Test bank for Leading and Managing in Canadian Nursing, 2nd
Edition – Nancy A. Walton
,TABLE OF CONTENTS
PART 1 Core Concepts
1. Leading, Managing, and Following
2. Developing the Role of Leader
3. The Multidimensional Role of the Nurse Manager: Developing for Success
4. Nursing Leadership in Indigenous Health
5. Nursing Students as Leaders
6. Ethical Concerns and Challenges
7. Legal Concerns in Nursing Leadership and Management
8. Making Decisions and Solving Problems
9. The Canadian Health Care System
10. Understanding and Designing Organizational Structures
11. Equity, Diversity, Inclusion, Accessibility, and Decolonization: Responsive Leading and Managing in Health Care
12. Power, Politics, and Influence
PART 2 Managing Resources
13. Caring and Communicating in Nursing With Technology
14. Managing Costs and Budgets
15. Care Delivery Strategies
16. Staffing and Scheduling
17. Selecting, Developing, and Evaluating Staff
PART 3 Changing the Status Quo
18. Strategic Planning and Goal Setting
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social Action
20. Building Teams Through Communication and Partnership
21. Collective Nursing Advocacy
22. Understanding Safety, Quality, and Risk
23. Translating Research Into Practice
,PART 4 Interpersonal and Personal Skills
24. Understanding and Resolving Conflict
25. Managing Personnel Challenges
26. Workplace Violence and Incivility
27. Interprofessional and Intraprofessional Practice and Leading in Professional Practice Settings
28. Role Transition
29. Self-Management: Stress and Time
30. Leading and Managing Your Career
, Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, SecondEdition
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
Sheis 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 inassessment 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
communityenvironment.
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
occursthroughout 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
14TOP: Nursing Process: Implementation
.
U S N T areaOreceives a phone call from a nurse who
2. A unit manager of a 25-bed medical/surgical
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
treatmentfor 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
nursemay be calling in frequently in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his
scheduleddays 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
Edition – Nancy A. Walton
,TABLE OF CONTENTS
PART 1 Core Concepts
1. Leading, Managing, and Following
2. Developing the Role of Leader
3. The Multidimensional Role of the Nurse Manager: Developing for Success
4. Nursing Leadership in Indigenous Health
5. Nursing Students as Leaders
6. Ethical Concerns and Challenges
7. Legal Concerns in Nursing Leadership and Management
8. Making Decisions and Solving Problems
9. The Canadian Health Care System
10. Understanding and Designing Organizational Structures
11. Equity, Diversity, Inclusion, Accessibility, and Decolonization: Responsive Leading and Managing in Health Care
12. Power, Politics, and Influence
PART 2 Managing Resources
13. Caring and Communicating in Nursing With Technology
14. Managing Costs and Budgets
15. Care Delivery Strategies
16. Staffing and Scheduling
17. Selecting, Developing, and Evaluating Staff
PART 3 Changing the Status Quo
18. Strategic Planning and Goal Setting
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social Action
20. Building Teams Through Communication and Partnership
21. Collective Nursing Advocacy
22. Understanding Safety, Quality, and Risk
23. Translating Research Into Practice
,PART 4 Interpersonal and Personal Skills
24. Understanding and Resolving Conflict
25. Managing Personnel Challenges
26. Workplace Violence and Incivility
27. Interprofessional and Intraprofessional Practice and Leading in Professional Practice Settings
28. Role Transition
29. Self-Management: Stress and Time
30. Leading and Managing Your Career
, Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, SecondEdition
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
Sheis 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 inassessment 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
communityenvironment.
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
occursthroughout 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
14TOP: Nursing Process: Implementation
.
U S N T areaOreceives a phone call from a nurse who
2. A unit manager of a 25-bed medical/surgical
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
treatmentfor 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
nursemay be calling in frequently in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his
scheduleddays 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
