Yoder-Wise Leading & Managing in Canadian Nursing 2nd Edition Test Bank (2026) | ISBN 9781771721684 | Complete Q&A | A+ Leadership Guide

TESTBANK
v

,Chapter01: Leading, Managing,and Following
v v v v v




Yoder-Wise:Leading andManaging in Nursing,7th Edition v v v v v v v




MULTIPLE CHOICE v




1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She is
v v v v v v v v v v v v v v v v v v




asked to assess and adapt the unit to better meet the unique needs of the older adult patient. Using
v v v v v v v v v v v v v v v v v v v




complexity principles, what would be the best approach to take for implementation of this
v v v v v v v v v v v v v v




change?
v




a. Leverage the hierarchical management position to get unit staff involved in v v v v v v v v v v




assessment and planning.
v v v




b. Engageinvolved staff at all levels in the decision-making process. v v v v v v v v v




c. Focus the assessment on the unit and omit the hospital and community v v v v v v v v v v v




environment. v




d. Hirea geriatric specialist to oversee and control the project.
v v v v v v v v v




ANS: B v




Complexity theory suggests that systems interact and adapt and that decision making occurs v v v v v v v v v v v v




throughout the systems, as opposed to being held in a hierarchy. In complexity theory, every
v v v v v v v v v v v v v v v




voice counts, and therefore, all levels of staff would be involved in decision making.
v v v v v v v v v v v v v v




TOP: AONE competency: Communicationand Relationship-Building
v v v v v




2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who has
v v v v v v v v v v v v v v v v




called in sick five times in the past month. He tells the manager that he very much wants to come to
v v v v v v v v v v v v v v v v v v v v




work when scheduled but must often care for his wife, who is undergoing treatment
forbreast cancer. According tN
oUMRaSslIN‘GsTn eBe.dCh i Oe r a r c h y theory,what would bethebest
v v v v v v v v v v v v v v




v ow v v v v v v v v v v




approach to satisfying the needs of this nurse, other staff, and patients?
v v v v v v v v v v v




a. Line up agencynurses who can be called in to work on short notice.
v v v v v v v v v v v v v




b. Placethe nurse on unpaid leave for the remainder of his wife‘s treatment.
v v v v v v v v v v v v




c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nurse may v v v v v v v v v v v v v v




be calling in frequently in the future.
v v v v v v v




d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
v v v v v v v v v v v v




days off around his wife‘s treatments.
v v v v v v




ANS: D v




Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs and
v v v v v v v v v v v v v v v




demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient care
v v v v v v v v v v v v v v




and threaten the needs of staff to feel competent. Arranging the schedule around the wife‘s needs
v v v v v v v v v v v v v v v v




meets the needs of the staff and of patients while satisfying the nurse‘s need for affiliation.
v v v v v v v v v v v v v v v v




TOP: AONE competency: Communicationand Relationship-Building
v v v v v




3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first
v v v v v v v v v v v v v v v




mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfair, and the unit
v v v v v v v v v v v v v v v




manager continues to reiterate the reasons for the actions. What would be the best course of action
v v v v v v v v v v v v v v v v v




at this time?
v v v




a. Send the two disputants away to reach their own resolution.
v v v v v v v v v




b. Involve another staff nurse in the discussion for clarity issues. v v v v v v v v v

, c. Ask each party to examine their own motives and issues in the conflict.
v v v v v v v v v v v v




d. Continue to listen as the parties repeat their thoughts and feelings about the v v v v v v v v v v v v




v conflict.
ANS: C v




For resolution of conflict, one should address the interests and involvement of participants in the
v v v v v v v v v v v v v v




conflict by examining the real issues of all parties.
v v v v v v v v v




TOP: AONE competency: Communicationand Relationship-Building
v v v v v




4. At a second negotiation session, the unit manager and staff nurse are unable to reach a
v v v v v v v v v v v v v v v




resolution. What is the appropriate next step?
v v v v v v v




a. Arrange another meeting in a week‘s time so as to allow a cooling-off period.
v v v v v v v v v v v v v




b. Elevate the next negation session to the next manager, one level above.
v v v v v v v v v v v




c. Insist that participants continue to talk until aresolution has been reached.
v v v v v v v v v v v




d. Back the unit manager‘s actions and end the dispute.
v v v v v v v v




ANS: B v




Part of leadership is understanding conflict resolution and ability to negotiate and manage for
v v v v v v v v v v v v v




resolution of issues and concerns. This situation has failed a second negotiation session, elevation
v v v v v v v v v v v v v v




to a manager with additional training to facilitate conflict resolution is important at this point.
v v v v v v v v v v v v v v v




TOP: AONE competency: Communicationand Relationship-Building
v v v v v




5. The manager of a surgical area has a vision for the future that requires the addition of RN
v v v v v v v v v v v v v v v v v




assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on thestaff
v v v v v v v v v v v v v v v




have always practiced in a p rN
i m aRr y nIur siGn g-B
d e.liC
ver yMs ys tem and areveryresistant to this idea.What
would be the best initial strategyUfor S implementation of this change?
v v v v v v v v v v v v v v



v
v v v v v v v v v v v




a. Exploring the values and feelings of the RN group in relationship to this change v v v v v v v v v v v v v




b. Leaving the RNs alone for a time so they can think about the change before it is
v v v v v v v v v v v v v v v v




implemented v




c. Dropping the idea and trying for the change in a year or so when some of the v v v v v v v v v v v v v v v v




present RNs have retired
v v v v




d. Hiring the assistants and allowing the RNs to see what good additions they are
v v v v v v v v v v v v v




ANS: A v




Influencing others requires emotional intelligence in domains such as empathy, handling
v v v v v v v v v v




relationships, deepening self-awareness in self and others, motivating others, and managing
v v v v v v v v v v v




emotions. Motivating others recognizes that values are powerful forces that influence acceptance
v v v v v v v v v v v v




of change. Leaving the RNs alone for a period of time before implementation does not provide
v v v v v v v v v v v v v v v v




opportunity to explore different perspectives and values. Avoiding discussion until the team
v v v v v v v v v v v v




changes may not promote adoption of the change until there is opportunity to explore perspectives
v v v v v v v v v v v v v v v




and values related to the change. Hiring of the assistants demonstrates lack of empathy for the
v v v v v v v v v v v v v v v v




perspectives of the RN staff.
v v v v v




TOP: AONE competency: Knowledge of the HealthCare Environment
v v v v v v v v

, 6. As the RN charge nurse on the night shift in a small long-term care facility, you‘ve found that there
v v v v v v v v v v v v v v v v v v




is little turnover among your LPN and nursing assistant (NA) staff members, but they are not very
v v v v v v v v v v v v v v v v v




motivated to go beyond their job descriptions in their work. Which of the following strategies
v v v v v v v v v v v v v v v




might motivate the staff and lead to greater job satisfaction?
v v v v v v v v v v




a. Ask the director of nursing to offer higher wages and bonuses for extra work for the
v v v v v v v v v v v v v v v




night LPNs and NAs.
v v v v




b. Allow the LPNs and NAs greater decision-making power within the scope of their
v v v v v v v v v v v v




positions in the institution.
v v v v




c. Hire additional staff so that there are more staff available for enhanced care, and
v v v v v v v v v v v v v




individual workloads are lessened.
v v v v




d. Ask the director of nursing to increase job security for night staff by having them sign
v v v v v v v v v v v v v v v




contracts that guarantee work.
v v v v




ANS: B v




Hygiene factors such as salary, working conditions, and security are consistent with Herzberg‘s
v v v v v v v v v v v v




two-factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factors
v v v v v v v v v v v v




such as recognition and satisfaction with work promote a satisfying and enriched work
v v v v v v v v v v v v v




environment. Transformational leaders use motivator factors liberally to inspire work
v v v v v v v v v v




performance and increase job satisfaction.
v v v v v




TOP: AONE competency: Communicationand Relationship-Building
v v v v v




7. The nurse manager wants to increase motivation by providing motivating factors for the nurse on
v v v v v v v v v v v v v v




v the unit. What action would be appropriate to motivate the staff?
v v v v v v v v v v




a. Collaborate with the human resource/personnel department to develop on-site v v v v v v v v




v daycare services. v


b. Provide a hierarchical orgNaniR
zatiI
o nalGstr B
u c.tuCre . M v v v v




c. Implement amodel of share d g o v e rn anTc e. O
U S N v v v v v




d. Promote the development of a flexible benefits package. v v v v v v v




ANS: C v




Complexity theory suggests that systems interact and adapt and that decision making occurs v v v v v v v v v v v v




throughout systems, as opposed to being held in a hierarchy. In complexity theory, every voice
v v v v v v v v v v v v v v v




counts, and therefore all levels of staff would be involved in decision making. This principle is
v v v v v v v v v v v v v v v v




the foundation of shared governance.
v v v v v




TOP: AONE competency: Communicationand Relationship-Building
v v v v v




8. A charge nurse on a busy 40-bed medical/surgical unit is approached by a family member who
v v v v v v v v v v v v v v v




begins to complain loudly about the quality of care his mother is receiving. His behavior is so
v v v v v v v v v v v v v v v v v




disruptive that it is overheard by staff, physicians, and other visitors. The family member leaves the
v v v v v v v v v v v v v v v v




unit abruptly, and the nurse is left feeling frustrated. Which behavior by the charge nurse best
v v v v v v v v v v v v v v v v




illustrates refined leadership skills in an emotionally intelligent practitioner?
v v v v v v v v v




a. Reflect to gain insight into how the situation could be handled differently in thev v v v v v v v v v v v v




future. v




b. Try to catch up with the angryfamily member to resolve the concern.
v v v v v v v v v v v v




c. Discuss the concern with the patient after the familymember has left. v v v v v v v v v v v




d. Notify nursing administration of the situation. v v v v v




ANS: A v