Test Bank for Leading and Managing in
Nursing 7th Edition by Yoder Wise (
chapters 1-30) complete.
Chapter 01: Leading, Managing, and Following
,Leading and Managing in Nursing 7th Edition Yoder-
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 ask
ed to assess and adapt the unit to better meet the unique needs of the olde
r adult patient. Using complexity principles, what would be the best approa
ch to take for implementation of this change?
a. Leverage the hierarchical management position to get unit staff involv
ed 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 complexit
y 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 i
n 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 tre
for breast cancer. According to Maslow’s need hierarchy theory, what would be the b
est
NURSINGTB.COMatment 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 d
ays off around his wife’s treatments.
ANS: D
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiolo
gic needs and demotivate the nurse. Unsatisfactory coverage of shifts on short notice c
ould affect patient care and threaten the needs of staff to feel competent. Arranging t
he schedule around the wife’s needs meets the needs of the staff and of patients whil
e satisfying the nurse’s need for affiliation.
TOP: AONE competency: Communication and Relationship-Building
NURSINGTB.COM
,Leading and Managing in Nursing 7th Edition Yod
; \ ; \ ; \ ; \ ; \ ; \ ; \
Stuvia.com - The Marketplace to Buy and Sell your Study Material
er-
3. A grievance brought by a staff nurse against the unit manager requires medi
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
ati on. At the first mediation session, the staff nurse repeatedly calls the unit man age
;\ ;\ ; \ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ; \
r’s actions unfair, and the unit manager continues to reiterate the reasons f o
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
r 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 confli
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
ct.
ANS: C ; \
For resolution of conflict, one should address the interests and involvement of partici
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
pa nts 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
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
t o 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 ma
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
na ge for resolution of issues and concerns. This situation has failed a second negotiation sessio
;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\
n, elevation to a manager with additional training to facilitate conflict resolutio
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
n 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 th
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
e addition of RN assistants or unlicensed persons to feed, bathe, and ambul
;\ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
ate patients. The RNs on the staff
;\ ; \ ; \ ; \ ; \ ; \
have always practiced in a primary nursingWhat would be the best initial strategy f
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
or implementation of this change? NURSINGT-
;\ ; \ ; \ ; \ ; \
Bdelivery ; \ system and are very resistant to this idea.
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ .COM
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
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
bef ore it is implemented
;\ ; \ ; \ ; \
c. Dropping the idea and trying for the change in a year or so when some of the
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
pre sent RNs have retired ;\ ; \ ; \ ; \
d. Hiring the assistants and allowing the RNs to see what good additions they are
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
ANS: A ; \
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yod
; \ ; \ ; \ ; \ ; \ ; \ ; \
er- Influencing others requires emotional intelligence in domains such as empathy, handli
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
n g relationships, deepening self-
; \ ; \ ; \ ; \
awareness in self and others, motivating others, and managing emotions. Motivating o
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
t hers recognizes that values are powerful forces that influence acceptance of change.
;\ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
Le aving the RNs alone for a period of time before implementation does not provide
;\ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
oppo rtunity 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 demo
;\ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
nstrates lac k of empathy for the perspectives of the RN staff.
; \ ;\ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
TOP: AONE competency: Knowledge of the Health Care Environment
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
NURSINGTB.COM
Nursing 7th Edition by Yoder Wise (
chapters 1-30) complete.
Chapter 01: Leading, Managing, and Following
,Leading and Managing in Nursing 7th Edition Yoder-
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 ask
ed to assess and adapt the unit to better meet the unique needs of the olde
r adult patient. Using complexity principles, what would be the best approa
ch to take for implementation of this change?
a. Leverage the hierarchical management position to get unit staff involv
ed 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 complexit
y 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 i
n 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 tre
for breast cancer. According to Maslow’s need hierarchy theory, what would be the b
est
NURSINGTB.COMatment 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 d
ays off around his wife’s treatments.
ANS: D
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiolo
gic needs and demotivate the nurse. Unsatisfactory coverage of shifts on short notice c
ould affect patient care and threaten the needs of staff to feel competent. Arranging t
he schedule around the wife’s needs meets the needs of the staff and of patients whil
e satisfying the nurse’s need for affiliation.
TOP: AONE competency: Communication and Relationship-Building
NURSINGTB.COM
,Leading and Managing in Nursing 7th Edition Yod
; \ ; \ ; \ ; \ ; \ ; \ ; \
Stuvia.com - The Marketplace to Buy and Sell your Study Material
er-
3. A grievance brought by a staff nurse against the unit manager requires medi
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
ati on. At the first mediation session, the staff nurse repeatedly calls the unit man age
;\ ;\ ; \ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ; \
r’s actions unfair, and the unit manager continues to reiterate the reasons f o
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
r 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 confli
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
ct.
ANS: C ; \
For resolution of conflict, one should address the interests and involvement of partici
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
pa nts 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
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
t o 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 ma
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
na ge for resolution of issues and concerns. This situation has failed a second negotiation sessio
;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\ ;\
n, elevation to a manager with additional training to facilitate conflict resolutio
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
n 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 th
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
e addition of RN assistants or unlicensed persons to feed, bathe, and ambul
;\ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
ate patients. The RNs on the staff
;\ ; \ ; \ ; \ ; \ ; \
have always practiced in a primary nursingWhat would be the best initial strategy f
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
or implementation of this change? NURSINGT-
;\ ; \ ; \ ; \ ; \
Bdelivery ; \ system and are very resistant to this idea.
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ .COM
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
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
bef ore it is implemented
;\ ; \ ; \ ; \
c. Dropping the idea and trying for the change in a year or so when some of the
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
pre sent RNs have retired ;\ ; \ ; \ ; \
d. Hiring the assistants and allowing the RNs to see what good additions they are
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
ANS: A ; \
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yod
; \ ; \ ; \ ; \ ; \ ; \ ; \
er- Influencing others requires emotional intelligence in domains such as empathy, handli
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
n g relationships, deepening self-
; \ ; \ ; \ ; \
awareness in self and others, motivating others, and managing emotions. Motivating o
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
t hers recognizes that values are powerful forces that influence acceptance of change.
;\ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
Le aving the RNs alone for a period of time before implementation does not provide
;\ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
oppo rtunity 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 demo
;\ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
nstrates lac k of empathy for the perspectives of the RN staff.
; \ ;\ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
TOP: AONE competency: Knowledge of the Health Care Environment
; \ ; \ ; \ ; \ ; \ ; \ ; \ ; \
NURSINGTB.COM
