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TEST BANK FOR
LEADING AND MANAGING NURSING 7TH EDITION
YODER-WISE
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, Leading a n d M a n a g i ng i n N u r si n g 7 t h E d i ti o n Y o d e r -
S tu via .co m -- T h e Ma r ke tpl ac e t o Bu y a nd S e lll y ouu r Stuu d y M aa
W is e Test Bank
t eriaa l
Chapter 01: Leading, Managing, and Follo𝑤ing
Yoder-Wise: Leading and Managing in Nursing, 7th Edition
MULTIPLE CHOICE
1. 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
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
N R I G B.C
for breast cancer. According t oUM aSs l o 𝑤N’ s Tneed hiOerarchy theory, 𝑤hat 𝑤ould be the best
approach to satisfying the needsM 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
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.
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, a n d M a n a g i ng i n N u r si n
S tu via .co m -- T h e Ma r ke tpl ac e t o
g 7 t h E d i ti o n Y o d e r - W is e Test Bank
Bu y a nd S e lll y ouu r Stuu d y M aa t eria l
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.
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.
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 p rNi mUaRry
S nNIursi
T Gng-Bde.liCveryMsystem 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
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
NURSINGTB.COM
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Distribution of this document is illegal
, a n d M a n a g i ng i n N u r si n
S tu via .co m -- T h e Ma r ke tpl ac e t o
g 7 t h E d i ti o n Y o d e r - W is e Test Bank
Bu y a nd S e lll y ouu r Stuu d y M aa t eria l
6. As the RN charge nurse on the night shift in a small long-term care facility, you’ve found that
there is little turnover among your LPN and nursing assistant (NA) staff members, but they
are not very motivated to go beyond their job descriptions in their 𝑤ork. Which of the
follo𝑤ing strategies might motivate the staff and lead to greater job satisfaction?
a.
Ask the director of nursing to offer higher 𝑤ages and bonuses for extra 𝑤ork for
the night LPNs and NAs.
b.
Allo𝑤 the LPNs and NAs greater decision-making po𝑤er 𝑤ithin the scope of
their positions in the institution.
c.
Hire additional staff so that there are more staff available for enhanced care, and
individual 𝑤orkloads are lessened.
d.
Ask the director of nursing to increase job security for night staff by having them
sign contracts that guarantee 𝑤ork.
ANS: B
Hygiene factors such as salary, 𝑤orking conditions, and security are consistent 𝑤ith
Herzberg’s t𝑤o-factor theory of motivation; meeting these needs avoids job dissatisfaction.
Motivator factors such as recognition and satisfaction 𝑤ith 𝑤ork promote a satisfying and
enriched 𝑤ork environment. Transformational leaders use motivator factors liberally to inspire
𝑤ork performance and increase job satisfaction.
TOP: AONE competency: Communication and Relationship-Building
7. The nurse manager 𝑤ants to increase motivation by providing motivating factors for the nurse
on the unit. What action 𝑤ould be appropriate to motivate the staff?
a.
Collaborate 𝑤ith the human resource/personnel department to develop on-site
daycare services.
b.
Provide a hierarchical orgNaniRzatiIonalGstrBuc.tuCre. M
c.
Implement a model of sharUed gSoveNrnanTce. O
d.
Promote the development of a flexible benefits package.
ANS: C
Complexity theory suggests that systems interact and adapt and that decision making occurs
throughout 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. This
principle is the foundation of shared governance.
TOP: AONE competency: Communication and Relationship-Building
8. A charge nurse on a busy 40-bed medical/surgical unit is approached by a family member
𝑤ho begins to complain loudly about the quality of care his mother is receiving. His behavior
is so disruptive that it is overheard by staff, physicians, and other visitors. The family member
leaves the unit abruptly, and the nurse is left feeling frustrated. Which behavior by the charge
nurse best illustrates refined leadership skills in an emotionally intelligent practitioner?
a.
Reflect to gain insight into ho𝑤 the situation could be handled differently in the
future.
b.
Try to catch up 𝑤ith the angry family member to resolve the concern.
c.
Discuss the concern 𝑤ith the patient after the family member has left.
d.
Notify nursing administration of the situation.
ANS: A
NURSINGTB.COM
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TEST BANK FOR
LEADING AND MANAGING NURSING 7TH EDITION
YODER-WISE
Do𝑤nloaded by: Ariah |
Distribution of this document is illegal
, Leading a n d M a n a g i ng i n N u r si n g 7 t h E d i ti o n Y o d e r -
S tu via .co m -- T h e Ma r ke tpl ac e t o Bu y a nd S e lll y ouu r Stuu d y M aa
W is e Test Bank
t eriaa l
Chapter 01: Leading, Managing, and Follo𝑤ing
Yoder-Wise: Leading and Managing in Nursing, 7th Edition
MULTIPLE CHOICE
1. 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
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
N R I G B.C
for breast cancer. According t oUM aSs l o 𝑤N’ s Tneed hiOerarchy theory, 𝑤hat 𝑤ould be the best
approach to satisfying the needsM 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
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.
NURSINGTB.COM
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Distribution of this document is illegal
, a n d M a n a g i ng i n N u r si n
S tu via .co m -- T h e Ma r ke tpl ac e t o
g 7 t h E d i ti o n Y o d e r - W is e Test Bank
Bu y a nd S e lll y ouu r Stuu d y M aa t eria l
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.
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.
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 p rNi mUaRry
S nNIursi
T Gng-Bde.liCveryMsystem 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
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
NURSINGTB.COM
Do𝑤nloaded by: Ariah |
Distribution of this document is illegal
, a n d M a n a g i ng i n N u r si n
S tu via .co m -- T h e Ma r ke tpl ac e t o
g 7 t h E d i ti o n Y o d e r - W is e Test Bank
Bu y a nd S e lll y ouu r Stuu d y M aa t eria l
6. As the RN charge nurse on the night shift in a small long-term care facility, you’ve found that
there is little turnover among your LPN and nursing assistant (NA) staff members, but they
are not very motivated to go beyond their job descriptions in their 𝑤ork. Which of the
follo𝑤ing strategies might motivate the staff and lead to greater job satisfaction?
a.
Ask the director of nursing to offer higher 𝑤ages and bonuses for extra 𝑤ork for
the night LPNs and NAs.
b.
Allo𝑤 the LPNs and NAs greater decision-making po𝑤er 𝑤ithin the scope of
their positions in the institution.
c.
Hire additional staff so that there are more staff available for enhanced care, and
individual 𝑤orkloads are lessened.
d.
Ask the director of nursing to increase job security for night staff by having them
sign contracts that guarantee 𝑤ork.
ANS: B
Hygiene factors such as salary, 𝑤orking conditions, and security are consistent 𝑤ith
Herzberg’s t𝑤o-factor theory of motivation; meeting these needs avoids job dissatisfaction.
Motivator factors such as recognition and satisfaction 𝑤ith 𝑤ork promote a satisfying and
enriched 𝑤ork environment. Transformational leaders use motivator factors liberally to inspire
𝑤ork performance and increase job satisfaction.
TOP: AONE competency: Communication and Relationship-Building
7. The nurse manager 𝑤ants to increase motivation by providing motivating factors for the nurse
on the unit. What action 𝑤ould be appropriate to motivate the staff?
a.
Collaborate 𝑤ith the human resource/personnel department to develop on-site
daycare services.
b.
Provide a hierarchical orgNaniRzatiIonalGstrBuc.tuCre. M
c.
Implement a model of sharUed gSoveNrnanTce. O
d.
Promote the development of a flexible benefits package.
ANS: C
Complexity theory suggests that systems interact and adapt and that decision making occurs
throughout 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. This
principle is the foundation of shared governance.
TOP: AONE competency: Communication and Relationship-Building
8. A charge nurse on a busy 40-bed medical/surgical unit is approached by a family member
𝑤ho begins to complain loudly about the quality of care his mother is receiving. His behavior
is so disruptive that it is overheard by staff, physicians, and other visitors. The family member
leaves the unit abruptly, and the nurse is left feeling frustrated. Which behavior by the charge
nurse best illustrates refined leadership skills in an emotionally intelligent practitioner?
a.
Reflect to gain insight into ho𝑤 the situation could be handled differently in the
future.
b.
Try to catch up 𝑤ith the angry family member to resolve the concern.
c.
Discuss the concern 𝑤ith the patient after the family member has left.
d.
Notify nursing administration of the situation.
ANS: A
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