,Chapter5h01:5hLeading,5hManaging,5hand5hFollowing
Yoder-Wise:5hLeading5hand5hManaging5hin5hNursing,5h8th5hEdition
MULTIPLE5hCHOICE
1. A5 h nurse5 h manager5 h of5 h a5 h 20-
bed5 h medical5 h unit5 h finds5 h that5 h 80%5 h of5 h the5 h patients5 h are5 h older5 h adults.5 h She5 h is5 h
asked5 h to5 h assess5 h and5 h adapt5 h the5 h unit5 h to5 h better5 h meet5 h the5 h unique5 h needs5 h of
5 h the5 h older5 h adult5hpatient.5hUsing5hcomplexity5hprinciples,5hwhat5hwould5hbe5hthe5hbest5ha
pproach5hto5htake5hfor5 h implementation5hof5hthis5hchange?
a. Leverage5hthe5hhierarchical5hmanagement5hposition5hto5hget5hunit5hstaff5hin
volved5 h in5hassessment5hand5hplanning.
b. Engage5h involved5 h staff5h at5 h all5 h levels5 h in5h the5 h decision-making5 h process.
c. Focus5hthe5hassessment5hon5hthe5hunit5hand5homit5hthe5hhospital5hand5
h community5henvironment.
d. Hire5h a5 h geriatric5h specialist5 h to5 h oversee5 h and5 h control5 h the5 h project.
ANS:5 h B
Complexity5htheory5hsuggests5hthat5hsystems5hinteract5hand5hadapt5hand5hthat5hdecision5hmak
ing5 h occurs5hthroughout5hthe5hsystems,5has5hopposed5hto5hbeing5hheld5hin5ha5hhierarchy.5hIn
5hcomplexity5 h theory,5hevery5hvoice5hcounts,5hand5htherefore,5hall5hlevels5hof5hstaff5hwould5hb
e5hinvolved5hin5hdecision5 h making.
TOP:5 h AONE5h competency:5 h Communication5 h and5 h Relationship-Building
2. A5hunit5hmanager5hof5ha5 h 25-
bed5 h medical/surgical5harea5 h receives5ha5hphone5 h call5hfrom5 h a5hnurse5 h whohas5hcall
ed5 h in5hsick5 h five5 h times5hin5hthe5 h past5hmonth.5hHe5 h tells5hthe5 h manager5hthat5hhe5 h ve
ry5 h much5hwants5hto5 h come5 h to5hwork5hwhen5hscheduled5 h but5hmust5hoften5hcare5 h for5h
his5 h wife,5hwho5his5 h undergoing5htreatment5hfor5hbreast5hcancer.5hAccording5hto5 h Maslo
w‘s5hneed5hhierarchy5htheory,5 h what5hwould5hbe5hthe5hbest5happroach5hto5hsatisfying5hth
e5hneeds5hof5hthis5 h nurse,5hother5hstaff,5hand5 h patients?
a. Line5h up5 h agency5h nurses5 h who5 h can5 h be5 h called5 h in5h to5 h work5h on5 h short5 h notice.
b. Place5h the5 h nurse5 h on5 h unpaid5 h leave5 h for5 h the5 h remainder5 h of5 h his5 h wife‘s5 h treatment.
c. Sympathize5hwith5hthe5hnurse‘s5hdilemma5hand5hlet5hthe5hcharge5hnurse5hknow5
hthat5hthis5 h nurse5hmay5hbe5hcalling5hin5hfrequently5hin5hthe5 h future.
d. Work5h with5 h the5 h nurse,5 h staffing5h office,5 h and5 h other5h nurses5 h to5 h arrange
hisscheduled5 h days5 h off5 h around5 h his5 h wife‘s5 h treatments.
ANS:5 h D
Placing5hthe5hnurse5hon5hunpaid5hleave5hmay5hthreaten5hthe5hnurse‘s5hcapacity5hto5hmeet5hp
hysiologic5 h needs5hand5hdemotivate5hthe5hnurse.5hUnsatisfactory5hcoverage5hof5hshifts5hon
5hshort5hnotice5 h could5 h affect5hpatient5hcare5hand5hthreaten5hthe5hneeds5hof5hstaff5hto5hfeel5
hcompetent.5hArranging5hthe5 h schedule5 h around5hthe5hwife‘s5hneeds5hmeets5hthe5hneeds5h
of5hthe5hstaff5hand5hof5hpatients5hwhile5 h satisfying5hthe5hnurse‘s5hneed5hfor5haffiliation.
TOP:5 h AONE5 h competency:5 h Communication5 h and5 h Relationship-Building
3. A5hgrievance5 h brought5hby5ha5 h staff5hnurse5hagainst5hthe5 h unit5hmanager5hrequires5hmediati
on.5hAt5hthe5 h first5hmediation5hsession,5hthe5hstaff5hnurse5 h repeatedly5hcalls5hthe5hunit5hman
ager‘s5hactions5hunfair,5 h and5hthe5hunit5hmanager5hcontinues5hto5hreiterate5hthe5hreasons5hfo
r5hthe5hactions.5hWhat5hwould5hbe5hthe5 h best5hcourse5 h of5haction5hat5hthis5 h time?
a. Send5h the5 h two5 h disputants5 h away5 h to5 h reach5 h their5 h own5h resolution.
b. Involve5 h another5h staff5 h nurse5 h in5h the5 h discussion5 h for5 h clarity5 h issues.
, c. Ask5h each5 h party5 h to5 h examine5 h their5 h own5 h motives5 h and5 h issues5 h in5h the5 h conflict.
d. Continue5hto5hlisten5has5hthe5hparties5hrepeat5htheir5hthoughts5hand5hfeelin
gs5habout5 h the5 h conflict.
ANS:5h C
For5hresolution5hof5hconflict,5hone5hshould5haddress5hthe5hinterests5hand5hinvolvement5hof5hp
articipants5 h in5hthe5hconflict5hby5hexamining5hthe5hreal5hissues5hof5hall5hparties.
TOP:5 h AONE5h competency:5 h Communication5 h and5 h Relationship-Building
4. At5ha5hsecond5hnegotiation5hsession,5hthe5hunit5hmanager5hand5hstaff5hnurse5hare5
hunable5hto5 h reach5ha5 h resolution.5hWhat5his5hthe5happropriate5hnext5 h step?
a. Arrange5h another5h meeting5 h in5h a5 h week‘s5 h time5 h so5 h as5h to5 h allow5 h a5 h cooling-
off5 h period.
b. Elevate5h the5 h next5 h negation5 h session5 h to5 h the5 h next5 h manager,5 h one5 h level5h above.
c. Insist5h that5 h participants5 h continue5 h to5 h talk5 h until5 h a5 h resolution5 h has5 h been5hreached.
d. Back5h the5 h unit5h manager‘s5 h actions5h and5h end5 h the5 h dispute.
ANS:5h B
Part5hof5hleadership5his5hunderstanding5hconflict5hresolution5hand5hability5hto5hnegotiate5ha
nd5hmanage5 h for5hresolution5hof5hissues5hand5 h concerns.5hThis5hsituation5hhas5hfailed5ha5 h
second5hnegotiation5 h session,5helevation5hto5ha5 h manager5hwith5hadditional5htraining5 h to5h
facilitate5 h conflict5hresolution5his5 h important5hat5hthis5hpoint.
TOP:5 h AONE5h competency:5 h Communication5 h and5 h Relationship-Building
5. The5 h manager5hof5 h a5 h surgical5 h area5 h has5 h a5 h vision5hfor5hthe5 h future5 h that5 h requires5 h th
e5 h addition5hof5 h RN5 h assistants5hor5hunlicensed5 h persons5 h to5hfeed,5hbathe,5hand5 h ambula
te5 h patients.5hThe5 h RNs5hon5hthe5 h staff5hhave5halways5hpracticed5 h in5ha5hprimary5hnursing-
delivery5hsystem5hand5hare5hvery5hresistant5hto5 h this5hidea.5 h What5 h would5 h be5 h the5 h best5
h initial5 h strategy5 h for5 h implementation5 h of5 h this5 h change?
a. Exploring5h the5 h values5 h and5 h feelings5 h of5 h the5 h RN5 h group5 h in5h relationship5 h to5 h this5hcha
nge
b. Leaving5hthe5hRNs5halone5 h for5ha5htime5hso5hthey5hcan5 h think5 h about5hthe5hchan
ge5hbefore5 h it5 h is5himplemented
c. Dropping5hthe5hidea5hand5htrying5hfor5hthe5hchange5hin5ha5 h year5hor5hso5hwh
en5hsome5hof5 h the5hpresent5hRNs5hhave5hretired
d. Hiring5h the5 h assistants5 h and5 h allowing5 h the5 h RNs5 h to5 h see5 h what5 h good5 h additions5 h they5h
are
ANS:5h A
Influencing5hothers5hrequires5hemotional5hintelligence5hin5hdomains5hsuch5has5hempathy,5h
handling5 h relationships,5hdeepening5hself-
awareness5hin5hself5hand5hothers,5hmotivating5hothers,5hand5 h managing5hemotions.5hMotiv
ating5hothers5hrecognizes5hthat5hvalues5hare5hpowerful5hforces5hthat5 h influence5hacceptan
ce5hof5hchange.5hLeaving5hthe5hRNs5halone5hfor5ha5hperiod5hof5htime5hbefore5 h implementati
on5hdoes5hnot5hprovide5hopportunity5hto5hexplore5hdifferent5hperspectives5hand5hvalues.5 h A
voiding5hdiscussion5huntil5hthe5hteam5 h changes5hmay5hnot5hpromote5hadoption5hof5hthe5hch
ange5huntil5 h there5his5hopportunity5hto5 h explore5hperspectives5hand5hvalues5hrelated5hto5ht
he5hchange.5hHiring5hof5hthe5 h assistants5hdemonstrates5hlack5hof5 h empathy5hfor5hthe5 h per
spectives5hof5 h the5 h RN5 h staff.
TOP:5h AONE5h competency:5h Knowledge5h of5hthe5h Health5h Care5h Environment
, 6. As5 h the5 h RN5 h charge5 h nurse5 h on5 h the5 h night5 h shift5 h in5 h a5 h small5 h long-
term5 h care5 h facility,5 h you‘ve5 h found5 h that5hthere5his5hlittle5 h turnover5hamong5hyour5hLPN5ha
nd5hnursing5hassistant5h(NA)5 h staff5hmembers,5hbut5 h they5hare5hnot5hvery5hmotivated5hto5hgo5
hbeyond5htheir5hjob5hdescriptions5hin5 h their5hwork.5hWhich5hof5 h the5 h following5 h strategies5h
might5hmotivate5 h the5 h staff5hand5 h lead5 h to5hgreater5hjob5hsatisfaction?
a. Ask5hthe5hdirector5hof5hnursing5hto5hoffer5hhigher5hwages5hand5hbonuses5hfor5he
xtra5hwork5 h for5hthe5hnight5hLPNs5 h and5hNAs.
b. Allow5hthe5hLPNs5hand5hNAs5hgreater5hdecision-
making5hpower5hwithin5hthe5hscope5 h of5 h their5hpositions5hin5hthe5hinstitution.
c. Hire5hadditional5hstaff5hso5hthat5hthere5hare5hmore5hstaff5havailable5hfor5henhan
ced5 h care,5 h and5hindividual5hworkloads5hare5hlessened.
d. Ask5hthe5hdirector5hof5hnursing5hto5hincrease5hjob5hsecurity5hfor5hnight5hstaff5
hby5hhaving5 h them5 h sign5hcontracts5 h that5hguarantee5hwork.
ANS:5h B
Hygiene5hfactors5hsuch5has5hsalary,5hworking5hconditions,5 h and5hsecurity5hare5hconsistent5h
with5 h Herzberg‘s5htwo-
factor5htheory5hof5hmotivation;5hmeeting5hthese5hneeds5havoids5hjob5hdissatisfaction.5 h Motiv
ator5hfactors5hsuch5 h as5hrecognition5hand5hsatisfaction5hwith5hwork5hpromote5ha5 h satisfying
5hand5 h enriched5hwork5henvironment.5hTransformational5hleaders5huse5hmotivator5hfactors5h
liberally5hto5 h inspire5hwork5hperformance5hand5hincrease5hjob5hsatisfaction.
TOP:5 h AONE5h competency:5 h Communication5 h and5 h Relationship-Building
7. The5hnurse5hmanager5hwants5hto5hincrease5 h motivation5hby5hproviding5hmotivating5hfa
ctors5hfor5 h thenurse5 h on5 h the5 h unit.5 h What5 h action5 h would5 h be5 h appropriate5 h to5 h
motivate5 h the5 h staff?
a. Collaborate5hwith5hthe5hhuman5hresource/personnel5hdepartment5hto5hdevel
op5hon-5 h site5hdaycare5hservices.
b. Provide5h a5h hierarchical5 h organizational5h structure.
c. Implement5 h a5 h model5 h of5 h shared5 h governance.
d. Promote5 h the5 h development5 h of5 h a5 h flexible5 h benefits5 h package.
ANS:5h C
Complexity5htheory5hsuggests5hthat5hsystems5hinteract5hand5hadapt5hand5hthat5hdecision5hm
aking5 h occurs5 h throughout5hsystems,5has5hopposed5hto5hbeing5hheld5hin5ha5 h hierarchy.5hIn5
hcomplexity5htheory,5 h every5hvoice5hcounts,5hand5htherefore5hall5hlevels5hof5hstaff5hwould5h
be5hinvolved5hin5hdecision5hmaking.5 h This5hprinciple5 h is5hthe5hfoundation5hof5hshared5hgov
ernance.
TOP:5 h AONE5 h competency:5 h Communication5 h and5 h Relationship-Building
8. The5hnurse5hmanager5hhas5hbeen5hasked5hto5himplement5han5hevidence-
based5happroach5hto5hteach5 h ostomy5hpatients5hself-
management5hskills5hpostoperatively.5hThe5hprogram5his5hto5hbe5himplemented5 h across5hthe5 h
entire5 h facility.5hWhat5hillustrates5heffective5 h leadership5hin5hthis5 h situation?
a. The5h training5 h modules5 h are5 h left5h in5h the5 h staff5h room5 h for5 h times5 h when5 h staff5 h are5 h avai
lable.
b. The5hcurrent5happroach5his5hcontinued5hbecause5hit5his5halso5hevidence-
based5hand5his5 h more5hfamiliar5hto5hstaff.
c. You5hdecide5hto5himplement5hthe5happroach5hat5ha5hlater5hdate5hbecause5hof5hfeed
back5hfrom5 h the5hRNs5hthat5hthe5hnew5happroach5htakes5htoo5hmuch5htime.
d. An5hRN5hwho5his5halready5hfamiliar5hwith5hthe5 h new5happroach5hof5hvoluntee
rs5hto5htake5 h the5 h lead5 h in5hmentoring5 h and5 h teaching5 h others5hhow5hto5
h implement5 h it.
ANS:5h D
Yoder-Wise:5hLeading5hand5hManaging5hin5hNursing,5h8th5hEdition
MULTIPLE5hCHOICE
1. A5 h nurse5 h manager5 h of5 h a5 h 20-
bed5 h medical5 h unit5 h finds5 h that5 h 80%5 h of5 h the5 h patients5 h are5 h older5 h adults.5 h She5 h is5 h
asked5 h to5 h assess5 h and5 h adapt5 h the5 h unit5 h to5 h better5 h meet5 h the5 h unique5 h needs5 h of
5 h the5 h older5 h adult5hpatient.5hUsing5hcomplexity5hprinciples,5hwhat5hwould5hbe5hthe5hbest5ha
pproach5hto5htake5hfor5 h implementation5hof5hthis5hchange?
a. Leverage5hthe5hhierarchical5hmanagement5hposition5hto5hget5hunit5hstaff5hin
volved5 h in5hassessment5hand5hplanning.
b. Engage5h involved5 h staff5h at5 h all5 h levels5 h in5h the5 h decision-making5 h process.
c. Focus5hthe5hassessment5hon5hthe5hunit5hand5homit5hthe5hhospital5hand5
h community5henvironment.
d. Hire5h a5 h geriatric5h specialist5 h to5 h oversee5 h and5 h control5 h the5 h project.
ANS:5 h B
Complexity5htheory5hsuggests5hthat5hsystems5hinteract5hand5hadapt5hand5hthat5hdecision5hmak
ing5 h occurs5hthroughout5hthe5hsystems,5has5hopposed5hto5hbeing5hheld5hin5ha5hhierarchy.5hIn
5hcomplexity5 h theory,5hevery5hvoice5hcounts,5hand5htherefore,5hall5hlevels5hof5hstaff5hwould5hb
e5hinvolved5hin5hdecision5 h making.
TOP:5 h AONE5h competency:5 h Communication5 h and5 h Relationship-Building
2. A5hunit5hmanager5hof5ha5 h 25-
bed5 h medical/surgical5harea5 h receives5ha5hphone5 h call5hfrom5 h a5hnurse5 h whohas5hcall
ed5 h in5hsick5 h five5 h times5hin5hthe5 h past5hmonth.5hHe5 h tells5hthe5 h manager5hthat5hhe5 h ve
ry5 h much5hwants5hto5 h come5 h to5hwork5hwhen5hscheduled5 h but5hmust5hoften5hcare5 h for5h
his5 h wife,5hwho5his5 h undergoing5htreatment5hfor5hbreast5hcancer.5hAccording5hto5 h Maslo
w‘s5hneed5hhierarchy5htheory,5 h what5hwould5hbe5hthe5hbest5happroach5hto5hsatisfying5hth
e5hneeds5hof5hthis5 h nurse,5hother5hstaff,5hand5 h patients?
a. Line5h up5 h agency5h nurses5 h who5 h can5 h be5 h called5 h in5h to5 h work5h on5 h short5 h notice.
b. Place5h the5 h nurse5 h on5 h unpaid5 h leave5 h for5 h the5 h remainder5 h of5 h his5 h wife‘s5 h treatment.
c. Sympathize5hwith5hthe5hnurse‘s5hdilemma5hand5hlet5hthe5hcharge5hnurse5hknow5
hthat5hthis5 h nurse5hmay5hbe5hcalling5hin5hfrequently5hin5hthe5 h future.
d. Work5h with5 h the5 h nurse,5 h staffing5h office,5 h and5 h other5h nurses5 h to5 h arrange
hisscheduled5 h days5 h off5 h around5 h his5 h wife‘s5 h treatments.
ANS:5 h D
Placing5hthe5hnurse5hon5hunpaid5hleave5hmay5hthreaten5hthe5hnurse‘s5hcapacity5hto5hmeet5hp
hysiologic5 h needs5hand5hdemotivate5hthe5hnurse.5hUnsatisfactory5hcoverage5hof5hshifts5hon
5hshort5hnotice5 h could5 h affect5hpatient5hcare5hand5hthreaten5hthe5hneeds5hof5hstaff5hto5hfeel5
hcompetent.5hArranging5hthe5 h schedule5 h around5hthe5hwife‘s5hneeds5hmeets5hthe5hneeds5h
of5hthe5hstaff5hand5hof5hpatients5hwhile5 h satisfying5hthe5hnurse‘s5hneed5hfor5haffiliation.
TOP:5 h AONE5 h competency:5 h Communication5 h and5 h Relationship-Building
3. A5hgrievance5 h brought5hby5ha5 h staff5hnurse5hagainst5hthe5 h unit5hmanager5hrequires5hmediati
on.5hAt5hthe5 h first5hmediation5hsession,5hthe5hstaff5hnurse5 h repeatedly5hcalls5hthe5hunit5hman
ager‘s5hactions5hunfair,5 h and5hthe5hunit5hmanager5hcontinues5hto5hreiterate5hthe5hreasons5hfo
r5hthe5hactions.5hWhat5hwould5hbe5hthe5 h best5hcourse5 h of5haction5hat5hthis5 h time?
a. Send5h the5 h two5 h disputants5 h away5 h to5 h reach5 h their5 h own5h resolution.
b. Involve5 h another5h staff5 h nurse5 h in5h the5 h discussion5 h for5 h clarity5 h issues.
, c. Ask5h each5 h party5 h to5 h examine5 h their5 h own5 h motives5 h and5 h issues5 h in5h the5 h conflict.
d. Continue5hto5hlisten5has5hthe5hparties5hrepeat5htheir5hthoughts5hand5hfeelin
gs5habout5 h the5 h conflict.
ANS:5h C
For5hresolution5hof5hconflict,5hone5hshould5haddress5hthe5hinterests5hand5hinvolvement5hof5hp
articipants5 h in5hthe5hconflict5hby5hexamining5hthe5hreal5hissues5hof5hall5hparties.
TOP:5 h AONE5h competency:5 h Communication5 h and5 h Relationship-Building
4. At5ha5hsecond5hnegotiation5hsession,5hthe5hunit5hmanager5hand5hstaff5hnurse5hare5
hunable5hto5 h reach5ha5 h resolution.5hWhat5his5hthe5happropriate5hnext5 h step?
a. Arrange5h another5h meeting5 h in5h a5 h week‘s5 h time5 h so5 h as5h to5 h allow5 h a5 h cooling-
off5 h period.
b. Elevate5h the5 h next5 h negation5 h session5 h to5 h the5 h next5 h manager,5 h one5 h level5h above.
c. Insist5h that5 h participants5 h continue5 h to5 h talk5 h until5 h a5 h resolution5 h has5 h been5hreached.
d. Back5h the5 h unit5h manager‘s5 h actions5h and5h end5 h the5 h dispute.
ANS:5h B
Part5hof5hleadership5his5hunderstanding5hconflict5hresolution5hand5hability5hto5hnegotiate5ha
nd5hmanage5 h for5hresolution5hof5hissues5hand5 h concerns.5hThis5hsituation5hhas5hfailed5ha5 h
second5hnegotiation5 h session,5helevation5hto5ha5 h manager5hwith5hadditional5htraining5 h to5h
facilitate5 h conflict5hresolution5his5 h important5hat5hthis5hpoint.
TOP:5 h AONE5h competency:5 h Communication5 h and5 h Relationship-Building
5. The5 h manager5hof5 h a5 h surgical5 h area5 h has5 h a5 h vision5hfor5hthe5 h future5 h that5 h requires5 h th
e5 h addition5hof5 h RN5 h assistants5hor5hunlicensed5 h persons5 h to5hfeed,5hbathe,5hand5 h ambula
te5 h patients.5hThe5 h RNs5hon5hthe5 h staff5hhave5halways5hpracticed5 h in5ha5hprimary5hnursing-
delivery5hsystem5hand5hare5hvery5hresistant5hto5 h this5hidea.5 h What5 h would5 h be5 h the5 h best5
h initial5 h strategy5 h for5 h implementation5 h of5 h this5 h change?
a. Exploring5h the5 h values5 h and5 h feelings5 h of5 h the5 h RN5 h group5 h in5h relationship5 h to5 h this5hcha
nge
b. Leaving5hthe5hRNs5halone5 h for5ha5htime5hso5hthey5hcan5 h think5 h about5hthe5hchan
ge5hbefore5 h it5 h is5himplemented
c. Dropping5hthe5hidea5hand5htrying5hfor5hthe5hchange5hin5ha5 h year5hor5hso5hwh
en5hsome5hof5 h the5hpresent5hRNs5hhave5hretired
d. Hiring5h the5 h assistants5 h and5 h allowing5 h the5 h RNs5 h to5 h see5 h what5 h good5 h additions5 h they5h
are
ANS:5h A
Influencing5hothers5hrequires5hemotional5hintelligence5hin5hdomains5hsuch5has5hempathy,5h
handling5 h relationships,5hdeepening5hself-
awareness5hin5hself5hand5hothers,5hmotivating5hothers,5hand5 h managing5hemotions.5hMotiv
ating5hothers5hrecognizes5hthat5hvalues5hare5hpowerful5hforces5hthat5 h influence5hacceptan
ce5hof5hchange.5hLeaving5hthe5hRNs5halone5hfor5ha5hperiod5hof5htime5hbefore5 h implementati
on5hdoes5hnot5hprovide5hopportunity5hto5hexplore5hdifferent5hperspectives5hand5hvalues.5 h A
voiding5hdiscussion5huntil5hthe5hteam5 h changes5hmay5hnot5hpromote5hadoption5hof5hthe5hch
ange5huntil5 h there5his5hopportunity5hto5 h explore5hperspectives5hand5hvalues5hrelated5hto5ht
he5hchange.5hHiring5hof5hthe5 h assistants5hdemonstrates5hlack5hof5 h empathy5hfor5hthe5 h per
spectives5hof5 h the5 h RN5 h staff.
TOP:5h AONE5h competency:5h Knowledge5h of5hthe5h Health5h Care5h Environment
, 6. As5 h the5 h RN5 h charge5 h nurse5 h on5 h the5 h night5 h shift5 h in5 h a5 h small5 h long-
term5 h care5 h facility,5 h you‘ve5 h found5 h that5hthere5his5hlittle5 h turnover5hamong5hyour5hLPN5ha
nd5hnursing5hassistant5h(NA)5 h staff5hmembers,5hbut5 h they5hare5hnot5hvery5hmotivated5hto5hgo5
hbeyond5htheir5hjob5hdescriptions5hin5 h their5hwork.5hWhich5hof5 h the5 h following5 h strategies5h
might5hmotivate5 h the5 h staff5hand5 h lead5 h to5hgreater5hjob5hsatisfaction?
a. Ask5hthe5hdirector5hof5hnursing5hto5hoffer5hhigher5hwages5hand5hbonuses5hfor5he
xtra5hwork5 h for5hthe5hnight5hLPNs5 h and5hNAs.
b. Allow5hthe5hLPNs5hand5hNAs5hgreater5hdecision-
making5hpower5hwithin5hthe5hscope5 h of5 h their5hpositions5hin5hthe5hinstitution.
c. Hire5hadditional5hstaff5hso5hthat5hthere5hare5hmore5hstaff5havailable5hfor5henhan
ced5 h care,5 h and5hindividual5hworkloads5hare5hlessened.
d. Ask5hthe5hdirector5hof5hnursing5hto5hincrease5hjob5hsecurity5hfor5hnight5hstaff5
hby5hhaving5 h them5 h sign5hcontracts5 h that5hguarantee5hwork.
ANS:5h B
Hygiene5hfactors5hsuch5has5hsalary,5hworking5hconditions,5 h and5hsecurity5hare5hconsistent5h
with5 h Herzberg‘s5htwo-
factor5htheory5hof5hmotivation;5hmeeting5hthese5hneeds5havoids5hjob5hdissatisfaction.5 h Motiv
ator5hfactors5hsuch5 h as5hrecognition5hand5hsatisfaction5hwith5hwork5hpromote5ha5 h satisfying
5hand5 h enriched5hwork5henvironment.5hTransformational5hleaders5huse5hmotivator5hfactors5h
liberally5hto5 h inspire5hwork5hperformance5hand5hincrease5hjob5hsatisfaction.
TOP:5 h AONE5h competency:5 h Communication5 h and5 h Relationship-Building
7. The5hnurse5hmanager5hwants5hto5hincrease5 h motivation5hby5hproviding5hmotivating5hfa
ctors5hfor5 h thenurse5 h on5 h the5 h unit.5 h What5 h action5 h would5 h be5 h appropriate5 h to5 h
motivate5 h the5 h staff?
a. Collaborate5hwith5hthe5hhuman5hresource/personnel5hdepartment5hto5hdevel
op5hon-5 h site5hdaycare5hservices.
b. Provide5h a5h hierarchical5 h organizational5h structure.
c. Implement5 h a5 h model5 h of5 h shared5 h governance.
d. Promote5 h the5 h development5 h of5 h a5 h flexible5 h benefits5 h package.
ANS:5h C
Complexity5htheory5hsuggests5hthat5hsystems5hinteract5hand5hadapt5hand5hthat5hdecision5hm
aking5 h occurs5 h throughout5hsystems,5has5hopposed5hto5hbeing5hheld5hin5ha5 h hierarchy.5hIn5
hcomplexity5htheory,5 h every5hvoice5hcounts,5hand5htherefore5hall5hlevels5hof5hstaff5hwould5h
be5hinvolved5hin5hdecision5hmaking.5 h This5hprinciple5 h is5hthe5hfoundation5hof5hshared5hgov
ernance.
TOP:5 h AONE5 h competency:5 h Communication5 h and5 h Relationship-Building
8. The5hnurse5hmanager5hhas5hbeen5hasked5hto5himplement5han5hevidence-
based5happroach5hto5hteach5 h ostomy5hpatients5hself-
management5hskills5hpostoperatively.5hThe5hprogram5his5hto5hbe5himplemented5 h across5hthe5 h
entire5 h facility.5hWhat5hillustrates5heffective5 h leadership5hin5hthis5 h situation?
a. The5h training5 h modules5 h are5 h left5h in5h the5 h staff5h room5 h for5 h times5 h when5 h staff5 h are5 h avai
lable.
b. The5hcurrent5happroach5his5hcontinued5hbecause5hit5his5halso5hevidence-
based5hand5his5 h more5hfamiliar5hto5hstaff.
c. You5hdecide5hto5himplement5hthe5happroach5hat5ha5hlater5hdate5hbecause5hof5hfeed
back5hfrom5 h the5hRNs5hthat5hthe5hnew5happroach5htakes5htoo5hmuch5htime.
d. An5hRN5hwho5his5halready5hfamiliar5hwith5hthe5 h new5happroach5hof5hvoluntee
rs5hto5htake5 h the5 h lead5 h in5hmentoring5 h and5 h teaching5 h others5hhow5hto5
h implement5 h it.
ANS:5h D
