TEST BANK - Yoder-Wise's Leading and
Managing in Canadian Nursing 2nd
Edition by Janice Waddell & Patricia S.
Yoder-Wise
ALL CHAPTERS INCLUDED 1-31WITH
EXAM QUESTIONS AND ANSWERS
TB
Ac
1
er
, Table of Contents
Chapter 1. Leading, Managing, and Following in Complex Health Systems
Chapter 2. Clinical Safety: The Core of Leading, Managing, and Following
Chapter 3. Legal and Ethical Issues-
Chapter 4. Cultural Diversity and Inclusion in Health Care
Chapter 5. Gaining Personal Insight: The Beginning of Being a Leader
Chapter 6. Being an Effective Follower
Chapter 7. Self-Management
Chapter 8. Communication and Conflict
Chapter 9. Power, Politics, and Influence
Chapter 10. Healthcare Organizations
Chapter 11. Organizational Structures
Chapter 12. Care Delivery Strategies
Chapter 13. Staffing and Scheduling
Chapter 14. Workforce Engagement through Collective Action and Governance
Chapter 15. Making Decisions and Solving Problems
Chapter 16. The Impact of Technology
Chapter 17. Delegating: Authority, Accountability, Responsibility in Delegation Decisions
Chapter 18. Leading Change
Chapter 19. Building Effective Teams
Chapter 20. Managing Costs and Budgets
Chapter 21. Selecting, Developing, and Evaluating Staff
Chapter 22. Person-Centered Care
Chapter 23. Managing Quality and Risk
Chapter 24. Translating Research into Practice
Chapter 25. Managing Personal/Personnel Problems
Chapter 26. Role Transition
Chapter 27. Managing Your Career
TB
Chapter 28. Developing the Role of Leader
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2
er
,Chapter 29. Developing the Role of Manager
Chapter 30. The Strategic Planning Process
Chapter 31. Thriving for the Future
Chapter 01: Leading, Managing, and Following
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.
CORRECT ANSWER: 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 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.
CORRECT ANSWER: D
TB
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
Ac
3
er
, 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.
CORRECT ANSWER: 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.
CORRECT ANSWER: 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?
TB
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
Ac
4
er
Managing in Canadian Nursing 2nd
Edition by Janice Waddell & Patricia S.
Yoder-Wise
ALL CHAPTERS INCLUDED 1-31WITH
EXAM QUESTIONS AND ANSWERS
TB
Ac
1
er
, Table of Contents
Chapter 1. Leading, Managing, and Following in Complex Health Systems
Chapter 2. Clinical Safety: The Core of Leading, Managing, and Following
Chapter 3. Legal and Ethical Issues-
Chapter 4. Cultural Diversity and Inclusion in Health Care
Chapter 5. Gaining Personal Insight: The Beginning of Being a Leader
Chapter 6. Being an Effective Follower
Chapter 7. Self-Management
Chapter 8. Communication and Conflict
Chapter 9. Power, Politics, and Influence
Chapter 10. Healthcare Organizations
Chapter 11. Organizational Structures
Chapter 12. Care Delivery Strategies
Chapter 13. Staffing and Scheduling
Chapter 14. Workforce Engagement through Collective Action and Governance
Chapter 15. Making Decisions and Solving Problems
Chapter 16. The Impact of Technology
Chapter 17. Delegating: Authority, Accountability, Responsibility in Delegation Decisions
Chapter 18. Leading Change
Chapter 19. Building Effective Teams
Chapter 20. Managing Costs and Budgets
Chapter 21. Selecting, Developing, and Evaluating Staff
Chapter 22. Person-Centered Care
Chapter 23. Managing Quality and Risk
Chapter 24. Translating Research into Practice
Chapter 25. Managing Personal/Personnel Problems
Chapter 26. Role Transition
Chapter 27. Managing Your Career
TB
Chapter 28. Developing the Role of Leader
Ac
2
er
,Chapter 29. Developing the Role of Manager
Chapter 30. The Strategic Planning Process
Chapter 31. Thriving for the Future
Chapter 01: Leading, Managing, and Following
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.
CORRECT ANSWER: 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 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.
CORRECT ANSWER: D
TB
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
Ac
3
er
, 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.
CORRECT ANSWER: 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.
CORRECT ANSWER: 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?
TB
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
Ac
4
er
