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Test Bank For Yoder-Wises Leading and Managing in Canadian Nursing, 2nd Edition (Waddell, 2020), 9781771721677, Chapter 1-32 All Chapters with Answers and Rationals

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Test Bank For Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition, Patricia S. Yoder-Wise, Chapters 1 - 32 TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON, ISBN: 9781771721684, ISBN: 9781771721745, ISBN: 9781771721677 Table of Contents Part I: Core Concepts Overview 1. Leading, Managing, and Following 2. Developing the Role of Leader 3. Developing the Role of Manager 4. Nursing Leadership and Indigenous Health 5. Patient Focus Context 6. Ethical Issues 7. Legal Issues 8. Making Decisions and Solving Problems 9. Health Care Organizations 10. Understanding and Designing Organizational Structures 11. Cultural Diversity in Health Care 12. Power, Politics, and Influence Part II: Managing Resources 13. Caring, Communicating, and Managing with Technology 14. Managing Costs and Budgets 15. Care Delivery Strategies 16. Staffing and Scheduling (available only on Evolve) 17. Selecting, Developing, and Evaluating Staff (available only on Evolve) Part III: Changing the Status Quo 18. Strategic Planning, Goal-Setting, and Marketing 19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social Action 20. Building Teams Through Communication and Partnerships 21. Collective Nursing Advocacy 22. Understanding Quality, Risk, and Safety 23. Translating Research into Practice Part IV: Interpersonal and Personal Skills Interpersonal 24. Understanding and Resolving Conflict 25. Managing Personal/Personnel Problems 26. Workplace Violence and Incivility 27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings Personal 28. Role Transition 29. Self-Management: Stress and Time Future 30. Thriving for the Future 31. Leading and Managing Your Career 32. Nursing Students as Leaders U S N T O Chapter 01: Leading, Managing, and Following Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second Edition MULTIPLE CHOICE 1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She is asked to assess and adapt the unit to better meet the unique needs of older adult patients. According to complexity principles, what would be the best approach to take in making this change? a. Leverage the hierarchical management position to get unit staff involved in assessment and planning. b. Engage involved staff at all levels in the decision-making process. c. Focus the assessment on the unit, and omit the hospital and community environment. d. Hire a geriatric specialist to oversee and control the project. ANSWER: B Complexity theory suggests that systems interact and adapt and that decision making occurs throughout the systems, as opposed to being held in a hierarchy. In complexity theory, everybody’s opinion counts; therefore, all levels of staff would be involved in decision making. DIF: Cognitive Level: Apply REF: Page 14 TOP: Nursing Process: Implementation . 2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who has called in sick five times in the past month. He tells the manager that he very much wants to come to work when scheduled, but must often care for his wife, who is undergoing treatment for breast cancer. In the practice of a strengths-based nursing leader, what would be the best approach to satisfying the needs of this nurse, other staff, and patients? a. Line up agency nurses who can be called in to work on short notice. b. Place the nurse on unpaid leave for the remainder of his wife’s treatment. c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurse may be calling in frequently in the future. d. Work with the nurse, staffing office, and other nurses to arrange his scheduled days off around his wife’s treatments. ANSWER: D Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient care and threaten staff members’ sense of competence. Strengths-based nurse leaders honour the uniqueness of individuals, teams, systems, and organizations; therefore arranging the schedule around the wife’s needs would result in a win-win situation, also creating a work environment that promotes the health of all the nurses and facilitates their development. DIF: Cognitive Level: Analyze REF: Page 6 TOP: Nursing Process: Implementation 3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first mediation session, the staff nurse repeatedly calls the unit manager’s actions unfair, and the unit manager continues to reiterate the reasons for the actions. What would be the best course of action at this time? a. Send the two disputants away to reach their own resolution. b. Involve another staff nurse in the discussion so as to clarify issues. c. Ask each party to examine her own motives and issues in the conflict. d. Continue to listen as the parties repeat their thoughts and feelings about the conflict. ANSWER: C Nurses and leaders must assess each situation as unique, determining appropriate actions accordingly. Leaders must adapt their styles to complement specific issues being faced, such as conflict. Examining motives and issues for the conflict in perceptions promotes equal representation of each point of view. DIF: Cognitive Level: Apply REF: Pages 11–13 TOP: Nursing Process: Implementation 4. Shortly after being informed of fetal death, a labouring woman asks why she is not able to hear her baby’s heartbeat on the monitor anymore. Although the monitor volume had been turned off so that the patient would be able to sleep between contractions, the nurse responded that there was no heartbeat to hear because the baby had died in utero; then the nurse asked whether the patient would like to talk about how she was feeling. This response demonstrates: a. Lack of empathy. b. Ethical leadership. c. Complexity science. . d. A coercive relationship. ANSWER: B Ethical leadership is based on a willingness to identify and act on complex problems in an ethical manner. Leadership can be misused when coercive relationships form, and information and true goals are withheld. DIF: Cognitive Level: Analyze REF: Page 7 TOP: Nursing Process: Implementation 5. The manager of a surgical area envisions a future that requires the addition of registered nurse (RN) assistants or unlicensed persons to feed, bathe, and walk patients. The RNs on the staff have always practiced in a primary nursing-delivery system and are very resistant to this idea. The best initial strategy in this situation would include: a. Exploring the values of the RNs in relation to this change. b. Leaving the RNs alone for a time so they can think about the change before they are approached again. c. Dropping the idea and trying for the change in another year or so. d. Hiring the assistants and allowing the RNs to see what good additions they are. ANSWER: A Leadership involves engaged decision making around a vision that is based on evidence and tacit knowledge. Influencing others requires emotional intelligence in domains such as empathy and handling relationships.

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Patricia S. Yoder-Wise Leading and Managing in Nursing
  • 2019
  • 9781771721868
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Institution
Nursing
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Uploaded on
August 2, 2025
Number of pages
321
Written in
2025/2026
Type
Exam (elaborations)
Contains
Questions & answers

Subjects

  • in canadian nursing
  • 2nd edition
  • waddell 2020
  • chapter 1 32
  • test bank for yoder wises leading and managing in
  • yoder wises leading and managing

Content preview

Test Bank For Yoder-Wise’s Leading And Managing
ff ff ff ff ff ff




ff In Canadian Nursing, 2nd Edition,
ff ff ff ff ff




Patricia S. Yoder-Wise, Chapters 1 - 32
ff ff ff ff ff ff

, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING,
ff ff ff ff ff ff ff ff ff


2NDEDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
ff f ff ff ff ff ff ff ff




ISBN: 9781771721684,
ff




ISBN: 9781771721745,
ff




ISBN: 9781771721677
ff




Table of Contents
ff ff




ff Part I: Core
ff ff




ConceptsOverview
ff f




1. Leading, Managing, and Following ff ff ff




2. Developing the Role of Leader ff ff ff ff




3. Developing the Role of Manager ff ff ff ff




4. Nursing Leadership and Indigenous Health ff ff ff ff




5. Patient Focus ff




Context
6. Ethical Issues ff




7. Legal Issues ff




8. Making Decisions and Solving Problems ff ff ff ff




9. Health Care Organizations ff ff




10. Understanding and Designing Organizational Structures ff ff ff ff




11. Cultural Diversity in Health Care ff ff ff ff




12. Power, Politics, and Influence ff ff ff




Part II: Managing Resources
ff ff ff




13. Caring, Communicating, and Managing with Technology
ff ff ff ff ff




14. Managing Costs and Budgets ff ff ff




15. Care Delivery Strategies
ff ff




16. Staffing and Scheduling (available only on Evolve) ff ff ff ff ff ff




17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
ff ff ff ff ff ff ff ff

,Part III: Changing the Status Quo
ff ff ff ff ff




18. Strategic Planning, Goal-Setting, and Marketing
ff ff ff ff




19. Nurses Leading Change: A Relational Emancipatory Framework for Health and
ff ff ff ff ff ff ff ff ff


SocialAction
ff f




20. Building Teams Through Communication and Partnerships
ff ff ff ff ff




21. Collective Nursing Advocacy ff ff




22. Understanding Quality, Risk, and Safety ff ff ff ff




23. Translating Research into Practice ff ff ff




Part IV: Interpersonal and Personal Skills
ff ff ff ff ff




Interpersonal
24. Understanding and Resolving Conflict ff ff ff




25. Managing Personal/Personnel Problemsff ff




26. Workplace Violence and Incivility ff ff ff




27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
ff ff ff ff ff ff ff ff ff




Personal
28. Role Transition
ff




29. Self-Management: Stress and Time ff ff ff




Future
30. Thriving for the Future ff ff ff




31. Leading and Managing Your Career
ff ff ff ff




32. Nursing Students as Leaders
ff ff ff

, Chapter 01: Leading, Managing, and Following
ff ff ff ff ff


Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, ff ff ff ff ff ff ff


SecondEdition
ff f




MULTIPLE CHOICE ff




1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
ff ff ff ff ff ff ff ff ff ff ff ff ff ff ff ff


Sheis asked to assess and adapt the unit to better meet the unique needs of older adult
ff f ff ff ff ff ff ff ff ff ff ff ff ff ff ff ff ff


patients. According to complexity principles, what would be the best approach to take in
ff ff ff ff ff ff ff ff ff ff ff ff ff ff


making this change?
ff ff ff


a. Leverage the hierarchical management position to get unit staff involved ff ff ff ff ff ff ff ff ff


inassessment and planning.
ff f ff ff


b. Engage involved staff at all levels in the decision-making process. ff ff ff ff ff ff ff ff ff


c. Focus the assessment on the unit, and omit the hospital andff ff ff ff ff ff ff ff ff ff


communityenvironment.
ff f


d. Hire a geriatric specialist to oversee and control the project.
ff ff ff ff ff ff ff ff ff




ANSWER: f f B
Complexity theory suggests that systems interact and adapt and that decision making
ff ff ff ff ff ff ff ff ff ff ff


occursthroughout the systems, as opposed to being held in a hierarchy. In complexity
ff f ff ff ff ff ff ff ff ff ff ff ff ff


theory, everybody‘s opinion counts; therefore, all levels of staff would be involved in
ff ff ff ff ff ff ff ff ff ff ff ff ff


decision making.
ff ff




DIF: Cognitive Level: Apply REF: Page ff ff ff


14TOP: Nursing Process: Implementation
ff f f f ff ff




USNT .
2. A unit manager of a 25-bed medical/surgical
ff ff areaOreceives a phone call from a nurse who has ff ff ff ff
ff ff ff
ff ff ff ff ff ff ff ff ff ff


called in sick five times in the past month. He tells the manager that he very much wants
ff ff ff ff ff ff ff ff ff ff ff ff ff ff ff ff ff


to come to work when scheduled, but must often care for his wife, who is undergoing
ff ff ff ff ff ff ff ff ff ff ff ff ff ff ff ff


treatmentfor breast cancer. In the practice of a strengths-based nursing leader, what would
ff f ff ff ff ff ff ff ff ff ff ff ff ff


be the best approach to satisfying the needs of this nurse, other staff, and patients?
ff ff ff ff ff ff ff ff ff ff ff ff ff ff ff


a. Line up agency nurses who can be called in to work on short notice.
ff ff ff ff ff ff ff ff ff ff ff ff ff


b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
ff ff ff ff ff ff ff ff ff ff ff ff


c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this ff ff ff ff ff ff ff ff ff ff ff ff


nursemay be calling in frequently in the future.
ff f ff ff ff ff ff ff ff


d. Work with the nurse, staffing office, and other nurses to arrange his
ff ff ff ff ff ff ff ff ff ff ff


scheduleddays off around his wife‘s treatments.
ff f ff ff ff ff ff




ANSWER: D ff


Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
ff ff ff ff ff ff ff ff ff ff ff ff


nurse.Unsatisfactory coverage of shifts on short notice could affect patient care and
ff f ff ff ff ff ff ff ff ff ff ff ff


threaten staff members‘ sense of competence. Strengths-based nurse leaders honour the
ff ff ff ff ff ff ff ff ff ff ff


uniqueness of individuals, teams, systems, and organizations; therefore arranging the
ff ff ff ff ff ff ff ff ff ff


schedule around the wife‘s needs would result in a win-win situation, also creating a
ff ff ff ff ff ff ff ff ff ff ff ff ff ff


work environment that promotes the health of all the nurses and facilitates their
ff ff ff ff ff ff ff ff ff ff ff ff ff


development.
ff




DIF: Cognitive Level: Analyze REF: Page ff ff ff


6TOP: Nursing Process: Implementation
ff f f f ff ff

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