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