YODER WISE LEADING AND MANAGING IN
CANADIAN NURSING NANCY WALTON
CERTIFICATION EVALUATION 2026 TEST PAPER
QUESTIONS AND SOLUTIONS 100% CORRECT
◉ 2. 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 to Maslow's need hierarchy 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. Answer: 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
◉ 3. A grievance brought by a staff nurse against the unit manager
requires mediation. At the first mediation session, the staff nurse
repeatedly calls the unit manager's actions unfair, and the unit
manager continues to reiterate the reasons for the actions. What
would be the best course of action at this time?
a. Send the two disputants away to reach their own resolution.
b. Involve another staff nurse in the discussion for clarity issues.
c. Ask each party to examine their own motives and issues in the
conflict.
d. Continue to listen as the parties repeat their thoughts and feelings
about the
conflict. Answer: ANS: C
For resolution of conflict, one should address the interests and
involvement of participants in the conflict by examining the real
issues of all parties.
TOP: AONE competency: Communication and Relationship-Building
,◉ 4. At a second negotiation session, the unit manager and staff
nurse are unable to reach a resolution. What is the appropriate next
step?
a. Arrange another meeting in a week's time so as to allow a cooling-
off period.
b. Elevate the next negation session to the next manager, one level
above.
c. Insist that participants continue to talk until a resolution has been
reached.
d. Back the unit manager's actions and end the dispute. Answer:
ANS: B
Part of leadership is understanding conflict resolution and ability to
negotiate and manage for resolution of issues and concerns. This
situation has failed a second negotiation session, elevation to a
manager with additional training to facilitate conflict resolution is
important at this point.
TOP: AONE competency: Communication and Relationship-Building
◉ 5. The manager of a surgical area has a vision for the future that
requires the addition of RN
assistants or unlicensed persons to feed, bathe, and ambulate
patients. The RNs on the staff
have always practiced in a primary nursing-delivery system and are
very resistant to this idea.
, What would be the best initial strategy for implementation of this
change?
a. Exploring the values and feelings of the RN group in relationship
to this change
b. Leaving the RNs alone for a time so they can think about the
change before it is
implemented
c. Dropping the idea and trying for the change in a year or so when
some of the
present RNs have retired
d. Hiring the assistants and allowing the RNs to see what good
additions they are Answer: ANS: A
Influencing others requires emotional intelligence in domains such
as empathy, handling relationships, deepening self-awareness in self
and others, motivating others, and managing emotions. Motivating
others recognizes that values are powerful forces that influence
acceptance of change. Leaving the RNs alone for a period of time
before implementation does not provide opportunity to explore
different perspectives and values. Avoiding discussion until the team
changes may not promote adoption of the change until there is
opportunity to explore perspectives and values related to the
change. Hiring of the assistants demonstrates lack of empathy for
the perspectives of the RN staff.
TOP: AONE competency: Knowledge of the Health Care Environment
CANADIAN NURSING NANCY WALTON
CERTIFICATION EVALUATION 2026 TEST PAPER
QUESTIONS AND SOLUTIONS 100% CORRECT
◉ 2. 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 to Maslow's need hierarchy 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. Answer: 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
◉ 3. A grievance brought by a staff nurse against the unit manager
requires mediation. At the first mediation session, the staff nurse
repeatedly calls the unit manager's actions unfair, and the unit
manager continues to reiterate the reasons for the actions. What
would be the best course of action at this time?
a. Send the two disputants away to reach their own resolution.
b. Involve another staff nurse in the discussion for clarity issues.
c. Ask each party to examine their own motives and issues in the
conflict.
d. Continue to listen as the parties repeat their thoughts and feelings
about the
conflict. Answer: ANS: C
For resolution of conflict, one should address the interests and
involvement of participants in the conflict by examining the real
issues of all parties.
TOP: AONE competency: Communication and Relationship-Building
,◉ 4. At a second negotiation session, the unit manager and staff
nurse are unable to reach a resolution. What is the appropriate next
step?
a. Arrange another meeting in a week's time so as to allow a cooling-
off period.
b. Elevate the next negation session to the next manager, one level
above.
c. Insist that participants continue to talk until a resolution has been
reached.
d. Back the unit manager's actions and end the dispute. Answer:
ANS: B
Part of leadership is understanding conflict resolution and ability to
negotiate and manage for resolution of issues and concerns. This
situation has failed a second negotiation session, elevation to a
manager with additional training to facilitate conflict resolution is
important at this point.
TOP: AONE competency: Communication and Relationship-Building
◉ 5. The manager of a surgical area has a vision for the future that
requires the addition of RN
assistants or unlicensed persons to feed, bathe, and ambulate
patients. The RNs on the staff
have always practiced in a primary nursing-delivery system and are
very resistant to this idea.
, What would be the best initial strategy for implementation of this
change?
a. Exploring the values and feelings of the RN group in relationship
to this change
b. Leaving the RNs alone for a time so they can think about the
change before it is
implemented
c. Dropping the idea and trying for the change in a year or so when
some of the
present RNs have retired
d. Hiring the assistants and allowing the RNs to see what good
additions they are Answer: ANS: A
Influencing others requires emotional intelligence in domains such
as empathy, handling relationships, deepening self-awareness in self
and others, motivating others, and managing emotions. Motivating
others recognizes that values are powerful forces that influence
acceptance of change. Leaving the RNs alone for a period of time
before implementation does not provide opportunity to explore
different perspectives and values. Avoiding discussion until the team
changes may not promote adoption of the change until there is
opportunity to explore perspectives and values related to the
change. Hiring of the assistants demonstrates lack of empathy for
the perspectives of the RN staff.
TOP: AONE competency: Knowledge of the Health Care Environment
