unit manager continues to reiterate the reasons for the actions. What would be the bes
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
t course of action at this time?
B! B! B! B! B! B!
a. Send the two disputants away to reach their own resolution.
B! B! B! B! B! B! B! B! B!
b. Involve another staff nurse in the discussion for clarity issues.
B! B! B! B! B! B! B! B! B!
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-
B! B! B! B! B! B! B!
Wise Test Bank B! B!
c. Ask each party to examine their own motives and issues in the conflict.
B! B! B! B! B! B! B! B! B! B! B! B!
d. Continue to listen as the parties repeat their thoughts and feelings about t
B! B! B! B! B! B! B! B! B! B! B! B!
he conflict. B!
ANS: C B!
For resolution of conflict, one should address the interests and involvement of participants i
B! B! B! B! B! B! B! B! B! B! B! B! B!
n the conflict by examining the real issues of all parties.
B! B! B! B! B! B! B! B! B! B!
TOP: AONE competency: Communication and Relationship-Building
B! B! B! B! B!
4. At a second negotiation session, the unit manager and staff nurse are unable to reach
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
a resolution. What is the appropriate next step?
B! B! B! B! B! B! B! B!
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
B! B! B! B! B! B! B! B! B! B! B! B! B!
b. Elevate the next negation session to the next manager, one level above.
B! B! B! B! B! B! B! B! B! B! B!
c. Insist that participants continue to talk until a resolution has been reached.
B! B! B! B! B! B! B! B! B! B! B!
d. Back the unit manager’s actions and end the dispute.
B! B! B! B! B! B! B! B!
ANS: B B!
Part of leadership is understanding conflict resolution and ability to negotiate and manage fo
B! B! B! B! B! B! B! B! B! B! B! B! B!
r resolution of issues and concerns. This situation has failed a second negotiation session,
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
elevation to a manager with additional training to facilitate conflict resolution is important
B! B! B! B! B! B! B! B! B! B! B! B! B!
at this point.
B! B!
TOP: AONE competency: Communication and Relationship-Building
B! B! B! B! B!
5. The manager of a surgical area has a vision for the future that requires the addition of RN
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the sta
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
ff have always practiced in a p rN
i m aR
r y nIu rsiGng-
USNT
B! B! B! B! B! B! B!
Bd e.liCveryMsystem and are very resistant to this idea.
B! B! B!
B! B! B! B! B! B! B!
What would be the best initial strategy for implementation of this change?
B! B! B! B! B! B! B! B! B! B! B!
a. Exploring the values and feelings of the RN group in relationship to this change
B! B! B! B! B! B! B! B! B! B! B! B! B!
b. Leaving the RNs alone for a time so they can think about the change before it
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
is implementedB! B!
c. Dropping the idea and trying for the change in a year or so when some of t
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
he present RNs have retired B! B! B! B!
d. Hiring the assistants and allowing the RNs to see what good additions they are
B! B! B! B! B! B! B! B! B! B! B! B! B!
ANS: A B!
Influencing others requires emotional intelligence in domains such as empathy, handling re
B! B! B! B! B! B! B! B! B! B! B!
lationships, deepening self- B! B!
awareness in self and others, motivating others, and managing emotions. Motivating others
B! B! B! B! B! B! B! B! B! B! B! B
recognizes that values are powerful forces that influence acceptance of change. Leaving the
! B! B! B! B! B! B! B! B! B! B! B! B!
RNs alone for a period of time before implementation does not provide opportunity to expl
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
ore different perspectives and values. Avoiding discussion until the team changes may not
B! B! B! B! B! B! B! B! B! B! B! B! B!
promote adoption of the change until there is opportunity to explore perspectives and value
B! B! B! B! B! B! B! B! B! B! B! B! B!
s related to the change. Hiring of the assistants demonstrates lack of empathy for the persp
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
ectives of the RN staff. B! B! B! B!
TOP: AONE competency: Knowledge of the Health Care Environment
B! B! B! B! B! B! B! B!
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-
B! B! B! B! B! B! B!
Wise Test Bank B! B!
6. As the RN charge nurse on the night shift in a small long-
B! B! B! B! B! B! B! B! B! B! B! B!
term care facility, you’ve found that there is little turnover among your LPN and nursing a
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
ssistant (NA) staff members, but they are not very motivated to go beyond their job descri
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
ptions in their work. Which of the following strategies might motivate the staff and lead t
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
o greater job satisfaction?
B! B! B!
a. Ask the director of nursing to offer higher wages and bonuses for extra work f
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
or the night LPNs and NAs.
B! B! B! B! B!
b. Allow the LPNs and NAs greater decision- B! B! B! B! B! B!
making power within the scope of their positions in the institution.
B! B! B! B! B! B! B! B! B! B!
c. Hire additional staff so that there are more staff available for enhanced care, a
B! B! B! B! B! B! B! B! B! B! B! B! B!
nd individual workloads are lessened.
B! B! B! B!
d. Ask the director of nursing to increase job security for night staff by having th
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
em sign contracts that guarantee work.
B! B! B! B! B!
ANS: B B!
Hygiene factors such as salary, working conditions, and security are consistent with Herzbe
B! B! B! B! B! B! B! B! B! B! B! B!
rg’s two- B!
factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factor
B! B! B! B! B! B! B! B! B! B! B!
s such as recognition and satisfaction with work promote a satisfying and enriched work en
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
vironment. Transformational leaders use motivator factors liberally to inspire work performa
B! B! B! B! B! B! B! B! B! B!
nce and increase job satisfaction.
B! B! B! B!
TOP: AONE competency: Communication and Relationship-Building
B! B! B! B! B!
7. The nurse manager wants to increase motivation by providing motivating factors for the nur
B! B! B! B! B! B! B! B! B! B! B! B! B!
se on the unit. What action would be appropriate to motivate the staff?
B! B! B! B! B! B! B! B! B! B! B! B!
a. Collaborate with the human resource/personnel department to develop on-site B! B! B! B! B! B! B! B!
daycare services. B!
b. Provide a hierarchical orgNaniR
zatiI
onalGstrB
uc.
tuCre. M
B! B! B! B!
c. Implement a model of shar U
e d gSov eN
rnanTce. O B! B! B! B! B!
d. Promote the development of a flexible benefits package. B! B! B! B! B! B! B!
ANS: C B!
Complexity theory suggests that systems interact and adapt and that decision making occurs
B! B! B! B! B! B! B! B! B! B! B! B! B!
throughout systems, as opposed to being held in a hierarchy. In complexity theory, every v
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
oice counts, and therefore all levels of staff would be involved in decision making. This pr
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
inciple is the foundation of shared governance.
B! B! B! B! B! B!
TOP: AONE competency: Communication and Relationship-Building
B! B! B! B! B!
8. A charge nurse on a busy 40-
B! B! B! B! B! B!
bed medical/surgical unit is approached by a family member who begins to complain loudl
B! B! B! B! B! B! B! B! B! B! B! B! B!
y about the quality of care his mother is receiving. His behavior is so disruptive that it is o
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
verheard by staff, physicians, and other visitors. The family member leaves the unit abruptl
B! B! B! B! B! B! B! B! B! B! B! B! B!
y, and the nurse is left feeling frustrated. Which behavior by the charge nurse best illustrat
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
es refined leadership skills in an emotionally intelligent practitioner?
B! B! B! B! B! B! B! B!
a. Reflect to gain insight into how the situation could be handled differently in t
B! B! B! B! B! B! B! B! B! B! B! B! B!
he future. B!
b. Try to catch up with the angry family member to resolve the concern.
B! B! B! B! B! B! B! B! B! B! B! B!
c. Discuss the concern with the patient after the family member has left.
B! B! B! B! B! B! B! B! B! B! B!
d. Notify nursing administration of the situation. B! B! B! B! B!
ANS: A B!
NURSINGTB.COM
B! B! B! B! B! B! B!
Wise Test Bank
B! B!
TEST BANK Yoder-
B! B!
Wise: Leading and Managing in Nursing, 8th
B! B! B! B! B! B! B!
Edition 2023/2024 Update
B! B!
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-
B! B! B! B! B! B! B!
Wise Test Bank B! B!
Chapter 01: Leading, Managing, and Following
B! B! B! B! B!
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
B! B! B! B! B! B! B!
MULTIPLE CHOICE B!
1. A nurse manager of a 20-
B! B! B! B! B!
bed medical unit finds that 80% of the patients are older adults. She is asked to assess and
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
adapt the unit to better meet the unique needs of the older adult patient. Using complexity
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
principles, what would be the best approach to take for implementation of this change?
B! B! B! B! B! B! B! B! B! B! B! B! B!
a. Leverage the hierarchical management position to get unit staff involved i
B! B! B! B! B! B! B! B! B! B!
n assessment and planning.
B! B! B!
b. Engage involved staff at all levels in the decision-making process.
B! B! B! B! B! B! B! B! B!
c. Focus the assessment on the unit and omit the hospital and communi
B! B! B! B! B! B! B! B! B! B! B!
ty environment. B!
d. Hire a geriatric specialist to oversee and control the project.
B! B! B! B! B! B! B! B! B!
ANS: B B!
Complexity theory suggests that systems interact and adapt and that decision making occ
B! B! B! B! B! B! B! B! B! B! B! B!
urs throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
every voice counts, and therefore, all levels of staff would be involved in decision maki
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
ng.
TOP: AONE competency: Communication and Relationship-Building
B! B! B! B! B!
2. A unit manager of a 25-
B! B! B! B! B!
bed medical/surgical area receives a phone call from a nurse who has called in sick five ti
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
mes in the past month. He tells the manager that he very much wants to
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
come to work when scheduled but must often care for his wife, who is undergoing treatment
for breast cancer. According tNRMIaG
SsBl o.C
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
B! B! oU N’ s Tneed hiO
w B! e rarchy theory, what would be the best
B! B!
!
B !
B !
B !
B
B! B! B! B! B! B! B! B!
approach to satisfying the needs of this nurse, other staff, and patients?
B! B! B! B! B! B! B! B! B! B! B!
a. Line up agency nurses who can be called in to work on short notice.
B! B! B! B! B! B! B! B! B! B! B! B! B!
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
B! B! B! B! B! B! B! B! B! B! B! B!
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurB! B! B! B! B! B! B! B! B! B! B! B! B!
se may be calling in frequently in the future.
B! B! B! B! B! B! B! B!
d. Work with the nurse, staffing office, and other nurses to arrange his schedul
B! B! B! B! B! B! B! B! B! B! B! B!
ed days off around his wife’s treatments.
B! B! B! B! B! B!
ANS: D B!
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiologic nee
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
ds and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
patient care and threaten the needs of staff to feel competent. Arranging the schedule aroun
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
d the wife’s needs meets the needs of the staff and of patients while satisfying the nurse’s
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
need for affiliation.B! B!
TOP: AONE competency: Communication and Relationship-Building
B! B! B! B! B!
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the fi
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
rst mediation session, the staff nurse repeatedly calls the unit manager’s actions unfair, an
B! B! B! B! B! B! B! B! B! B! B! B! B!
d the unit manager continues to reiterate the reasons for the actions. What would be the bes
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
t course of action at this time?
B! B! B! B! B! B!
a. Send the two disputants away to reach their own resolution.
B! B! B! B! B! B! B! B! B!
b. Involve another staff nurse in the discussion for clarity issues.
B! B! B! B! B! B! B! B! B!
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-
B! B! B! B! B! B! B!
Wise Test Bank B! B!
c. Ask each party to examine their own motives and issues in the conflict.
B! B! B! B! B! B! B! B! B! B! B! B!
d. Continue to listen as the parties repeat their thoughts and feelings about t
B! B! B! B! B! B! B! B! B! B! B! B!
he conflict. B!
ANS: C B!
For resolution of conflict, one should address the interests and involvement of participants i
B! B! B! B! B! B! B! B! B! B! B! B! B!
n the conflict by examining the real issues of all parties.
B! B! B! B! B! B! B! B! B! B!
TOP: AONE competency: Communication and Relationship-Building
B! B! B! B! B!
4. At a second negotiation session, the unit manager and staff nurse are unable to reach
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
a resolution. What is the appropriate next step?
B! B! B! B! B! B! B! B!
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
B! B! B! B! B! B! B! B! B! B! B! B! B!
b. Elevate the next negation session to the next manager, one level above.
B! B! B! B! B! B! B! B! B! B! B!
c. Insist that participants continue to talk until a resolution has been reached.
B! B! B! B! B! B! B! B! B! B! B!
d. Back the unit manager’s actions and end the dispute.
B! B! B! B! B! B! B! B!
ANS: B B!
Part of leadership is understanding conflict resolution and ability to negotiate and manage fo
B! B! B! B! B! B! B! B! B! B! B! B! B!
r resolution of issues and concerns. This situation has failed a second negotiation session,
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
elevation to a manager with additional training to facilitate conflict resolution is important
B! B! B! B! B! B! B! B! B! B! B! B! B!
at this point.
B! B!
TOP: AONE competency: Communication and Relationship-Building
B! B! B! B! B!
5. The manager of a surgical area has a vision for the future that requires the addition of RN
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the sta
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
ff have always practiced in a p rN
i m aR
r y nIu rsiGng-
USNT
B! B! B! B! B! B! B!
Bd e.liCveryMsystem and are very resistant to this idea.
B! B! B!
B! B! B! B! B! B! B!
What would be the best initial strategy for implementation of this change?
B! B! B! B! B! B! B! B! B! B! B!
a. Exploring the values and feelings of the RN group in relationship to this change
B! B! B! B! B! B! B! B! B! B! B! B! B!
b. Leaving the RNs alone for a time so they can think about the change before it
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
is implementedB! B!
c. Dropping the idea and trying for the change in a year or so when some of t
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
he present RNs have retired B! B! B! B!
d. Hiring the assistants and allowing the RNs to see what good additions they are
B! B! B! B! B! B! B! B! B! B! B! B! B!
ANS: A B!
Influencing others requires emotional intelligence in domains such as empathy, handling re
B! B! B! B! B! B! B! B! B! B! B!
lationships, deepening self- B! B!
awareness in self and others, motivating others, and managing emotions. Motivating others
B! B! B! B! B! B! B! B! B! B! B! B
recognizes that values are powerful forces that influence acceptance of change. Leaving the
! B! B! B! B! B! B! B! B! B! B! B! B!
RNs alone for a period of time before implementation does not provide opportunity to expl
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
ore different perspectives and values. Avoiding discussion until the team changes may not
B! B! B! B! B! B! B! B! B! B! B! B! B!
promote adoption of the change until there is opportunity to explore perspectives and value
B! B! B! B! B! B! B! B! B! B! B! B! B!
s related to the change. Hiring of the assistants demonstrates lack of empathy for the persp
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
ectives of the RN staff. B! B! B! B!
TOP: AONE competency: Knowledge of the Health Care Environment
B! B! B! B! B! B! B! B!
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-
B! B! B! B! B! B! B!
Wise Test Bank B! B!
6. As the RN charge nurse on the night shift in a small long-
B! B! B! B! B! B! B! B! B! B! B! B!
term care facility, you’ve found that there is little turnover among your LPN and nursing a
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
ssistant (NA) staff members, but they are not very motivated to go beyond their job descri
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
ptions in their work. Which of the following strategies might motivate the staff and lead t
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
o greater job satisfaction?
B! B! B!
a. Ask the director of nursing to offer higher wages and bonuses for extra work f
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
or the night LPNs and NAs.
B! B! B! B! B!
b. Allow the LPNs and NAs greater decision- B! B! B! B! B! B!
making power within the scope of their positions in the institution.
B! B! B! B! B! B! B! B! B! B!
c. Hire additional staff so that there are more staff available for enhanced care, a
B! B! B! B! B! B! B! B! B! B! B! B! B!
nd individual workloads are lessened.
B! B! B! B!
d. Ask the director of nursing to increase job security for night staff by having th
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
em sign contracts that guarantee work.
B! B! B! B! B!
ANS: B B!
Hygiene factors such as salary, working conditions, and security are consistent with Herzbe
B! B! B! B! B! B! B! B! B! B! B! B!
rg’s two- B!
factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factor
B! B! B! B! B! B! B! B! B! B! B!
s such as recognition and satisfaction with work promote a satisfying and enriched work en
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
vironment. Transformational leaders use motivator factors liberally to inspire work performa
B! B! B! B! B! B! B! B! B! B!
nce and increase job satisfaction.
B! B! B! B!
TOP: AONE competency: Communication and Relationship-Building
B! B! B! B! B!
7. The nurse manager wants to increase motivation by providing motivating factors for the nur
B! B! B! B! B! B! B! B! B! B! B! B! B!
se on the unit. What action would be appropriate to motivate the staff?
B! B! B! B! B! B! B! B! B! B! B! B!
a. Collaborate with the human resource/personnel department to develop on-site B! B! B! B! B! B! B! B!
daycare services. B!
b. Provide a hierarchical orgNaniR
zatiI
onalGstrB
uc.
tuCre. M
B! B! B! B!
c. Implement a model of shar U
e d gSov eN
rnanTce. O B! B! B! B! B!
d. Promote the development of a flexible benefits package. B! B! B! B! B! B! B!
ANS: C B!
Complexity theory suggests that systems interact and adapt and that decision making occurs
B! B! B! B! B! B! B! B! B! B! B! B! B!
throughout systems, as opposed to being held in a hierarchy. In complexity theory, every v
B! B! B! B! B! B! B! B! B! B! B! B! B! B!
oice counts, and therefore all levels of staff would be involved in decision making. This pr
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
inciple is the foundation of shared governance.
B! B! B! B! B! B!
TOP: AONE competency: Communication and Relationship-Building
B! B! B! B! B!
8. A charge nurse on a busy 40-
B! B! B! B! B! B!
bed medical/surgical unit is approached by a family member who begins to complain loudl
B! B! B! B! B! B! B! B! B! B! B! B! B!
y about the quality of care his mother is receiving. His behavior is so disruptive that it is o
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
verheard by staff, physicians, and other visitors. The family member leaves the unit abruptl
B! B! B! B! B! B! B! B! B! B! B! B! B!
y, and the nurse is left feeling frustrated. Which behavior by the charge nurse best illustrat
B! B! B! B! B! B! B! B! B! B! B! B! B! B! B!
es refined leadership skills in an emotionally intelligent practitioner?
B! B! B! B! B! B! B! B!
a. Reflect to gain insight into how the situation could be handled differently in t
B! B! B! B! B! B! B! B! B! B! B! B! B!
he future. B!
b. Try to catch up with the angry family member to resolve the concern.
B! B! B! B! B! B! B! B! B! B! B! B!
c. Discuss the concern with the patient after the family member has left.
B! B! B! B! B! B! B! B! B! B! B!
d. Notify nursing administration of the situation. B! B! B! B! B!
ANS: A B!
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