Complete Test Bank
Test Bank for Leading and Managing in Nursing, 8th Edition.
By Patricia S. Yoder-Wise, Susan Sportsman– Complete Exam Preparation Material
,Table of Content
PART 1 Overview
1. Leading, Managing, and Following
2. Quality and Safety
3. Ethical and Legal Issues in Nursing
4. Toward Justice
5. Healthy Workplaces, Healthy Workforce
6. Translating Research Into Practice
PART 2 Know Yourself
7. Gaining Personal Insight: Being an Effective Follower and Leader
8. Communication and Conflict
PART 3 Know the Organization
9. Healthcare Organizations and Structures
10. Person-Centered Care
11. Staffing and Scheduling
12. Workforce Engagement Through Collective Action and Governance
13. Solving Problems and Influencing Positive Outcomes
14. Delegating: Authority, Accountability, and Responsibility in Delegation Decisions
15. Effecting Change, Large and Small
16. Building Effective Teams
PART 4 Use Your Skills
17. The Impact of Technology
18. Artificial Intelligence
19. Managing Costs and Budgets
20. Selecting, Developing, and Evaluating Staff
21. Managing Personal and Personnel Problems
PART 5 Prepare for the Future
22. Role Transition
23. Managing Your Career
24. Developing Leaders, Managers, and Followers
25. Thriving for the Future
,Chapter 01: Leading, Managing, and Following
• A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She is asked
to assess and adapt the unit to better meet the unique needs of the older adult patient. Using complexity
principles, what would be the best approach to take for implementation of this change?
a. Leverage the hierarchical management position to get unit staff involved in assessment 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 community environment.
d. Hire a geriatric specialist to oversee and control the project.
ANS: B
Complexity theory suggests that systems interact and adapt and that decision making occurs throughout the
systems, as opposed to being held in a hierarchy. In complexity theory, every voice counts, and therefore, all
levels of staff would be involved in decision making.
TOP: AONE competency: Communication and Relationship-Building
• A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who 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 treatment
for breast cancer. According toUMaSslowN’s Tneed hiOerarchy theory, 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 nurse
may be calling in frequently in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
days off around his wife’s treatments.
ANS: D
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiologic needs and
demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient care and threaten
the needs of staff to feel competent. Arranging the schedule around
the wife’s needs meets the needs of the staff and of patients while satisfying the nurse’s need
, for affiliation.
TOP: AONE competency: Communication and Relationship-Building
• The charge nurse walks into Mr. Smith’s room and finds him yelling at the LPN. He is obviously very
upset. The charge nurse determines that he has not slept for three nights because of unrelieved pain levels.
The LPN is very upset and calls Mr. Smith an “ugly, old
man.” The charge nurse acknowledges the LPN’s feelings and concerns and then suggests that Mr. Smith’s
behavior was aggressive but was related to lack of sleep and to pain. The charge nurse asks, “Can you, together
with Mr. Smith, determine triggers for the pain and effective approaches to controlling his pain?” This situation
is an example of what?
a. Lack of empathy and undNerstRandIing Gfor BM.isCs JoMnes
b. Concern with placating MrU. SmSithN T O
c. Leadership behavior
d. Management behavior
ANS: C
The situation between Mr. Smith and Miss Jones is a complex situation involving unrelieved patient symptoms
and aggressiveness toward a staff member. Providing engaged, collaborative guidance and decision making in a
complex situation where there is no standardized solution reflects leadership.
TOP: AONE competency: Leadership
• After assessing an older adult patient in long-term care who has been slowly deteriorating for weeks,
the nurse manager calls the family and asks them to come in, as the patient is dying. What is the most likely
basis for the nurse manager’s request?
a. An established clinical pathway
b. Confirmatory scientific evidence
c. Unit protocol
d. Experience
ANS: D
Test Bank for Leading and Managing in Nursing, 8th Edition.
By Patricia S. Yoder-Wise, Susan Sportsman– Complete Exam Preparation Material
,Table of Content
PART 1 Overview
1. Leading, Managing, and Following
2. Quality and Safety
3. Ethical and Legal Issues in Nursing
4. Toward Justice
5. Healthy Workplaces, Healthy Workforce
6. Translating Research Into Practice
PART 2 Know Yourself
7. Gaining Personal Insight: Being an Effective Follower and Leader
8. Communication and Conflict
PART 3 Know the Organization
9. Healthcare Organizations and Structures
10. Person-Centered Care
11. Staffing and Scheduling
12. Workforce Engagement Through Collective Action and Governance
13. Solving Problems and Influencing Positive Outcomes
14. Delegating: Authority, Accountability, and Responsibility in Delegation Decisions
15. Effecting Change, Large and Small
16. Building Effective Teams
PART 4 Use Your Skills
17. The Impact of Technology
18. Artificial Intelligence
19. Managing Costs and Budgets
20. Selecting, Developing, and Evaluating Staff
21. Managing Personal and Personnel Problems
PART 5 Prepare for the Future
22. Role Transition
23. Managing Your Career
24. Developing Leaders, Managers, and Followers
25. Thriving for the Future
,Chapter 01: Leading, Managing, and Following
• A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She is asked
to assess and adapt the unit to better meet the unique needs of the older adult patient. Using complexity
principles, what would be the best approach to take for implementation of this change?
a. Leverage the hierarchical management position to get unit staff involved in assessment 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 community environment.
d. Hire a geriatric specialist to oversee and control the project.
ANS: B
Complexity theory suggests that systems interact and adapt and that decision making occurs throughout the
systems, as opposed to being held in a hierarchy. In complexity theory, every voice counts, and therefore, all
levels of staff would be involved in decision making.
TOP: AONE competency: Communication and Relationship-Building
• A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who 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 treatment
for breast cancer. According toUMaSslowN’s Tneed hiOerarchy theory, 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 nurse
may be calling in frequently in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
days off around his wife’s treatments.
ANS: D
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiologic needs and
demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient care and threaten
the needs of staff to feel competent. Arranging the schedule around
the wife’s needs meets the needs of the staff and of patients while satisfying the nurse’s need
, for affiliation.
TOP: AONE competency: Communication and Relationship-Building
• The charge nurse walks into Mr. Smith’s room and finds him yelling at the LPN. He is obviously very
upset. The charge nurse determines that he has not slept for three nights because of unrelieved pain levels.
The LPN is very upset and calls Mr. Smith an “ugly, old
man.” The charge nurse acknowledges the LPN’s feelings and concerns and then suggests that Mr. Smith’s
behavior was aggressive but was related to lack of sleep and to pain. The charge nurse asks, “Can you, together
with Mr. Smith, determine triggers for the pain and effective approaches to controlling his pain?” This situation
is an example of what?
a. Lack of empathy and undNerstRandIing Gfor BM.isCs JoMnes
b. Concern with placating MrU. SmSithN T O
c. Leadership behavior
d. Management behavior
ANS: C
The situation between Mr. Smith and Miss Jones is a complex situation involving unrelieved patient symptoms
and aggressiveness toward a staff member. Providing engaged, collaborative guidance and decision making in a
complex situation where there is no standardized solution reflects leadership.
TOP: AONE competency: Leadership
• After assessing an older adult patient in long-term care who has been slowly deteriorating for weeks,
the nurse manager calls the family and asks them to come in, as the patient is dying. What is the most likely
basis for the nurse manager’s request?
a. An established clinical pathway
b. Confirmatory scientific evidence
c. Unit protocol
d. Experience
ANS: D
