TEST BANK
FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING 7th EDITION
BY YODER-WISE
,Chapter 01: Leading, Managing, and Following
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Yoder-Wise: Leading and Managing in Nursing, 7th Edition hl hl hl hl hl hl hl
MULTIPLE CHOICE hl
1. A nurse manager of a 20-
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bed medical unit finds that 80% of the patients are older adults. She is asked to assess and adapt
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the unit to better meet the unique needs of the older adult patient. Using complexity principles,
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what would be the best approach to take for implementation of this change?
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a. Leverage the hierarchical management position to get unit staff involved in a hl hl hl hl hl hl hl hl hl hl h l
ssessment and planning. hl hl
b. Engage involved staff at all levels in the decision-making process. hl hl hl hl hl hl hl hl hl
c. Focus the assessment on the unit and omit the hospital and community e
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nvironment.
d. Hire a geriatric specialist to oversee and control the project.
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ANS: B hlh l
Complexity theory suggests that systems interact and adapt and that decision making occurs th
hl hl hl hl hl hl hl hl hl hl hl hl h l
roughout the systems, as opposed to being held in a hierarchy. In complexity theory, every voi
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ce counts, and therefore, all levels of staff would be involved in decision making.
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TOP: AONE competency: Communication and Relationship-Building
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2. A unit manager of a 25-
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bed medical/surgical area receives a phone call from a nurse who has called in sick five times i
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n the past month. He tells the manager that he very much wants to come to work when scheduleN
USNT O
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d buRt mI
hl ust G
ofteB
n.caCre fM
or his wife, who is undergoing treatment
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for breast cancer. According to Maslow’s need hierarchy theory, what would be the best
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approach to satisfying the needs of this nurse, other staff, and patients?
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a. Line up agency nurses who can be called in to work on short notice.
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b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
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c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurse hl hl hl hl hl hl hl hl hl hl hl hl hl
may be calling in frequently in the future. hl hl hl hl hl hl hl
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
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days off around his wife’s treatments. hl hl hl hl hl
ANS: D hlh l
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiologic needs
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and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient
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care and threaten the needs of staff to feel competent. Arranging the schedule around the wife’s
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needs meets the needs of the staff and of patients while satisfying the nurse’s need for affiliatio
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n.
TOP: AONE competency: Communication and Relationship-Building
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3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first
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mediation session, the staff nurse repeatedly calls the unit manager’s actions unfair, and the u
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nit manager continues to reiterate the reasons for the actions. What would be the best course of
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action at this time? hl hl hl
a. Send the two disputants away to reach their own resolution.
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b. Involve another staff nurse in the discussion for clarity issues. hl hl hl hl hl hl hl hl hl
, c. Ask each party to examine their own motives and issues in the conflict.
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d. Continue to listen as the parties repeat their thoughts and feelings about the c hl hl hl hl hl hl hl hl hl hl hl hl h l
onflict.
ANS: C hlh l
For resolution of conflict, one should address the interests and involvement of participants in th
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e conflict by examining the real issues of all parties.
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TOP: AONE competency: Communication and Relationship-Building
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4. At a second negotiation session, the unit manager and staff nurse are unable to reach a re
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solution. What is the appropriate next step? hl hl hl hl hl hl
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
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b. Elevate the next negation session to the next manager, one level above.
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c. Insist that participants continue to talk until a resolution has been reached.
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d. Back the unit manager’s actions and end the dispute.
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ANS: B hlh l
Part of leadership is understanding conflict resolution and ability to negotiate and manage for re
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solution of issues and concerns. This situation has failed a second negotiation session, elevatio
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n to a manager with additional training to facilitate conflict resolution is important at this point.
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TOP: AONE competency: Communication and Relationship-Building
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5. The manager of a surgical area has a vision for the future that requires the addition of RN assista
hl hl hl hl hl hl hl hl hl hl hl hl hl hl hl hl hl h l
nts or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff have alway
hl hl hl hl hl hl hl hl hl hl hl hl hl hl h l hl
s practiced in a prN
imUaR
rySnI
hl
NGng-
ursi TBde.
liC ryMsystem and are very resistant to this idea.
veO hl hl hl hl hl hl hl hl hl hl
What would be the best initial strategy for implementation of this change?
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a. Exploring the values and feelings of the RN group in relationship to this change hl hl hl hl hl hl hl hl hl hl hl hl hl
b. Leaving the RNs alone for a time so they can think about the change before it is i
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mplemented
c. Dropping the idea and trying for the change in a year or so when some of the pr hl hl hl hl hl hl hl hl hl hl hl hl hl hl hl hl h l
esent RNs have retired hl hl hl
d. Hiring the assistants and allowing the RNs to see what good additions they are
hl hl hl hl hl hl hl hl hl hl hl hl hl
ANS: A hlh l
Influencing others requires emotional intelligence in domains such as empathy, handling relati
hl hl hl hl hl hl hl hl hl hl h l
onships, deepening self- hl hl
awareness in self and others, motivating others, and managing emotions. Motivating others rec
hl hl hl hl hl hl hl hl h l hl hl hl
ognizes that values are powerful forces that influence acceptance of change. Leaving the RNs a
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lone for a period of time before implementation does not provide opportunity to explore differe
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nt perspectives and values. Avoiding discussion until the team changes may not promote ado
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ption of the change until there is opportunity to explore perspectives and values related to the ch
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ange. Hiring of the assistants demonstrates lack of empathy for the perspectives of the RN staff
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.
TOP: AONE competency: Knowledge of the Health Care Environment
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, 6. As the RN charge nurse on the night shift in a small long-
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term care facility, you’ve found that there is little turnover among your LPN and nursing assista
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nt (NA) staff members, but they are not very motivated to go beyond their job descriptions in th
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eir work. Which of the following strategies might motivate the staff and lead to greater job satisf
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action?
a. Ask the director of nursing to offer higher wages and bonuses for extra work for
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the night LPNs and NAs. hl hl hl hl
b. Allow the LPNs and NAs greater decision- hl hl hl hl hl hl
making power within the scope of their positions in the institution. hl hl hl hl hl hl h l hl hl hl
c. Hire additional staff so that there are more staff available for enhanced care, and i
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ndividual workloads are lessened. hl hl hl
d. Ask the director of nursing to increase job security for night staff by having them si
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gn contracts that guarantee work. hl hl hl hl
ANS: B hlh l
Hygiene factors such as salary, working conditions, and security are consistent with Herzberg’
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s two-
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factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factors s
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uch as recognition and satisfaction with work promote a satisfying and enriched work environ
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ment. Transformational leaders use motivator factors liberally to inspire work performance and
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increase job satisfaction.
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TOP: AONE competency: Communication and Relationship-Building
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7. The nurse manager wants to increase motivation by providing motivating factors for the nurse o
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n the unit. What action would be appropriate to motivate the staff?
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a. Collaborate with the human resource/personnel department to develop on- hl hl hl hl hl hl hl hl
site daycare services. h l hl
b. Provide a hierarchical organizational structure
N URgovernance.
c. Implement a model of shared SNITG B.C O hl hl
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hl
hl
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d. Promote the development of a flexible benefits package. hl hl hl hl hl hl hl
ANS: C hlh l
Complexity theory suggests that systems interact and adapt and that decision making occurs t
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hroughout systems, as opposed to being held in a hierarchy. In complexity theory, every voice
hl hl hl hl hl hl hl hl hl hl hl hl hl h l
counts, and therefore all levels of staff would be involved in decision making. This principle i
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s the foundation of shared governance.
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TOP: AONE competency: Communication and Relationship-Building
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8. A charge nurse on a busy 40-
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bed medical/surgical unit is approached by a family member who begins to complain loudly ab
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out the quality of care his mother is receiving. His behavior is so disruptive that it is overheard b
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y staff, physicians, and other visitors. The family member leaves the unit abruptly, and the nurs
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e is left feeling frustrated. Which behavior by the charge nurse best illustrates refined leadershi
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p skills in an emotionally intelligent practitioner?
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a. Reflect to gain insight into how the situation could be handled differently in the f
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uture.
b. Try to catch up with the angry family member to resolve the concern.
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c. Discuss the concern with the patient after the family member has left. hl hl hl hl hl hl hl hl hl hl hl
d. Notify nursing administration of the situation. hl hl hl hl hl
ANS: A hlh l
FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING 7th EDITION
BY YODER-WISE
,Chapter 01: Leading, Managing, and Following
hl hl hl hl hl
Yoder-Wise: Leading and Managing in Nursing, 7th Edition hl hl hl hl hl hl hl
MULTIPLE CHOICE hl
1. A nurse manager of a 20-
hl hl hl hl hl
bed medical unit finds that 80% of the patients are older adults. She is asked to assess and adapt
hl hl hl hl hl hl hl hl hl hl hl hl h l hl hl hl hl hl
the unit to better meet the unique needs of the older adult patient. Using complexity principles,
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what would be the best approach to take for implementation of this change?
hl hl hl hl hl hl hl hl hl hl h l hl
a. Leverage the hierarchical management position to get unit staff involved in a hl hl hl hl hl hl hl hl hl hl h l
ssessment and planning. hl hl
b. Engage involved staff at all levels in the decision-making process. hl hl hl hl hl hl hl hl hl
c. Focus the assessment on the unit and omit the hospital and community e
hl hl hl hl hl hl hl hl hl hl hl h l
nvironment.
d. Hire a geriatric specialist to oversee and control the project.
hl hl hl hl hl hl hl hl hl
ANS: B hlh l
Complexity theory suggests that systems interact and adapt and that decision making occurs th
hl hl hl hl hl hl hl hl hl hl hl hl h l
roughout the systems, as opposed to being held in a hierarchy. In complexity theory, every voi
hl hl hl hl hl hl hl hl hl hl hl hl hl hl h l
ce counts, and therefore, all levels of staff would be involved in decision making.
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TOP: AONE competency: Communication and Relationship-Building
hlh l hl hl hl hl
2. A unit manager of a 25-
hl hl hl hl hl
bed medical/surgical area receives a phone call from a nurse who has called in sick five times i
hl hl hl hl hl hl hl hl hl hl hl h l hl hl hl hl hl
n the past month. He tells the manager that he very much wants to come to work when scheduleN
USNT O
hl hl hl hl hl hl hl hl hl hl hl hl hl h l hl hl hl hl
hl hl hl
d buRt mI
hl ust G
ofteB
n.caCre fM
or his wife, who is undergoing treatment
hl hl hl hl hl hl hl hl
for breast cancer. According to Maslow’s need hierarchy theory, what would be the best
hl hl hl hl hl hl hl hl hl hl hl hl hl
approach to satisfying the needs of this nurse, other staff, and patients?
hl hl hl hl hl hl hl hl hl hl hl
a. Line up agency nurses who can be called in to work on short notice.
hl hl hl hl hl hl hl hl hl hl hl hl hl
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
hl hl hl hl hl hl hl hl hl hl hl hl
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurse hl hl hl hl hl hl hl hl hl hl hl hl hl
may be calling in frequently in the future. hl hl hl hl hl hl hl
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
hl hl hl hl hl hl hl hl hl hl hl hl
days off around his wife’s treatments. hl hl hl hl hl
ANS: D hlh l
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiologic needs
hl hl hl hl hl hl hl hl hl hl hl hl hl hl h l
and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient
hl hl hl hl hl hl hl hl hl hl hl hl hlh l hl
care and threaten the needs of staff to feel competent. Arranging the schedule around the wife’s
hl hl hl hl hl hl hl hl hl hl hl hl hl h l hl hl
needs meets the needs of the staff and of patients while satisfying the nurse’s need for affiliatio
hl hl hl hl hl hl hl hl hl hl hl hl hl hl h l hl
n.
TOP: AONE competency: Communication and Relationship-Building
hlh l hl hl hl hl
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first
hl hl hl hl hl hl hl hl hl hl hl hl hl hl hl h l
mediation session, the staff nurse repeatedly calls the unit manager’s actions unfair, and the u
hl hl hl hl hl hl hl hl hl hl hl hl hl h l
nit manager continues to reiterate the reasons for the actions. What would be the best course of
hl hl hl hl hl hl hl hl hl hl hl hl hl hl hl h l hl
action at this time? hl hl hl
a. Send the two disputants away to reach their own resolution.
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b. Involve another staff nurse in the discussion for clarity issues. hl hl hl hl hl hl hl hl hl
, c. Ask each party to examine their own motives and issues in the conflict.
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d. Continue to listen as the parties repeat their thoughts and feelings about the c hl hl hl hl hl hl hl hl hl hl hl hl h l
onflict.
ANS: C hlh l
For resolution of conflict, one should address the interests and involvement of participants in th
hl hl hl hl hl hl hl hl hl hl hl hl hl h l
e conflict by examining the real issues of all parties.
hl hl hl hl hl hl hl hl hl
TOP: AONE competency: Communication and Relationship-Building
hlh l hl hl hl hl
4. At a second negotiation session, the unit manager and staff nurse are unable to reach a re
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solution. What is the appropriate next step? hl hl hl hl hl hl
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
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b. Elevate the next negation session to the next manager, one level above.
hl hl hl hl hl hl hl hl hl hl hl
c. Insist that participants continue to talk until a resolution has been reached.
hl hl hl hl hl hl hl hl hl hl hl
d. Back the unit manager’s actions and end the dispute.
hl hl hl hl hl hl hl hl
ANS: B hlh l
Part of leadership is understanding conflict resolution and ability to negotiate and manage for re
hl hl hl hl hl hl hl hl hl hl hl hl hl h l
solution of issues and concerns. This situation has failed a second negotiation session, elevatio
hl hl hl hl hl hl hl hl hl hl hl hl h l
n to a manager with additional training to facilitate conflict resolution is important at this point.
hl hl hl hl hl hl hl hl hl hl hl hl hl h l hl
TOP: AONE competency: Communication and Relationship-Building
hlh l hl hl hl hl
5. The manager of a surgical area has a vision for the future that requires the addition of RN assista
hl hl hl hl hl hl hl hl hl hl hl hl hl hl hl hl hl h l
nts or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff have alway
hl hl hl hl hl hl hl hl hl hl hl hl hl hl h l hl
s practiced in a prN
imUaR
rySnI
hl
NGng-
ursi TBde.
liC ryMsystem and are very resistant to this idea.
veO hl hl hl hl hl hl hl hl hl hl
What would be the best initial strategy for implementation of this change?
hl hl hl hl hl hl hl hl hl hl hl
a. Exploring the values and feelings of the RN group in relationship to this change hl hl hl hl hl hl hl hl hl hl hl hl hl
b. Leaving the RNs alone for a time so they can think about the change before it is i
hl hl hl hl hl hl hl hl hl hl hl hl hl hl hl hl h l
mplemented
c. Dropping the idea and trying for the change in a year or so when some of the pr hl hl hl hl hl hl hl hl hl hl hl hl hl hl hl hl h l
esent RNs have retired hl hl hl
d. Hiring the assistants and allowing the RNs to see what good additions they are
hl hl hl hl hl hl hl hl hl hl hl hl hl
ANS: A hlh l
Influencing others requires emotional intelligence in domains such as empathy, handling relati
hl hl hl hl hl hl hl hl hl hl h l
onships, deepening self- hl hl
awareness in self and others, motivating others, and managing emotions. Motivating others rec
hl hl hl hl hl hl hl hl h l hl hl hl
ognizes that values are powerful forces that influence acceptance of change. Leaving the RNs a
hl hl hl hl hl hl hl h l hl hl hl hl hl hl
lone for a period of time before implementation does not provide opportunity to explore differe
hl hl hl hl hl hl hl hl h l hl hl hl hl hl
nt perspectives and values. Avoiding discussion until the team changes may not promote ado
hl hl hl hl hl hlh l hl hl hl hl hl hl hl
ption of the change until there is opportunity to explore perspectives and values related to the ch
hl hl hl hl hl hl hl hl h l hl hl hl hl hl hl hl
ange. Hiring of the assistants demonstrates lack of empathy for the perspectives of the RN staff
hl hl hl hl hl h l hl hl hl hl hl hl hl hl hl
.
TOP: AONE competency: Knowledge of the Health Care Environment
hlh l hl hl hl hl hl hl hl
, 6. As the RN charge nurse on the night shift in a small long-
hl hl hl hl hl hl hl hl hl hl hl hl
term care facility, you’ve found that there is little turnover among your LPN and nursing assista
hl hl hl hl hl h l hl hl hl hl hl hl hl hl hl
nt (NA) staff members, but they are not very motivated to go beyond their job descriptions in th
hl hl hl hl hl h l hl hl hl hl hl hl hl hl hl hl hl
eir work. Which of the following strategies might motivate the staff and lead to greater job satisf
hl hl hl hl h l hl hl hl hl hl hl hl hl hl hl hl
action?
a. Ask the director of nursing to offer higher wages and bonuses for extra work for
hl hl hl hl hl hl hl hl hl hl hl hl hl hl h l
the night LPNs and NAs. hl hl hl hl
b. Allow the LPNs and NAs greater decision- hl hl hl hl hl hl
making power within the scope of their positions in the institution. hl hl hl hl hl hl h l hl hl hl
c. Hire additional staff so that there are more staff available for enhanced care, and i
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ndividual workloads are lessened. hl hl hl
d. Ask the director of nursing to increase job security for night staff by having them si
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gn contracts that guarantee work. hl hl hl hl
ANS: B hlh l
Hygiene factors such as salary, working conditions, and security are consistent with Herzberg’
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s two-
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factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factors s
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uch as recognition and satisfaction with work promote a satisfying and enriched work environ
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ment. Transformational leaders use motivator factors liberally to inspire work performance and
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increase job satisfaction.
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TOP: AONE competency: Communication and Relationship-Building
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7. The nurse manager wants to increase motivation by providing motivating factors for the nurse o
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n the unit. What action would be appropriate to motivate the staff?
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a. Collaborate with the human resource/personnel department to develop on- hl hl hl hl hl hl hl hl
site daycare services. h l hl
b. Provide a hierarchical organizational structure
N URgovernance.
c. Implement a model of shared SNITG B.C O hl hl
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hl
hl
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d. Promote the development of a flexible benefits package. hl hl hl hl hl hl hl
ANS: C hlh l
Complexity theory suggests that systems interact and adapt and that decision making occurs t
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hroughout systems, as opposed to being held in a hierarchy. In complexity theory, every voice
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counts, and therefore all levels of staff would be involved in decision making. This principle i
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s the foundation of shared governance.
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TOP: AONE competency: Communication and Relationship-Building
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8. A charge nurse on a busy 40-
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bed medical/surgical unit is approached by a family member who begins to complain loudly ab
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out the quality of care his mother is receiving. His behavior is so disruptive that it is overheard b
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y staff, physicians, and other visitors. The family member leaves the unit abruptly, and the nurs
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e is left feeling frustrated. Which behavior by the charge nurse best illustrates refined leadershi
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p skills in an emotionally intelligent practitioner?
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a. Reflect to gain insight into how the situation could be handled differently in the f
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uture.
b. Try to catch up with the angry family member to resolve the concern.
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c. Discuss the concern with the patient after the family member has left. hl hl hl hl hl hl hl hl hl hl hl
d. Notify nursing administration of the situation. hl hl hl hl hl
ANS: A hlh l
