Leading and Managing in Nursing 8th Edition Yoder-
c+ c+ c+ c+ c+ c+ c+
Wise Test Bank
c+ c+
TEST BANK Yoder-
c+ c+
Wise: Leading and Managing in Nursing, 8th
c+ c+ c+ c+ c+ c+ c+
Edition 2023/2024 Update
c+ c+
NURSINGTB.COM
,Leading and Managing in Nursing 8th Edition Yoder-
c+ c+ c+ c+ c+ c+ c+
Wise Test Bank
c+ c+
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder- c+ c+ c+ c+ c+ c+ c+
Chapter 01:Wise
Leading,c+Managing, and Following
Test Bank c+ c+ c+c+ c+ c+
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
c+ c+ c+ c+ c+ c+ c+
MULTIPLE CHOICE c+
1. A nurse manager of a 20-
c+ c+ c+ c+ c+
bed medical unit finds that 80% of the patients are older adults. She is asked to assess and
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c
adapt the unit to better meet the unique needs of the older adult patient. Using complexity
+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c
principles, what would be the best approach to take for implementation of this change?
+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
a. Leverage the hierarchical management position to get unit staff involved i
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
n assessment and planning.
c+ c+ c+
b. Engage involved staff at all levels in the decision-making process.
c+ c+ c+ c+ c+ c+ c+ c+ c+
c. Focus the assessment on the unit and omit the hospital and communi
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
ty environment. c+
d. Hire a geriatric specialist to oversee and control the project.
c+ c+ c+ c+ c+ c+ c+ c+ c+
ANS: B c+
Complexity theory suggests that systems interact and adapt and that decision making occ
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
urs throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c
every voice counts, and therefore, all levels of staff would be involved in decision makin
+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
g.
TOP: AONE competency: Communication and Relationship-Building
c+ c+ c+ c+ c+
2. A unit manager of a 25-
c+ c+ c+ c+ c+
bed medical/surgical area receives a phone call from a nurse who has called in sick five ti
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
mes in the past month. He tells the manager that he very much wants to
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
come to work when scheduled but must often care for his wife, who is undergoing treatmen
t for breast cancer. According N
t oRIGaSsBl.C
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
c+ c+
UM N’ s Tneed hiO
ow e rarchy theory, what would be the best
c+ c+ c+
+
c +
c +
c +
c
c+ c+ c+ c+ c+ c+ c+ c+
approach to satisfying the needs of this nurse, other staff, and patients?
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
a. Line up agency nurses who can be called in to work on short notice.
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nur c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
se may be calling in frequently in the future.
c+ c+ c+ c+ c+ c+ c+ c+
d. Work with the nurse, staffing office, and other nurses to arrange his schedul
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
ed days off around his wife’s treatments.
c+ c+ c+ c+ c+ c+
ANS: D c+
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiologic nee
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
ds and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
patient care and threaten the needs of staff to feel competent. Arranging the schedule arou
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
nd the wife’s needs meets the needs of the staff and of patients while satisfying the nurse’s
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
need for affiliation.
c+ c+ c+
TOP: AONE competency: Communication and Relationship-Building
c+ c+ c+ c+ c+
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the fi
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
rst mediation session, the staff nurse repeatedly calls the unit manager’s actions unfair, an
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
d the unit manager continues to reiterate the reasons for the actions. What would be the bes
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
t course of action at this time?
c+ c+ c+ c+ c+ c+
a. Send the two disputants away to reach their own resolution.
c+ c+ c+ c+ c+ c+ c+ c+ c+
b. Involve another staff nurse in the discussion for clarity issues.
c+ c+ c+ c+ c+ c+ c+ c+ c+
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-
c+ c+ c+ c+ c+ c+ c+
Wise Test Bank c+ c+
c. Ask each party to examine their own motives and issues in the conflict.
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
d. Continue to listen as the parties repeat their thoughts and feelings about t
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
he conflict.
c+
ANS: C c+
For resolution of conflict, one should address the interests and involvement of participants i
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
n the conflict by examining the real issues of all parties.
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
TOP: AONE competency: Communication and Relationship-Building
c+ c+ c+ c+ c+
4. At a second negotiation session, the unit manager and staff nurse are unable to reac
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
h a resolution. What is the appropriate next step?
c+ c+ c+ c+ c+ c+ c+ c+
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
b. Elevate the next negation session to the next manager, one level above.
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
c. Insist that participants continue to talk until a resolution has been reached.
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
d. Back the unit manager’s actions and end the dispute.
c+ c+ c+ c+ c+ c+ c+ c+
ANS: B c+
Part of leadership is understanding conflict resolution and ability to negotiate and manage fo
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
r resolution of issues and concerns. This situation has failed a second negotiation session,
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
elevation to a manager with additional training to facilitate conflict resolution is important
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
at this point.
c+ c+
TOP: AONE competency: Communication and Relationship-Building
c+ c+ c+ c+ c+
5. The manager of a surgical area has a vision for the future that requires the addition of RN
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the st
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
aff have always practiced in a p rN
i m aR
r y nIu rsiGng-
USNT
c+ c+ c+ c+ c+ c+ c+
Bd e.liCveryMsystem and are very resistant to this idea.
c+ c+ c+
c+ c+ c+ c+ c+ c+ c+
What would be the best initial strategy for implementation of this change?
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
a. Exploring the values and feelings of the RN group in relationship to this change
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
b. Leaving the RNs alone for a time so they can think about the change before it
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
is implementedc+ c+
c. Dropping the idea and trying for the change in a year or so when some of
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
the present RNs have retired
c+ c+ c+ c+
d. Hiring the assistants and allowing the RNs to see what good additions they are
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
ANS: A c+
Influencing others requires emotional intelligence in domains such as empathy, handling re
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
lationships, deepening self- c+ c+
awareness in self and others, motivating others, and managing emotions. Motivating others
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c
+recognizes that values are powerful forces that influence acceptance of change. Leaving th
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
e RNs alone for a period of time before implementation does not provide opportunity to ex
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
plore different perspectives and values. Avoiding discussion until the team changes may n
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
ot promote adoption of the change until there is opportunity to explore perspectives and va
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
lues related to the change. Hiring of the assistants demonstrates lack of empathy for the pe
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
rspectives of the RN staff. c+ c+ c+ c+
TOP: AONE competency: Knowledge of the Health Care Environment
c+ c+ c+ c+ c+ c+ c+ c+
NURSINGTB.COM
c+ c+ c+ c+ c+ c+ c+
Wise Test Bank
c+ c+
TEST BANK Yoder-
c+ c+
Wise: Leading and Managing in Nursing, 8th
c+ c+ c+ c+ c+ c+ c+
Edition 2023/2024 Update
c+ c+
NURSINGTB.COM
,Leading and Managing in Nursing 8th Edition Yoder-
c+ c+ c+ c+ c+ c+ c+
Wise Test Bank
c+ c+
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder- c+ c+ c+ c+ c+ c+ c+
Chapter 01:Wise
Leading,c+Managing, and Following
Test Bank c+ c+ c+c+ c+ c+
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
c+ c+ c+ c+ c+ c+ c+
MULTIPLE CHOICE c+
1. A nurse manager of a 20-
c+ c+ c+ c+ c+
bed medical unit finds that 80% of the patients are older adults. She is asked to assess and
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c
adapt the unit to better meet the unique needs of the older adult patient. Using complexity
+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c
principles, what would be the best approach to take for implementation of this change?
+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
a. Leverage the hierarchical management position to get unit staff involved i
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
n assessment and planning.
c+ c+ c+
b. Engage involved staff at all levels in the decision-making process.
c+ c+ c+ c+ c+ c+ c+ c+ c+
c. Focus the assessment on the unit and omit the hospital and communi
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
ty environment. c+
d. Hire a geriatric specialist to oversee and control the project.
c+ c+ c+ c+ c+ c+ c+ c+ c+
ANS: B c+
Complexity theory suggests that systems interact and adapt and that decision making occ
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
urs throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c
every voice counts, and therefore, all levels of staff would be involved in decision makin
+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
g.
TOP: AONE competency: Communication and Relationship-Building
c+ c+ c+ c+ c+
2. A unit manager of a 25-
c+ c+ c+ c+ c+
bed medical/surgical area receives a phone call from a nurse who has called in sick five ti
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
mes in the past month. He tells the manager that he very much wants to
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
come to work when scheduled but must often care for his wife, who is undergoing treatmen
t for breast cancer. According N
t oRIGaSsBl.C
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
c+ c+
UM N’ s Tneed hiO
ow e rarchy theory, what would be the best
c+ c+ c+
+
c +
c +
c +
c
c+ c+ c+ c+ c+ c+ c+ c+
approach to satisfying the needs of this nurse, other staff, and patients?
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
a. Line up agency nurses who can be called in to work on short notice.
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nur c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
se may be calling in frequently in the future.
c+ c+ c+ c+ c+ c+ c+ c+
d. Work with the nurse, staffing office, and other nurses to arrange his schedul
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
ed days off around his wife’s treatments.
c+ c+ c+ c+ c+ c+
ANS: D c+
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiologic nee
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
ds and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
patient care and threaten the needs of staff to feel competent. Arranging the schedule arou
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
nd the wife’s needs meets the needs of the staff and of patients while satisfying the nurse’s
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
need for affiliation.
c+ c+ c+
TOP: AONE competency: Communication and Relationship-Building
c+ c+ c+ c+ c+
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the fi
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
rst mediation session, the staff nurse repeatedly calls the unit manager’s actions unfair, an
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
d the unit manager continues to reiterate the reasons for the actions. What would be the bes
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
t course of action at this time?
c+ c+ c+ c+ c+ c+
a. Send the two disputants away to reach their own resolution.
c+ c+ c+ c+ c+ c+ c+ c+ c+
b. Involve another staff nurse in the discussion for clarity issues.
c+ c+ c+ c+ c+ c+ c+ c+ c+
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-
c+ c+ c+ c+ c+ c+ c+
Wise Test Bank c+ c+
c. Ask each party to examine their own motives and issues in the conflict.
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
d. Continue to listen as the parties repeat their thoughts and feelings about t
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
he conflict.
c+
ANS: C c+
For resolution of conflict, one should address the interests and involvement of participants i
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
n the conflict by examining the real issues of all parties.
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
TOP: AONE competency: Communication and Relationship-Building
c+ c+ c+ c+ c+
4. At a second negotiation session, the unit manager and staff nurse are unable to reac
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
h a resolution. What is the appropriate next step?
c+ c+ c+ c+ c+ c+ c+ c+
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
b. Elevate the next negation session to the next manager, one level above.
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
c. Insist that participants continue to talk until a resolution has been reached.
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
d. Back the unit manager’s actions and end the dispute.
c+ c+ c+ c+ c+ c+ c+ c+
ANS: B c+
Part of leadership is understanding conflict resolution and ability to negotiate and manage fo
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
r resolution of issues and concerns. This situation has failed a second negotiation session,
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
elevation to a manager with additional training to facilitate conflict resolution is important
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
at this point.
c+ c+
TOP: AONE competency: Communication and Relationship-Building
c+ c+ c+ c+ c+
5. The manager of a surgical area has a vision for the future that requires the addition of RN
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the st
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
aff have always practiced in a p rN
i m aR
r y nIu rsiGng-
USNT
c+ c+ c+ c+ c+ c+ c+
Bd e.liCveryMsystem and are very resistant to this idea.
c+ c+ c+
c+ c+ c+ c+ c+ c+ c+
What would be the best initial strategy for implementation of this change?
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
a. Exploring the values and feelings of the RN group in relationship to this change
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
b. Leaving the RNs alone for a time so they can think about the change before it
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
is implementedc+ c+
c. Dropping the idea and trying for the change in a year or so when some of
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
the present RNs have retired
c+ c+ c+ c+
d. Hiring the assistants and allowing the RNs to see what good additions they are
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
ANS: A c+
Influencing others requires emotional intelligence in domains such as empathy, handling re
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
lationships, deepening self- c+ c+
awareness in self and others, motivating others, and managing emotions. Motivating others
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c
+recognizes that values are powerful forces that influence acceptance of change. Leaving th
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
e RNs alone for a period of time before implementation does not provide opportunity to ex
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
plore different perspectives and values. Avoiding discussion until the team changes may n
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
ot promote adoption of the change until there is opportunity to explore perspectives and va
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
lues related to the change. Hiring of the assistants demonstrates lack of empathy for the pe
c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+ c+
rspectives of the RN staff. c+ c+ c+ c+
TOP: AONE competency: Knowledge of the Health Care Environment
c+ c+ c+ c+ c+ c+ c+ c+
NURSINGTB.COM
