TESTBANKo
FOR YODER-WISE’S
o
LEADINGAND
o o
MANAGINGIN
o o
CANADIAN NURSING
o o
7THEDITIONBY
o o o
YODER-WISE
o
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
Chapter o01: oLeading, oManaging, oand oFollowing
Yoder-Wise: oLeading oand oManaging oin oNursing, o7th oEdition
MULTIPLE oCHOICE
1. A onurse omanager oof oa o20-bed omedical ounit ofinds othat o80% oof othe opatients oare oolder
oadults. oShe ois oasked oto oassess oand oadapt othe ounit oto obetter omeet othe ounique oneeds oof othe
oolder oadult opatient. oUsing ocomplexity oprinciples, owhat owould obe othe obest oapproach oto
otake ofor oimplementation oof othis ochange?
a. Leverage othe ohierarchical omanagement oposition oto oget ounit ostaff oinvolved
oin oassessment oand oplanning.
b. Engage oinvolved ostaff oat oall olevels oin othe odecision-making oprocess.
c. Focus othe oassessment oon othe ounit oand oomit othe ohospital oand
ocommunity oenvironment.
d. Hire oa ogeriatric ospecialist oto ooversee oand ocontrol othe oproject.
ANS: o B
Complexity otheory osuggests othat osystems ointeract oand oadapt oand othat odecision omaking
ooccurs othroughout othe osystems, oas oopposed oto obeing oheld oin oa ohierarchy. oIn ocomplexity
otheory, oevery ovoice ocounts, oand otherefore, oall olevels oof ostaff owould obe oinvolved oin
odecision omaking.
TOP: o AONE ocompetency: oCommunication oand oRelationship-Building
2. A ounit omanager oof oa o25-bed omedical/surgical oarea oreceives oa ophone ocall ofrom oa onurse
owho ohas ocalled oin osick ofive otimes oin othe opast omonth. oHe otells othe omanager othat ohe overy
omuch owants oto ocome oto owork owhen oscheduled obut omust ooften ocare ofor ohis owife, owho ois
oundergoing otreatment
N R I G B.C M
for obreast ocancer. oAccording ot oUM aSs l o w
N’ s oTneed ohiO
erarchy otheory, owhat owould obe othe obest
approach oto osatisfying othe oneeds oof othis onurse, oother ostaff, oand opatients?
a. Line oup oagency onurses owho ocan obe ocalled oin oto owork oon oshort onotice.
b. Place othe onurse oon ounpaid oleave ofor othe oremainder oof ohis owife’s otreatment.
c. Sympathize owith othe onurse’s odilemma oand olet othe ocharge onurse oknow othat othis
onurse omay obe ocalling oin ofrequently oin othe ofuture.
d. Work owith othe onurse, ostaffing ooffice, oand oother onurses oto oarrange ohis
oscheduled odays ooff oaround ohis owife’s otreatments.
ANS: o D
Placing othe onurse oon ounpaid oleave omay othreaten othe onurse’s ocapacity oto omeet ophysiologic
oneeds oand odemotivate othe onurse. oUnsatisfactory ocoverage oof oshifts oon oshort onotice ocould
oaffect o patient ocare oand othreaten othe oneeds oof ostaff oto ofeel ocompetent. oArranging othe
oschedule oaround
the owife’s oneeds omeets othe oneeds oof othe ostaff oand oof opatients owhile osatisfying othe onurse’s
oneed ofor oaffiliation.
TOP: o AONE ocompetency: oCommunication oand oRelationship-Building
3. A ogrievance obrought oby oa ostaff onurse oagainst othe ounit omanager orequires omediation. oAt othe
ofirst omediation osession, othe ostaff onurse orepeatedly ocalls othe ounit omanager’s oactions ounfair,
oand othe ounit omanager ocontinues oto oreiterate othe oreasons ofor othe oactions. oWhat owould obe
othe obest ocourse oof oaction oat othis otime?
a. Send othe otwo odisputants oaway oto oreach otheir oown oresolution.
b. Involve oanother ostaff onurse oin othe odiscussion ofor oclarity oissues.
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
c. Ask oeach oparty oto oexamine otheir oown omotives oand oissues oin othe oconflict.
d. Continue oto olisten oas othe oparties orepeat otheir othoughts oand ofeelings oabout
othe oconflict.
ANS: o C
For oresolution oof oconflict, oone oshould oaddress othe ointerests oand oinvolvement oof oparticipants
oin othe oconflict oby oexamining othe oreal oissues oof oall oparties.
TOP: o AONE ocompetency: oCommunication oand oRelationship-Building
4. At oa osecond onegotiation osession, othe ounit omanager oand ostaff onurse oare ounable oto
oreach oa oresolution. oWhat ois othe oappropriate onext ostep?
a. Arrange oanother omeeting oin oa oweek’s otime oso oas oto oallow oa ocooling-off operiod.
b. Elevate othe onext onegation osession oto othe onext omanager, oone olevel oabove.
c. Insist othat oparticipants ocontinue oto otalk ountil oa oresolution ohas obeen oreached.
d. Back othe ounit omanager’s oactions oand oend othe odispute.
ANS: o B
Part oof oleadership ois ounderstanding oconflict oresolution oand oability oto onegotiate oand omanage
ofor oresolution oof oissues oand oconcerns. oThis osituation ohas ofailed oa osecond onegotiation
osession, oelevation oto oa omanager owith oadditional otraining oto ofacilitate oconflict oresolution ois
oimportant oat othis opoint.
TOP: o AONE ocompetency: oCommunication oand oRelationship-Building
5. The omanager oof oa osurgical oarea ohas oa ovision ofor othe ofuture othat orequires othe oaddition oof
oRN oassistants oor ounlicensed opersons oto ofeed, obathe, oand oambulate opatients. oThe oRNs oon
U S NN R
Tr y onIursi
othe ostaff ohave oalways opracticed oin o a opr i m a
O Gng-Bde.liCver yMsystem oand oare overy
oresistant oto othis oidea.
What owould obe othe obest oinitial ostrategy ofor oimplementation oof othis ochange?
a. Exploring othe ovalues oand ofeelings oof othe oRN ogroup oin orelationship oto othis ochange
b. Leaving othe oRNs oalone ofor oa otime oso othey ocan othink oabout othe ochange obefore
oit ois oimplemented
c. Dropping othe oidea oand otrying ofor othe ochange oin oa oyear oor oso owhen osome
oof othe opresent oRNs ohave oretired
d. Hiring othe oassistants oand oallowing othe oRNs oto osee owhat ogood oadditions othey oare
ANS: o A
Influencing oothers orequires oemotional ointelligence oin odomains osuch oas oempathy, ohandling
orelationships, odeepening oself-awareness oin oself oand oothers, omotivating oothers, oand
omanaging oemotions. oMotivating oothers orecognizes othat ovalues oare opowerful oforces othat
oinfluence oacceptance oof ochange. oLeaving othe oRNs oalone ofor oa operiod oof otime obefore
oimplementation odoes onot oprovide oopportunity oto oexplore odifferent operspectives oand ovalues.
oAvoiding odiscussion ountil othe oteam ochanges omay onot opromote oadoption oof othe ochange
ountil othere ois oopportunity oto oexplore operspectives oand ovalues orelated oto othe ochange. oHiring
oof othe oassistants odemonstrates olack oof oempathy ofor othe operspectives oof othe oRN ostaff.
TOP: o AONE ocompetency: oKnowledge oof othe oHealth oCare oEnvironment
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
6. As othe oRN ocharge onurse oon othe onight oshift oin oa osmall olong-term ocare ofacility, oyou’ve ofound
othat othere ois olittle oturnover oamong o your oLPN oand onursing oassistant o(NA) ostaff omembers,
obut othey oare onot overy omotivated oto ogo obeyond otheir ojob odescriptions oin otheir owork. oWhich
oof othe ofollowing ostrategies omight omotivate othe ostaff oand olead oto ogreater ojob osatisfaction?
a. Ask othe odirector oof onursing oto ooffer ohigher owages oand obonuses ofor oextra owork
ofor othe onight oLPNs oand oNAs.
b. Allow othe oLPNs oand oNAs ogreater odecision-making opower owithin othe oscope oof
otheir opositions oin othe oinstitution.
c. Hire oadditional ostaff oso othat othere oare omore ostaff oavailable ofor oenhanced ocare,
oand oindividual oworkloads oare olessened.
d. Ask othe odirector oof onursing oto oincrease ojob osecurity ofor onight ostaff oby ohaving
othem osign ocontracts othat oguarantee owork.
ANS: o B
Hygiene ofactors osuch oas osalary, oworking oconditions, oand osecurity oare oconsistent owith
Herzberg’s otwo-factor otheory oof omotivation; omeeting othese oneeds oavoids ojob odissatisfaction.
oMotivator ofactors osuch oas orecognition oand osatisfaction owith owork opromote oa osatisfying oand
oenriched owork oenvironment. oTransformational oleaders ouse omotivator ofactors oliberally oto
oinspire owork operformance oand oincrease ojob osatisfaction.
TOP: o AONE ocompetency: oCommunication oand oRelationship-Building
7. The onurse omanager owants oto oincrease omotivation oby oproviding omotivating ofactors ofor othe
onurse oon othe ounit. oWhat oaction owould obe oappropriate oto omotivate othe ostaff?
a. Collaborate owith othe ohuman oresource/personnel odepartment oto odevelop oon-
site odaycare oservices.
b. Provide o a o hierarchical o org ani zati onal str uc tu re. o
N R I G B.C M
c. Implement oa omodel oof osharU ed ogSov eN
rnanTce. O
d. Promote othe odevelopment oof oa oflexible obenefits opackage.
ANS: o C
Complexity otheory osuggests othat osystems ointeract oand oadapt oand othat odecision omaking
ooccurs othroughout osystems, oas oopposed oto obeing oheld oin oa ohierarchy. oIn ocomplexity
otheory, oevery ovoice ocounts, oand otherefore oall olevels oof ostaff owould obe oinvolved oin
odecision omaking. oThis oprinciple ois othe ofoundation oof oshared ogovernance.
TOP: o AONE ocompetency: oCommunication oand oRelationship-Building
8. A ocharge onurse oon oa obusy o40-bed omedical/surgical ounit ois oapproached oby oa ofamily
omember owho obegins oto ocomplain oloudly oabout othe oquality oof ocare ohis omother ois oreceiving.
oHis obehavior ois oso odisruptive othat oit ois ooverheard oby ostaff, ophysicians, oand oother ovisitors.
oThe ofamily omember oleaves othe ounit oabruptly, oand othe onurse ois oleft ofeeling ofrustrated.
oWhich obehavior oby othe ocharge onurse obest oillustrates orefined oleadership oskills oin oan
oemotionally ointelligent opractitioner?
a. Reflect oto ogain oinsight ointo ohow othe osituation ocould obe ohandled odifferently oin
othe ofuture.
b. Try oto ocatch oup owith othe oangry ofamily omember oto oresolve othe oconcern.
c. Discuss othe oconcern owith othe opatient oafter othe ofamily omember ohas oleft.
d. Notify onursing oadministration oof othe osituation.
ANS: o A
NURSINGTB.COM
FOR YODER-WISE’S
o
LEADINGAND
o o
MANAGINGIN
o o
CANADIAN NURSING
o o
7THEDITIONBY
o o o
YODER-WISE
o
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
Chapter o01: oLeading, oManaging, oand oFollowing
Yoder-Wise: oLeading oand oManaging oin oNursing, o7th oEdition
MULTIPLE oCHOICE
1. A onurse omanager oof oa o20-bed omedical ounit ofinds othat o80% oof othe opatients oare oolder
oadults. oShe ois oasked oto oassess oand oadapt othe ounit oto obetter omeet othe ounique oneeds oof othe
oolder oadult opatient. oUsing ocomplexity oprinciples, owhat owould obe othe obest oapproach oto
otake ofor oimplementation oof othis ochange?
a. Leverage othe ohierarchical omanagement oposition oto oget ounit ostaff oinvolved
oin oassessment oand oplanning.
b. Engage oinvolved ostaff oat oall olevels oin othe odecision-making oprocess.
c. Focus othe oassessment oon othe ounit oand oomit othe ohospital oand
ocommunity oenvironment.
d. Hire oa ogeriatric ospecialist oto ooversee oand ocontrol othe oproject.
ANS: o B
Complexity otheory osuggests othat osystems ointeract oand oadapt oand othat odecision omaking
ooccurs othroughout othe osystems, oas oopposed oto obeing oheld oin oa ohierarchy. oIn ocomplexity
otheory, oevery ovoice ocounts, oand otherefore, oall olevels oof ostaff owould obe oinvolved oin
odecision omaking.
TOP: o AONE ocompetency: oCommunication oand oRelationship-Building
2. A ounit omanager oof oa o25-bed omedical/surgical oarea oreceives oa ophone ocall ofrom oa onurse
owho ohas ocalled oin osick ofive otimes oin othe opast omonth. oHe otells othe omanager othat ohe overy
omuch owants oto ocome oto owork owhen oscheduled obut omust ooften ocare ofor ohis owife, owho ois
oundergoing otreatment
N R I G B.C M
for obreast ocancer. oAccording ot oUM aSs l o w
N’ s oTneed ohiO
erarchy otheory, owhat owould obe othe obest
approach oto osatisfying othe oneeds oof othis onurse, oother ostaff, oand opatients?
a. Line oup oagency onurses owho ocan obe ocalled oin oto owork oon oshort onotice.
b. Place othe onurse oon ounpaid oleave ofor othe oremainder oof ohis owife’s otreatment.
c. Sympathize owith othe onurse’s odilemma oand olet othe ocharge onurse oknow othat othis
onurse omay obe ocalling oin ofrequently oin othe ofuture.
d. Work owith othe onurse, ostaffing ooffice, oand oother onurses oto oarrange ohis
oscheduled odays ooff oaround ohis owife’s otreatments.
ANS: o D
Placing othe onurse oon ounpaid oleave omay othreaten othe onurse’s ocapacity oto omeet ophysiologic
oneeds oand odemotivate othe onurse. oUnsatisfactory ocoverage oof oshifts oon oshort onotice ocould
oaffect o patient ocare oand othreaten othe oneeds oof ostaff oto ofeel ocompetent. oArranging othe
oschedule oaround
the owife’s oneeds omeets othe oneeds oof othe ostaff oand oof opatients owhile osatisfying othe onurse’s
oneed ofor oaffiliation.
TOP: o AONE ocompetency: oCommunication oand oRelationship-Building
3. A ogrievance obrought oby oa ostaff onurse oagainst othe ounit omanager orequires omediation. oAt othe
ofirst omediation osession, othe ostaff onurse orepeatedly ocalls othe ounit omanager’s oactions ounfair,
oand othe ounit omanager ocontinues oto oreiterate othe oreasons ofor othe oactions. oWhat owould obe
othe obest ocourse oof oaction oat othis otime?
a. Send othe otwo odisputants oaway oto oreach otheir oown oresolution.
b. Involve oanother ostaff onurse oin othe odiscussion ofor oclarity oissues.
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
c. Ask oeach oparty oto oexamine otheir oown omotives oand oissues oin othe oconflict.
d. Continue oto olisten oas othe oparties orepeat otheir othoughts oand ofeelings oabout
othe oconflict.
ANS: o C
For oresolution oof oconflict, oone oshould oaddress othe ointerests oand oinvolvement oof oparticipants
oin othe oconflict oby oexamining othe oreal oissues oof oall oparties.
TOP: o AONE ocompetency: oCommunication oand oRelationship-Building
4. At oa osecond onegotiation osession, othe ounit omanager oand ostaff onurse oare ounable oto
oreach oa oresolution. oWhat ois othe oappropriate onext ostep?
a. Arrange oanother omeeting oin oa oweek’s otime oso oas oto oallow oa ocooling-off operiod.
b. Elevate othe onext onegation osession oto othe onext omanager, oone olevel oabove.
c. Insist othat oparticipants ocontinue oto otalk ountil oa oresolution ohas obeen oreached.
d. Back othe ounit omanager’s oactions oand oend othe odispute.
ANS: o B
Part oof oleadership ois ounderstanding oconflict oresolution oand oability oto onegotiate oand omanage
ofor oresolution oof oissues oand oconcerns. oThis osituation ohas ofailed oa osecond onegotiation
osession, oelevation oto oa omanager owith oadditional otraining oto ofacilitate oconflict oresolution ois
oimportant oat othis opoint.
TOP: o AONE ocompetency: oCommunication oand oRelationship-Building
5. The omanager oof oa osurgical oarea ohas oa ovision ofor othe ofuture othat orequires othe oaddition oof
oRN oassistants oor ounlicensed opersons oto ofeed, obathe, oand oambulate opatients. oThe oRNs oon
U S NN R
Tr y onIursi
othe ostaff ohave oalways opracticed oin o a opr i m a
O Gng-Bde.liCver yMsystem oand oare overy
oresistant oto othis oidea.
What owould obe othe obest oinitial ostrategy ofor oimplementation oof othis ochange?
a. Exploring othe ovalues oand ofeelings oof othe oRN ogroup oin orelationship oto othis ochange
b. Leaving othe oRNs oalone ofor oa otime oso othey ocan othink oabout othe ochange obefore
oit ois oimplemented
c. Dropping othe oidea oand otrying ofor othe ochange oin oa oyear oor oso owhen osome
oof othe opresent oRNs ohave oretired
d. Hiring othe oassistants oand oallowing othe oRNs oto osee owhat ogood oadditions othey oare
ANS: o A
Influencing oothers orequires oemotional ointelligence oin odomains osuch oas oempathy, ohandling
orelationships, odeepening oself-awareness oin oself oand oothers, omotivating oothers, oand
omanaging oemotions. oMotivating oothers orecognizes othat ovalues oare opowerful oforces othat
oinfluence oacceptance oof ochange. oLeaving othe oRNs oalone ofor oa operiod oof otime obefore
oimplementation odoes onot oprovide oopportunity oto oexplore odifferent operspectives oand ovalues.
oAvoiding odiscussion ountil othe oteam ochanges omay onot opromote oadoption oof othe ochange
ountil othere ois oopportunity oto oexplore operspectives oand ovalues orelated oto othe ochange. oHiring
oof othe oassistants odemonstrates olack oof oempathy ofor othe operspectives oof othe oRN ostaff.
TOP: o AONE ocompetency: oKnowledge oof othe oHealth oCare oEnvironment
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
6. As othe oRN ocharge onurse oon othe onight oshift oin oa osmall olong-term ocare ofacility, oyou’ve ofound
othat othere ois olittle oturnover oamong o your oLPN oand onursing oassistant o(NA) ostaff omembers,
obut othey oare onot overy omotivated oto ogo obeyond otheir ojob odescriptions oin otheir owork. oWhich
oof othe ofollowing ostrategies omight omotivate othe ostaff oand olead oto ogreater ojob osatisfaction?
a. Ask othe odirector oof onursing oto ooffer ohigher owages oand obonuses ofor oextra owork
ofor othe onight oLPNs oand oNAs.
b. Allow othe oLPNs oand oNAs ogreater odecision-making opower owithin othe oscope oof
otheir opositions oin othe oinstitution.
c. Hire oadditional ostaff oso othat othere oare omore ostaff oavailable ofor oenhanced ocare,
oand oindividual oworkloads oare olessened.
d. Ask othe odirector oof onursing oto oincrease ojob osecurity ofor onight ostaff oby ohaving
othem osign ocontracts othat oguarantee owork.
ANS: o B
Hygiene ofactors osuch oas osalary, oworking oconditions, oand osecurity oare oconsistent owith
Herzberg’s otwo-factor otheory oof omotivation; omeeting othese oneeds oavoids ojob odissatisfaction.
oMotivator ofactors osuch oas orecognition oand osatisfaction owith owork opromote oa osatisfying oand
oenriched owork oenvironment. oTransformational oleaders ouse omotivator ofactors oliberally oto
oinspire owork operformance oand oincrease ojob osatisfaction.
TOP: o AONE ocompetency: oCommunication oand oRelationship-Building
7. The onurse omanager owants oto oincrease omotivation oby oproviding omotivating ofactors ofor othe
onurse oon othe ounit. oWhat oaction owould obe oappropriate oto omotivate othe ostaff?
a. Collaborate owith othe ohuman oresource/personnel odepartment oto odevelop oon-
site odaycare oservices.
b. Provide o a o hierarchical o org ani zati onal str uc tu re. o
N R I G B.C M
c. Implement oa omodel oof osharU ed ogSov eN
rnanTce. O
d. Promote othe odevelopment oof oa oflexible obenefits opackage.
ANS: o C
Complexity otheory osuggests othat osystems ointeract oand oadapt oand othat odecision omaking
ooccurs othroughout osystems, oas oopposed oto obeing oheld oin oa ohierarchy. oIn ocomplexity
otheory, oevery ovoice ocounts, oand otherefore oall olevels oof ostaff owould obe oinvolved oin
odecision omaking. oThis oprinciple ois othe ofoundation oof oshared ogovernance.
TOP: o AONE ocompetency: oCommunication oand oRelationship-Building
8. A ocharge onurse oon oa obusy o40-bed omedical/surgical ounit ois oapproached oby oa ofamily
omember owho obegins oto ocomplain oloudly oabout othe oquality oof ocare ohis omother ois oreceiving.
oHis obehavior ois oso odisruptive othat oit ois ooverheard oby ostaff, ophysicians, oand oother ovisitors.
oThe ofamily omember oleaves othe ounit oabruptly, oand othe onurse ois oleft ofeeling ofrustrated.
oWhich obehavior oby othe ocharge onurse obest oillustrates orefined oleadership oskills oin oan
oemotionally ointelligent opractitioner?
a. Reflect oto ogain oinsight ointo ohow othe osituation ocould obe ohandled odifferently oin
othe ofuture.
b. Try oto ocatch oup owith othe oangry ofamily omember oto oresolve othe oconcern.
c. Discuss othe oconcern owith othe opatient oafter othe ofamily omember ohas oleft.
d. Notify onursing oadministration oof othe osituation.
ANS: o A
NURSINGTB.COM
