,
,Chapter 01: Leading, Managing, and Following
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Yoder-Wise: Leading and Managing in Nursing, 8th Edition
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MULTIPLE CHOICE bq
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 asked to assess and
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adapt the unit to better meet the unique needs of the older adult patient. Using complexity
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principles, what would be the best approach to take for implementation of this change?
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a. Leverage the hierarchical management position to get unit staff involved i
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n 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 communit
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y environment. bq
d. Hire a geriatric specialist to oversee and control the project.
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ANS: B b q
Complexity theory suggests that systems interact and adapt and that decision making occu
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rs throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
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every voice counts, and therefore, all levels of staff would be involved in decision makin
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g.
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 whohas called in sick five ti
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mes in the past month. He tells the manager that he very much wants to come to work w
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hen scheduled but must often care for his wife, who is undergoing treatment for breast ca
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ncer. According to Maslow‘s need hierarchy theory, what would be the best approach to
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satisfying the needs of this nurse, other staff, 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 nur
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se may be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange hisschedul
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ed days off around his wife‘s treatments.
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ANS: D b q
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic nee
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ds and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect
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patient care and threaten the needs of staff to feel competent. Arranging the schedule arou
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nd the wife‘s needs meets the needs of the staff and of patients while satisfying the nurse‘s
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need for affiliation.
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TOP: AONE competency: Communication and Relationship-Building
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3. A grievance brought by a staff nurse against the unit manager requires mediation. At the fi
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rst mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfair, an
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d the unit manager continues to reiterate the reasons for the actions. What would be the bes
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t 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 th
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e conflict.
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ANS: C bq
For resolution of conflict, one should address the interests and involvement of participants i
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n 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 to reach
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bq 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 bq
Part of leadership is understanding conflict resolution and ability to negotiate and manage fo
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r resolution of issues and concerns. This situation has failed a second negotiation session, e
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levation to a manager with additional training to facilitate conflict resolution is important a
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t 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 addition of RN
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qassistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the sta
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ff have always practiced in a primary nursing-
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delivery system and are very resistant to this idea. What would be the best initial strategy f
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq
or implementation of this change?
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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 before it
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq b
is implemented
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c. Dropping the idea and trying for the change in a year or so when some of t
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he present RNs have retiredbq bq bq bq
d. Hiring the assistants and allowing the RNs to see what good additions they are
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ANS: A bq
Influencing others requires emotional intelligence in domains such as empathy, handling re
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lationships, deepening self- bq bq
awareness in self and others, motivating others, and managing emotions. Motivating others
bq bq bq bq bq bq bq bq bq bq bq b
qrecognizes that values are powerful forces that influence acceptance of change. Leaving the
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RNs alone for a period of time before implementation does not provide opportunity to expl
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ore different perspectives and values. Avoiding discussion until the team changes may not
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promote adoption of the change until there is opportunity to explore perspectives and value
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s related to the change. Hiring of the assistants demonstrates lack of empathy for the persp
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ectives of the RN staff. bq bq bq bq
TOP: AONE competency: Knowledge of the Health Care Environment
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,Chapter 01: Leading, Managing, and Following
bq bq bq bq bq
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
bq bq bq bq bq bq bq
MULTIPLE CHOICE bq
1. A nurse manager of a 20-
bq bq bq bq bq
bed medical unit finds that 80% of the patients are older adults. She is asked to assess and
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq
adapt the unit to better meet the unique needs of the older adult patient. Using complexity
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq
principles, what would be the best approach to take for implementation of this change?
bq bq bq bq bq bq bq bq bq bq bq bq bq
a. Leverage the hierarchical management position to get unit staff involved i
bq bq bq bq bq bq bq bq bq bq
n assessment and planning.
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b. Engage involved staff at all levels in the decision-making process.
bq bq bq bq bq bq bq bq bq
c. Focus the assessment on the unit and omit the hospital and communit
bq bq bq bq bq bq bq bq bq bq bq
y environment. bq
d. Hire a geriatric specialist to oversee and control the project.
bq bq bq bq bq bq bq bq bq
ANS: B b q
Complexity theory suggests that systems interact and adapt and that decision making occu
bq bq bq bq bq bq bq bq bq bq bq bq
rs throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq
every voice counts, and therefore, all levels of staff would be involved in decision makin
bq bq bq bq bq bq bq bq bq bq bq bq bq bq
g.
TOP: AONE competency: Communication and Relationship-Building
bq bq bq bq bq
2. A unit manager of a 25-
bq bq bq bq bq
bed medical/surgical area receives a phone call from a nurse whohas called in sick five ti
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq
mes in the past month. He tells the manager that he very much wants to come to work w
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq
hen scheduled but must often care for his wife, who is undergoing treatment for breast ca
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq
ncer. According to Maslow‘s need hierarchy theory, what would be the best approach to
bq bq bq bq bq bq bq bq bq bq bq bq bq bq
satisfying the needs of this nurse, other staff, and patients?
bq bq bq bq bq bq bq bq bq
a. Line up agency nurses who can be called in to work on short notice.
bq bq bq bq bq bq bq bq bq bq bq bq bq
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
bq bq bq bq bq bq bq bq bq bq bq bq
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nur
bq bq bq bq bq bq bq bq bq bq bq bq bq
se may be calling in frequently in the future.
bq bq bq bq bq bq bq b q
d. Work with the nurse, staffing office, and other nurses to arrange hisschedul
bq bq bq bq bq bq bq bq bq bq bq
ed days off around his wife‘s treatments.
bq bq bq bq bq bq
ANS: D b q
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic nee
bq bq bq bq bq bq bq bq bq bq bq bq bq bq
ds and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect
bq bq bq bq bq bq bq bq bq bq bq bq bq bq
patient care and threaten the needs of staff to feel competent. Arranging the schedule arou
bq bq bq bq bq bq bq bq bq bq bq bq bq bq
nd the wife‘s needs meets the needs of the staff and of patients while satisfying the nurse‘s
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq
need for affiliation.
bq bq bq
TOP: AONE competency: Communication and Relationship-Building
bq bq bq bq bq
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the fi
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq
rst mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfair, an
bq bq bq bq bq bq bq bq bq bq bq bq bq
d the unit manager continues to reiterate the reasons for the actions. What would be the bes
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq
t course of action at this time?
bq bq bq bq bq bq
a. Send the two disputants away to reach their own resolution.
bq bq bq bq bq bq bq bq bq
b. Involve another staff nurse in the discussion for clarity issues.
bq bq bq bq bq bq bq bq bq
, c. Ask each party to examine their own motives and issues in the conflict.
bq bq bq bq bq bq bq bq bq bq bq bq
d. Continue to listen as the parties repeat their thoughts and feelings about th
bq bq bq bq bq bq bq bq bq bq bq bq
e conflict.
bq
ANS: C bq
For resolution of conflict, one should address the interests and involvement of participants i
bq bq bq bq bq bq bq bq bq bq bq bq bq
n the conflict by examining the real issues of all parties.
bq bq bq bq bq bq bq bq bq bq
TOP: AONE competency: Communication and Relationship-Building
bq bq bq bq bq
4. At a second negotiation session, the unit manager and staff nurse are unable to reach
bq bq bq bq bq bq bq bq bq bq bq bq bq bq
bq a resolution. What is the appropriate next step?
bq bq bq bq bq bq b q
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.
bq bq bq bq bq bq bq bq bq bq bq
d. Back the unit manager‘s actions and end the dispute.
bq bq bq bq bq bq bq bq
ANS: B bq
Part of leadership is understanding conflict resolution and ability to negotiate and manage fo
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r resolution of issues and concerns. This situation has failed a second negotiation session, e
bq bq bq bq bq bq bq bq bq bq bq bq bq bq
levation to a manager with additional training to facilitate conflict resolution is important a
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t this point.
bq bq
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 addition of RN
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq b
qassistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the sta
bq bq bq bq bq bq bq bq bq bq bq bq bq bq
ff have always practiced in a primary nursing-
bq bq bq bq bq bq bq
delivery system and are very resistant to this idea. What would be the best initial strategy f
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq
or implementation of this change?
bq bq bq bq
a. Exploring the values and feelings of the RN group in relationship to this change
bq bq bq bq bq bq bq bq bq bq bq bq bq
b. Leaving the RNs alone for a time so they can think about the change before it
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq b
is implemented
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c. Dropping the idea and trying for the change in a year or so when some of t
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq
he present RNs have retiredbq bq bq bq
d. Hiring the assistants and allowing the RNs to see what good additions they are
bq bq bq bq bq bq bq bq bq bq bq bq bq
ANS: A bq
Influencing others requires emotional intelligence in domains such as empathy, handling re
bq bq bq bq bq bq bq bq bq bq bq
lationships, deepening self- bq bq
awareness in self and others, motivating others, and managing emotions. Motivating others
bq bq bq bq bq bq bq bq bq bq bq b
qrecognizes that values are powerful forces that influence acceptance of change. Leaving the
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RNs alone for a period of time before implementation does not provide opportunity to expl
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq
ore different perspectives and values. Avoiding discussion until the team changes may not
bq bq bq bq bq bq bq bq bq bq bq bq bq
promote adoption of the change until there is opportunity to explore perspectives and value
bq bq bq bq bq bq bq bq bq bq bq bq bq
s related to the change. Hiring of the assistants demonstrates lack of empathy for the persp
bq bq bq bq bq bq bq bq bq bq bq bq bq bq bq
ectives of the RN staff. bq bq bq bq
TOP: AONE competency: Knowledge of the Health Care Environment
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