,Table of Content cn cn
Chapter 01: Leading, Managing, and Following ........................................................................................................................ 3
cn cn cn cn cn
Chapter 02: Quality and Safety ................................................................................................................................................ 12
cn cn cn cn
Chapter 03: Ethical and Legal Issues in Nursing ..................................................................................................................... 20
cn cn cn cn cn cn cn
Chapter 04: Toward Justice ...................................................................................................................................................... 28
cn cn cn
Chapter 05: Healthy Workplaces, Healthy Workforce Yoder-Wise: Leading and Managing in Nursing, 8th Edition............. 36
cn cn cn cn cn cn cn cn cn cn cn cn cn
Chapter 06: Translating Research into Practice........................................................................................................................ 43
cn cn cn cn cn
Chapter 07: Gaining Personal Insight: Being an Effective Follower and Leader Yoder-
cn cn cn cn cn cn cn cn cn cn cn
Wise: Leading and Managing in Nursing, 8th Edition ............................................................................................................ 52
cn cn cn cn cn cn cn
Chapter 08: Communication and Conflict................................................................................................................................ 58
cn cn cn cn
Chapter 09: Healthcare Organizations and Structures Yoder-Wise: Leading and Managing in Nursing, 8th Edition.............. 67
cn cn cn cn cn cn cn cn cn cn cn cn cn
Chapter 10: Person-Centered Care ........................................................................................................................................... 75
cn cn cn
Chapter 11: Staffing and Scheduling........................................................................................................................................ 83
cn cn cn cn
Chapter 12: Workforce Engagement Through Collective Action and Governance Yoder-
cn cn cn cn cn cn cn cn cn
Wise: Leading and Managing in Nursing, 8th Edition ............................................................................................................ 90
cn cn cn cn cn cn cn
Chapter 13: Solving Problems and Influencing Positive Outcomes Yoder-
cn cn cn cn cn cn cn cn
Wise: Leading and Managing in Nursing, 8th Edition .......................................................................................................... 104
cn cn cn cn cn cn cn
Chapter 14: Delegating: Authority, Accountability, and Responsibility in Delegation Decisions .......................................... 116
cn cn cn cn cn cn cn cn cn
Chapter 15: Effecting Change, Large and Small .................................................................................................................... 129
cn cn cn cn cn cn
Chapter 16: Building Effective Teams ................................................................................................................................... 140
cn cn cn cn
Chapter 17: The Impact of Technology.................................................................................................................................. 152
cn cn cn cn cn
Chapter 18: Artificial Intelligence .......................................................................................................................................... 165
cn cn cn
Chapter 19: Managing Costs and Budgets ............................................................................................................................. 175
cn cn cn cn cn
Chapter 20: Selecting, Developing, and Evaluating Staff Yoder-Wise: Leading and Managing in Nursing, 8th Edition ...... 188
cn cn cn cn cn cn cn cn cn cn cn cn cn cn
Chapter 21: Managing Personal and Personnel Problems Yoder-Wise: Leading and Managing in Nursing, 8th Edition ..... 199
cn cn cn cn cn cn cn cn cn cn cn cn cn cn
Chapter 22: Role Transition ................................................................................................................................................... 209
cn cn cn
Chapter 23: Managing Your Career ....................................................................................................................................... 216
cn cn cn cn
Chapter 24: Developing Leaders, Managers, and Followers Yoder-
cn cn cn cn cn cn cn
Wise: Leading and Managing in Nursing, 8th Edition224 Chapter 25: Thriving for the Future ............................................ 232
cn cn cn cn cn cn cn cn cn cn cn cn cn
,Chapter 01: Leading, Managing, and Following
cn cn cn cn cn
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
cn cn cn cn cn cn cn
MULTIPLE CHOICE cn
1. A nurse manager of a 20-
cn cn cn cn cn
bed medical unit finds that 80% of the patients are older adults. She is asked to assess and ada
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
pt the unit to better meet the unique needs of the older adultpatient. Using complexity princip
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
les, what would be the best approach to take for implementation of this change?
cn cn cn cn cn cn cn cn cn cn cn cn cn
a. Leverage the hierarchical management position to get unit staff involved in cn cn cn cn cn cn cn cn cn cn cn
assessment and planning. cn cn
b. Engage involved staff at all levels in the decision-making process.
cn cn cn cn cn cn cn cn cn
c. Focus the assessment on the unit and omit the hospital and community
cn cn cn cn cn cn cn cn cn cn cn cn
environment.
d. Hire a geriatric specialist to oversee and control the project.
cn cn cn cn cn cn cn cn cn
ANS: B c n
Complexity theory suggests that systems interact and adapt and that decision making occurs
cn cn cn cn cn cn cn cn cn c n cn cn
throughout the systems as opposed to being held in a hierarchy. In complexity theory, every
cn cn c n cn cn cn cn cn cn cn cn cn cn cn
voice counts, and therefore, all levels of staff would be involved in decision making.
cn cn cn cn cn cn cn cn cn cn cn cn cn cn
TOP: AONE competency: Communication and Relationship-Building
cn cn cn cn cn
2. A unit manager of a 25-
cn cn cn cn cn
bed medical/surgical area receives a phone call from a nurse whohas called in sick five times
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
in the past month. He tells the manager that he very much wants to come to work when sche
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
duled but must often care for his wife, who is undergoing treatment for breast cancer. Accord
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
ing to Maslow‘s need hierarchy theory, what would be the best approach to satisfying the ne
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
eds of this nurse, other staff, and patients?
cn cn cn cn cn cn cn
a. Line up agency nurses who can be called in to work on short notice.
cn cn cn cn cn cn cn cn cn cn cn cn cn
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
cn cn cn cn cn cn cn cn cn cn cn cn
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that thisnurse cn cn cn cn cn cn cn cn cn cn cn cn cn
may be calling in frequently in the future.
cn cn cn cn cn cn cn
d. Work with the nurse, staffing office, and other nurses to arrange hisscheduled
cn cn cn cn cn cn cn cn cn cn cn cn
days off around his wife‘s treatments. cn cn cn cn cn
ANS: D c n
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patie
cn cn cn cn cn cn cn cn cn cn cn cn c n
nt care and threaten the needs of staff to feel competent. Arranging the schedule around the wi
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
fe‘s needs meets the needs of the staff and of patients while satisfying the nurse‘s need for affi
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
liation.
TOP: AONE competency: Communication and Relationship-Building
cn cn cn cn cn
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfair, and the u
cn cn cn cn cn cn cn cn cn cn cn cn cn cn
nit manager continues to reiterate the reasons for the actions. What would be the bestcourse o
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
f action at this time?
cn cn cn cn
a. Send the two disputants away to reach their own resolution.
cn cn cn cn cn cn cn cn cn
b. Involve another staff nurse in the discussion for clarity issues.
cn cn cn cn cn cn cn cn cn
, c. Ask each party to examine their own motives and issues in the conflict.
cn cn cn cn cn cn cn cn cn cn cn cn
d. Continue to listen as the parties repeat their thoughts and feelings aboutthe
cn cn cn cn cn cn cn cn cn cn cn cn
conflict.
ANS: C cn
For resolution of conflict, one should address the interests and involvement of participants in th
cn cn cn cn cn cn cn cn cn cn cn cn cn cn
e conflict by examining the real issues of all parties.
cn cn cn cn cn cn cn cn cn
TOP: AONE competency: Communication and Relationship-Building
cn cn cn cn cn
4. At a second negotiation session, the unit manager and staff nurse are unable to reacha r
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
esolution. What is the appropriate next step? cn cn cn cn cn cn
a. Arrange another meeting in a week‘s time so as to allow a cooling-off period.
cn cn cn cn cn cn cn cn cn cn cn cn cn
b. Elevate the next negation session to the next manager, one level above.
cn cn cn cn cn cn cn cn cn cn cn
c. Insist that participants continue to talk until a resolution has been reached.
cn cn cn cn cn cn cn cn cn cn cn
d. Back the unit manager‘s actions and end the dispute.
cn cn cn cn cn cn cn cn
ANS: B cn
Part of leadership is understanding conflict resolution and ability to negotiate and manage for r
cn cn cn cn cn cn cn cn cn cn cn cn cn cn
esolution of issues and concerns. This situation has failed a second negotiation session, elevati
cn cn cn cn cn cn cn cn cn cn cn cn cn
on to a manager with additional training to facilitate conflict resolution is important at this poi
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
nt.
TOP: AONE competency: Communication and Relationship-Building
cn cn cn cn cn
5. The manager of a surgical area has a vision for the future that requires the addition of RN assi
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
stants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff have
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
always practiced in a primary nursing-
cn cn cn cn cn
delivery system and are very resistant to this idea. What would be the best initial strategy for i
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
mplementation of this change? cn cn cn
a. Exploring the values and feelings of the RN group in relationship to this changecn cn cn cn cn cn cn cn cn cn cn cn cn
b. Leaving the RNs alone for a time so they can think about the change before it is i
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
mplemented
c. Dropping the idea and trying for the change in a year or so when some of thecn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
present RNs have retired cn cn cn
d. Hiring the assistants and allowing the RNs to see what good additions they are
cn cn cn cn cn cn cn cn cn cn cn cn cn
ANS: A cn
Influencing others requires emotional intelligence in domains such as empathy, handling relati
cn cn cn cn cn cn cn cn cn cn cn
onships, deepening self- cn cn
awareness in self and others, motivating others, and managing emotions. Motivating others re
cn cn cn cn cn cn cn cn cn cn cn cn
cognizes that values are powerful forces that influence acceptance of change. Leaving the RNs
cn cn cn cn cn cn cn cn cn cn cn cn cn c
alone for a period of time before implementation does not provide opportunity to explore diffe
n cn cn cn cn cn cn cn cn cn cn cn cn cn cn
rent perspectives and values. Avoiding discussion until the team changes may not promote ad
cn cn cn cn cn cn cn cn cn cn cn cn cn
option of the change until there is opportunity to explore perspectives and values related to the
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
change. Hiring of the assistants demonstrates lack of empathy for the perspectives of the RN s
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
taff.
TOP: AONE competency: Knowledge of the Health Care Environment
cn cn cn cn cn cn cn cn
Chapter 01: Leading, Managing, and Following ........................................................................................................................ 3
cn cn cn cn cn
Chapter 02: Quality and Safety ................................................................................................................................................ 12
cn cn cn cn
Chapter 03: Ethical and Legal Issues in Nursing ..................................................................................................................... 20
cn cn cn cn cn cn cn
Chapter 04: Toward Justice ...................................................................................................................................................... 28
cn cn cn
Chapter 05: Healthy Workplaces, Healthy Workforce Yoder-Wise: Leading and Managing in Nursing, 8th Edition............. 36
cn cn cn cn cn cn cn cn cn cn cn cn cn
Chapter 06: Translating Research into Practice........................................................................................................................ 43
cn cn cn cn cn
Chapter 07: Gaining Personal Insight: Being an Effective Follower and Leader Yoder-
cn cn cn cn cn cn cn cn cn cn cn
Wise: Leading and Managing in Nursing, 8th Edition ............................................................................................................ 52
cn cn cn cn cn cn cn
Chapter 08: Communication and Conflict................................................................................................................................ 58
cn cn cn cn
Chapter 09: Healthcare Organizations and Structures Yoder-Wise: Leading and Managing in Nursing, 8th Edition.............. 67
cn cn cn cn cn cn cn cn cn cn cn cn cn
Chapter 10: Person-Centered Care ........................................................................................................................................... 75
cn cn cn
Chapter 11: Staffing and Scheduling........................................................................................................................................ 83
cn cn cn cn
Chapter 12: Workforce Engagement Through Collective Action and Governance Yoder-
cn cn cn cn cn cn cn cn cn
Wise: Leading and Managing in Nursing, 8th Edition ............................................................................................................ 90
cn cn cn cn cn cn cn
Chapter 13: Solving Problems and Influencing Positive Outcomes Yoder-
cn cn cn cn cn cn cn cn
Wise: Leading and Managing in Nursing, 8th Edition .......................................................................................................... 104
cn cn cn cn cn cn cn
Chapter 14: Delegating: Authority, Accountability, and Responsibility in Delegation Decisions .......................................... 116
cn cn cn cn cn cn cn cn cn
Chapter 15: Effecting Change, Large and Small .................................................................................................................... 129
cn cn cn cn cn cn
Chapter 16: Building Effective Teams ................................................................................................................................... 140
cn cn cn cn
Chapter 17: The Impact of Technology.................................................................................................................................. 152
cn cn cn cn cn
Chapter 18: Artificial Intelligence .......................................................................................................................................... 165
cn cn cn
Chapter 19: Managing Costs and Budgets ............................................................................................................................. 175
cn cn cn cn cn
Chapter 20: Selecting, Developing, and Evaluating Staff Yoder-Wise: Leading and Managing in Nursing, 8th Edition ...... 188
cn cn cn cn cn cn cn cn cn cn cn cn cn cn
Chapter 21: Managing Personal and Personnel Problems Yoder-Wise: Leading and Managing in Nursing, 8th Edition ..... 199
cn cn cn cn cn cn cn cn cn cn cn cn cn cn
Chapter 22: Role Transition ................................................................................................................................................... 209
cn cn cn
Chapter 23: Managing Your Career ....................................................................................................................................... 216
cn cn cn cn
Chapter 24: Developing Leaders, Managers, and Followers Yoder-
cn cn cn cn cn cn cn
Wise: Leading and Managing in Nursing, 8th Edition224 Chapter 25: Thriving for the Future ............................................ 232
cn cn cn cn cn cn cn cn cn cn cn cn cn
,Chapter 01: Leading, Managing, and Following
cn cn cn cn cn
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
cn cn cn cn cn cn cn
MULTIPLE CHOICE cn
1. A nurse manager of a 20-
cn cn cn cn cn
bed medical unit finds that 80% of the patients are older adults. She is asked to assess and ada
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
pt the unit to better meet the unique needs of the older adultpatient. Using complexity princip
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
les, what would be the best approach to take for implementation of this change?
cn cn cn cn cn cn cn cn cn cn cn cn cn
a. Leverage the hierarchical management position to get unit staff involved in cn cn cn cn cn cn cn cn cn cn cn
assessment and planning. cn cn
b. Engage involved staff at all levels in the decision-making process.
cn cn cn cn cn cn cn cn cn
c. Focus the assessment on the unit and omit the hospital and community
cn cn cn cn cn cn cn cn cn cn cn cn
environment.
d. Hire a geriatric specialist to oversee and control the project.
cn cn cn cn cn cn cn cn cn
ANS: B c n
Complexity theory suggests that systems interact and adapt and that decision making occurs
cn cn cn cn cn cn cn cn cn c n cn cn
throughout the systems as opposed to being held in a hierarchy. In complexity theory, every
cn cn c n cn cn cn cn cn cn cn cn cn cn cn
voice counts, and therefore, all levels of staff would be involved in decision making.
cn cn cn cn cn cn cn cn cn cn cn cn cn cn
TOP: AONE competency: Communication and Relationship-Building
cn cn cn cn cn
2. A unit manager of a 25-
cn cn cn cn cn
bed medical/surgical area receives a phone call from a nurse whohas called in sick five times
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
in the past month. He tells the manager that he very much wants to come to work when sche
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
duled but must often care for his wife, who is undergoing treatment for breast cancer. Accord
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
ing to Maslow‘s need hierarchy theory, what would be the best approach to satisfying the ne
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
eds of this nurse, other staff, and patients?
cn cn cn cn cn cn cn
a. Line up agency nurses who can be called in to work on short notice.
cn cn cn cn cn cn cn cn cn cn cn cn cn
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
cn cn cn cn cn cn cn cn cn cn cn cn
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that thisnurse cn cn cn cn cn cn cn cn cn cn cn cn cn
may be calling in frequently in the future.
cn cn cn cn cn cn cn
d. Work with the nurse, staffing office, and other nurses to arrange hisscheduled
cn cn cn cn cn cn cn cn cn cn cn cn
days off around his wife‘s treatments. cn cn cn cn cn
ANS: D c n
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patie
cn cn cn cn cn cn cn cn cn cn cn cn c n
nt care and threaten the needs of staff to feel competent. Arranging the schedule around the wi
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
fe‘s needs meets the needs of the staff and of patients while satisfying the nurse‘s need for affi
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
liation.
TOP: AONE competency: Communication and Relationship-Building
cn cn cn cn cn
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfair, and the u
cn cn cn cn cn cn cn cn cn cn cn cn cn cn
nit manager continues to reiterate the reasons for the actions. What would be the bestcourse o
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
f action at this time?
cn cn cn cn
a. Send the two disputants away to reach their own resolution.
cn cn cn cn cn cn cn cn cn
b. Involve another staff nurse in the discussion for clarity issues.
cn cn cn cn cn cn cn cn cn
, c. Ask each party to examine their own motives and issues in the conflict.
cn cn cn cn cn cn cn cn cn cn cn cn
d. Continue to listen as the parties repeat their thoughts and feelings aboutthe
cn cn cn cn cn cn cn cn cn cn cn cn
conflict.
ANS: C cn
For resolution of conflict, one should address the interests and involvement of participants in th
cn cn cn cn cn cn cn cn cn cn cn cn cn cn
e conflict by examining the real issues of all parties.
cn cn cn cn cn cn cn cn cn
TOP: AONE competency: Communication and Relationship-Building
cn cn cn cn cn
4. At a second negotiation session, the unit manager and staff nurse are unable to reacha r
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
esolution. What is the appropriate next step? cn cn cn cn cn cn
a. Arrange another meeting in a week‘s time so as to allow a cooling-off period.
cn cn cn cn cn cn cn cn cn cn cn cn cn
b. Elevate the next negation session to the next manager, one level above.
cn cn cn cn cn cn cn cn cn cn cn
c. Insist that participants continue to talk until a resolution has been reached.
cn cn cn cn cn cn cn cn cn cn cn
d. Back the unit manager‘s actions and end the dispute.
cn cn cn cn cn cn cn cn
ANS: B cn
Part of leadership is understanding conflict resolution and ability to negotiate and manage for r
cn cn cn cn cn cn cn cn cn cn cn cn cn cn
esolution of issues and concerns. This situation has failed a second negotiation session, elevati
cn cn cn cn cn cn cn cn cn cn cn cn cn
on to a manager with additional training to facilitate conflict resolution is important at this poi
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
nt.
TOP: AONE competency: Communication and Relationship-Building
cn cn cn cn cn
5. The manager of a surgical area has a vision for the future that requires the addition of RN assi
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
stants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff have
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
always practiced in a primary nursing-
cn cn cn cn cn
delivery system and are very resistant to this idea. What would be the best initial strategy for i
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
mplementation of this change? cn cn cn
a. Exploring the values and feelings of the RN group in relationship to this changecn cn cn cn cn cn cn cn cn cn cn cn cn
b. Leaving the RNs alone for a time so they can think about the change before it is i
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
mplemented
c. Dropping the idea and trying for the change in a year or so when some of thecn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
present RNs have retired cn cn cn
d. Hiring the assistants and allowing the RNs to see what good additions they are
cn cn cn cn cn cn cn cn cn cn cn cn cn
ANS: A cn
Influencing others requires emotional intelligence in domains such as empathy, handling relati
cn cn cn cn cn cn cn cn cn cn cn
onships, deepening self- cn cn
awareness in self and others, motivating others, and managing emotions. Motivating others re
cn cn cn cn cn cn cn cn cn cn cn cn
cognizes that values are powerful forces that influence acceptance of change. Leaving the RNs
cn cn cn cn cn cn cn cn cn cn cn cn cn c
alone for a period of time before implementation does not provide opportunity to explore diffe
n cn cn cn cn cn cn cn cn cn cn cn cn cn cn
rent perspectives and values. Avoiding discussion until the team changes may not promote ad
cn cn cn cn cn cn cn cn cn cn cn cn cn
option of the change until there is opportunity to explore perspectives and values related to the
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
change. Hiring of the assistants demonstrates lack of empathy for the perspectives of the RN s
cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn cn
taff.
TOP: AONE competency: Knowledge of the Health Care Environment
cn cn cn cn cn cn cn cn
