Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank
4 4 4 4 4 4 4 4 4
TEST BANK Yoder-Wise: Leading and Managing in Nursing, 8th
Edition 2023/2024 Update
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank
4 4 4 4 4 4 4 4 4
Chapter 01: Leading, Managing, and Following
4 4 4 4 4
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
4 4 4 4 4 4 4
MULTIPLE CHOICE 4
1. A nurse manager of a 20-
4 4 4 4 4
bed medical unit finds that 80% of the patients are older adults. She is asked to assess and adapt t
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
he unit to better meet the unique needs of the older adult patient. Using complexity principles, w
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
hat would be the best approach to take for implementation of this change?
4 4 4 4 4 4 4 4 4 4 4 4
a. Leverage the hierarchical management position to get unit staff involved in as
4 4 4 4 4 4 4 4 4 4 4
sessment and planning. 4 4
b. Engage involved staff at all levels in the decision-making process.
4 4 4 4 4 4 4 4 4
c. Focus the assessment on the unit and omit the hospital and community en
4 4 4 4 4 4 4 4 4 4 4 4
vironment.
d. Hire a geriatric specialist to oversee and control the project.
4 4 4 4 4 4 4 4 4
ANS: B 4
Complexity theory suggests that systems interact and adapt and that decision making occurs th
4 4 4 4 4 4 4 4 4 4 4 4 4
roughout the systems, as opposed to being held in a hierarchy. In complexity theory, every voic
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
e counts, and therefore, all levels of staff would be involved in decision making.
4 4 4 4 4 4 4 4 4 4 4 4 4
TOP: AONE competency: Communication and Relationship-Building
4 4 4 4 4
2. A unit manager of a 25-
4 4 4 4 4
bed medical/surgical area receives a phone call from a nurse who has called in sick five times in
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
the past month. He tells the manager that he very much wants to
4 4 4 4 4 4 4 4 4 4 4 4
come to work when scheduled but must often care for his wife, who is undergoing treatment for br
east cancer. According t oUM aSsNl R IG’ sB.C hiO
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
4 owN Tneed e rarchy theory, what would be the best
4 4
4 4 4 4
4 4 4 4 4 4 4 4
approach to satisfying the needs of this nurse, other staff, and patients?
4 4 4 4 4 4 4 4 4 4 4
a. Line up agency nurses who can be called in to work on short notice.
4 4 4 4 4 4 4 4 4 4 4 4 4
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
4 4 4 4 4 4 4 4 4 4 4 4
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurse m 4 4 4 4 4 4 4 4 4 4 4 4 4 4
ay be calling in frequently in the future.
4 4 4 4 4 4 4
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled da
4 4 4 4 4 4 4 4 4 4 4 4 4
ys off around his wife’s treatments.
4 4 4 4 4
ANS: D 4
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiologic needs an
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
d demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient car
4 4 4 4 4 4 4 4 4 4 4 4 4 4
e and threaten the needs of staff to feel competent. Arranging the schedule around the wife’s nee
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
ds meets the needs of the staff and of patients while satisfying the nurse’s need for affiliation.
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
TOP: AONE competency: Communication and Relationship-Building
4 4 4 4 4
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first me
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
diation session, the staff nurse repeatedly calls the unit manager’s actions unfair, and the unit m
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
anager continues to reiterate the reasons for the actions. What would be the best course of action
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
at this time?
4 4
a. Send the two disputants away to reach their own resolution.
4 4 4 4 4 4 4 4 4
b. Involve another staff nurse in the discussion for clarity issues.
4 4 4 4 4 4 4 4 4
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank
4 4 4 4 4 4 4 4 4
c. Ask each party to examine their own motives and issues in the conflict.
4 4 4 4 4 4 4 4 4 4 4 4
d. Continue to listen as the parties repeat their thoughts and feelings about the co
4 4 4 4 4 4 4 4 4 4 4 4 4
nflict.
ANS: C 4
For resolution of conflict, one should address the interests and involvement of participants in the
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
conflict by examining the real issues of all parties.
4 4 4 4 4 4 4 4
TOP: AONE competency: Communication and Relationship-Building
4 4 4 4 4
4. At a second negotiation session, the unit manager and staff nurse are unable to reach a res
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
olution. What is the appropriate next step?
4 4 4 4 4 4
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
4 4 4 4 4 4 4 4 4 4 4 4 4
b. Elevate the next negation session to the next manager, one level above.
4 4 4 4 4 4 4 4 4 4 4
c. Insist that participants continue to talk until a resolution has been reached.
4 4 4 4 4 4 4 4 4 4 4
d. Back the unit manager’s actions and end the dispute.
4 4 4 4 4 4 4 4
ANS: B 4
Part of leadership is understanding conflict resolution and ability to negotiate and manage for res
4 4 4 4 4 4 4 4 4 4 4 4 4 4
olution of issues and concerns. This situation has failed a second negotiation session, elevation t
4 4 4 4 4 4 4 4 4 4 4 4 4 4
o a manager with additional training to facilitate conflict resolution is important at this point.
4 4 4 4 4 4 4 4 4 4 4 4 4 4
TOP: AONE competency: Communication and Relationship-Building
4 4 4 4 4
5. The manager of a surgical area has a vision for the future that requires the addition of RN assista
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
nts or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff have always
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
practiced in a prN
i m aRr y nIu rsiGng-B
de.liC
veryMsystem and are very resistant to this idea.
U S N Tfor implementation of this change?
4 4 4 4 4 4 4 4 4 4 4
What would be the best initial strategy
4 4 4 4 4 4
4 4 4
4 4 4 4 4
a. Exploring the values and feelings of the RN group in relationship to this change
4 4 4 4 4 4 4 4 4 4 4 4 4
b. Leaving the RNs alone for a time so they can think about the change before it is im
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
plemented
c. Dropping the idea and trying for the change in a year or so when some of the pre
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
sent RNs have retired 4 4 4
d. Hiring the assistants and allowing the RNs to see what good additions they are
4 4 4 4 4 4 4 4 4 4 4 4 4
ANS: A 4
Influencing others requires emotional intelligence in domains such as empathy, handling relatio
4 4 4 4 4 4 4 4 4 4 4
nships, deepening self- 4 4
awareness in self and others, motivating others, and managing emotions. Motivating others reco
4 4 4 4 4 4 4 4 4 4 4 4
gnizes that values are powerful forces that influence acceptance of change. Leaving the RNs alo
4 4 4 4 4 4 4 4 4 4 4 4 4 4
ne for a period of time before implementation does not provide opportunity to explore different p
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
erspectives and values. Avoiding discussion until the team changes may not promote adoption o
4 4 4 4 4 4 4 4 4 4 4 4 4
f the change until there is opportunity to explore perspectives and values related to the change. H
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
iring of the assistants demonstrates lack of empathy for the perspectives of the RN staff.
4 4 4 4 4 4 4 4 4 4 4 4 4 4
TOP: AONE competency: Knowledge of the Health Care Environment
4 4 4 4 4 4 4 4
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank
4 4 4 4 4 4 4 4 4
6. As the RN charge nurse on the night shift in a small long-
4 4 4 4 4 4 4 4 4 4 4 4
term care facility, you’ve found that there is little turnover among your LPN and nursing assista
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
nt (NA) staff members, but they are not very motivated to go beyond their job descriptions in the
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
ir work. Which of the following strategies might motivate the staff and lead to greater job satisfa
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
ction?
a. Ask the director of nursing to offer higher wages and bonuses for extra work for th
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
e night LPNs and NAs. 4 4 4 4
b. Allow the LPNs and NAs greater decision- 4 4 4 4 4 4
making power within the scope of their positions in the institution. 4 4 4 4 4 4 4 4 4 4
c. Hire additional staff so that there are more staff available for enhanced care, and in
4 4 4 4 4 4 4 4 4 4 4 4 4 4
dividual workloads are lessened. 4 4 4
d. Ask the director of nursing to increase job security for night staff by having them sig
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
n contracts that guarantee work.4 4 4 4
ANS: B 4
Hygiene factors such as salary, working conditions, and security are consistent with Herzberg’s t
4 4 4 4 4 4 4 4 4 4 4 4 4
wo-
factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factors su
4 4 4 4 4 4 4 4 4 4 4 4
ch as recognition and satisfaction with work promote a satisfying and enriched work environmen
4 4 4 4 4 4 4 4 4 4 4 4 4
t. Transformational leaders use motivator factors liberally to inspire work performance and incre
4 4 4 4 4 4 4 4 4 4 4 4
ase job satisfaction.
4 4
TOP: AONE competency: Communication and Relationship-Building
4 4 4 4 4
7. The nurse manager wants to increase motivation by providing motivating factors for the nurse on
4 4 4 4 4 4 4 4 4 4 4 4 4 4
the unit. What action would be appropriate to motivate the staff?
4 4 4 4 4 4 4 4 4 4 4
a. Collaborate with the human resource/personnel department to develop on-site 4 4 4 4 4 4 4 4
daycare services. 4
b. Provide a hierarchical orgNaniR
zatiI
onalGstrB
uc.
tuCre. M 4 4 4 4
c. Implement a model of shar U
e d gSoveN
rnanTce. O 4 4 4 4 4
d. Promote the development of a flexible benefits package. 4 4 4 4 4 4 4
ANS: C 4
Complexity theory suggests that systems interact and adapt and that decision making occurs thro
4 4 4 4 4 4 4 4 4 4 4 4 4
ughout systems, as opposed to being held in a hierarchy. In complexity theory, every voice count
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
s, and therefore all levels of staff would be involved in decision making. This principle is the fou
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
ndation of shared governance. 4 4 4
TOP: AONE competency: Communication and Relationship-Building
4 4 4 4 4
8. A charge nurse on a busy 40-
4 4 4 4 4 4
bed medical/surgical unit is approached by a family member who begins to complain loudly abo
4 4 4 4 4 4 4 4 4 4 4 4 4 4
ut the quality of care his mother is receiving. His behavior is so disruptive that it is overheard by s
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
taff, physicians, and other visitors. The family member leaves the unit abruptly, and the nurse is l
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
eft feeling frustrated. Which behavior by the charge nurse best illustrates refined leadership skill
4 4 4 4 4 4 4 4 4 4 4 4 4
s in an emotionally intelligent practitioner?
4 4 4 4 4
a. Reflect to gain insight into how the situation could be handled differently in the fut
4 4 4 4 4 4 4 4 4 4 4 4 4 4
ure.
b. Try to catch up with the angry family member to resolve the concern.
4 4 4 4 4 4 4 4 4 4 4 4
c. Discuss the concern with the patient after the family member has left. 4 4 4 4 4 4 4 4 4 4 4
d. Notify nursing administration of the situation. 4 4 4 4 4
ANS: A 4
NURSINGTB.COM
4 4 4 4 4 4 4 4 4
TEST BANK Yoder-Wise: Leading and Managing in Nursing, 8th
Edition 2023/2024 Update
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank
4 4 4 4 4 4 4 4 4
Chapter 01: Leading, Managing, and Following
4 4 4 4 4
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
4 4 4 4 4 4 4
MULTIPLE CHOICE 4
1. A nurse manager of a 20-
4 4 4 4 4
bed medical unit finds that 80% of the patients are older adults. She is asked to assess and adapt t
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
he unit to better meet the unique needs of the older adult patient. Using complexity principles, w
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
hat would be the best approach to take for implementation of this change?
4 4 4 4 4 4 4 4 4 4 4 4
a. Leverage the hierarchical management position to get unit staff involved in as
4 4 4 4 4 4 4 4 4 4 4
sessment and planning. 4 4
b. Engage involved staff at all levels in the decision-making process.
4 4 4 4 4 4 4 4 4
c. Focus the assessment on the unit and omit the hospital and community en
4 4 4 4 4 4 4 4 4 4 4 4
vironment.
d. Hire a geriatric specialist to oversee and control the project.
4 4 4 4 4 4 4 4 4
ANS: B 4
Complexity theory suggests that systems interact and adapt and that decision making occurs th
4 4 4 4 4 4 4 4 4 4 4 4 4
roughout the systems, as opposed to being held in a hierarchy. In complexity theory, every voic
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
e counts, and therefore, all levels of staff would be involved in decision making.
4 4 4 4 4 4 4 4 4 4 4 4 4
TOP: AONE competency: Communication and Relationship-Building
4 4 4 4 4
2. A unit manager of a 25-
4 4 4 4 4
bed medical/surgical area receives a phone call from a nurse who has called in sick five times in
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
the past month. He tells the manager that he very much wants to
4 4 4 4 4 4 4 4 4 4 4 4
come to work when scheduled but must often care for his wife, who is undergoing treatment for br
east cancer. According t oUM aSsNl R IG’ sB.C hiO
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
4 owN Tneed e rarchy theory, what would be the best
4 4
4 4 4 4
4 4 4 4 4 4 4 4
approach to satisfying the needs of this nurse, other staff, and patients?
4 4 4 4 4 4 4 4 4 4 4
a. Line up agency nurses who can be called in to work on short notice.
4 4 4 4 4 4 4 4 4 4 4 4 4
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
4 4 4 4 4 4 4 4 4 4 4 4
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurse m 4 4 4 4 4 4 4 4 4 4 4 4 4 4
ay be calling in frequently in the future.
4 4 4 4 4 4 4
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled da
4 4 4 4 4 4 4 4 4 4 4 4 4
ys off around his wife’s treatments.
4 4 4 4 4
ANS: D 4
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiologic needs an
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
d demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient car
4 4 4 4 4 4 4 4 4 4 4 4 4 4
e and threaten the needs of staff to feel competent. Arranging the schedule around the wife’s nee
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
ds meets the needs of the staff and of patients while satisfying the nurse’s need for affiliation.
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
TOP: AONE competency: Communication and Relationship-Building
4 4 4 4 4
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first me
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
diation session, the staff nurse repeatedly calls the unit manager’s actions unfair, and the unit m
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
anager continues to reiterate the reasons for the actions. What would be the best course of action
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
at this time?
4 4
a. Send the two disputants away to reach their own resolution.
4 4 4 4 4 4 4 4 4
b. Involve another staff nurse in the discussion for clarity issues.
4 4 4 4 4 4 4 4 4
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank
4 4 4 4 4 4 4 4 4
c. Ask each party to examine their own motives and issues in the conflict.
4 4 4 4 4 4 4 4 4 4 4 4
d. Continue to listen as the parties repeat their thoughts and feelings about the co
4 4 4 4 4 4 4 4 4 4 4 4 4
nflict.
ANS: C 4
For resolution of conflict, one should address the interests and involvement of participants in the
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
conflict by examining the real issues of all parties.
4 4 4 4 4 4 4 4
TOP: AONE competency: Communication and Relationship-Building
4 4 4 4 4
4. At a second negotiation session, the unit manager and staff nurse are unable to reach a res
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
olution. What is the appropriate next step?
4 4 4 4 4 4
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
4 4 4 4 4 4 4 4 4 4 4 4 4
b. Elevate the next negation session to the next manager, one level above.
4 4 4 4 4 4 4 4 4 4 4
c. Insist that participants continue to talk until a resolution has been reached.
4 4 4 4 4 4 4 4 4 4 4
d. Back the unit manager’s actions and end the dispute.
4 4 4 4 4 4 4 4
ANS: B 4
Part of leadership is understanding conflict resolution and ability to negotiate and manage for res
4 4 4 4 4 4 4 4 4 4 4 4 4 4
olution of issues and concerns. This situation has failed a second negotiation session, elevation t
4 4 4 4 4 4 4 4 4 4 4 4 4 4
o a manager with additional training to facilitate conflict resolution is important at this point.
4 4 4 4 4 4 4 4 4 4 4 4 4 4
TOP: AONE competency: Communication and Relationship-Building
4 4 4 4 4
5. The manager of a surgical area has a vision for the future that requires the addition of RN assista
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
nts or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff have always
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
practiced in a prN
i m aRr y nIu rsiGng-B
de.liC
veryMsystem and are very resistant to this idea.
U S N Tfor implementation of this change?
4 4 4 4 4 4 4 4 4 4 4
What would be the best initial strategy
4 4 4 4 4 4
4 4 4
4 4 4 4 4
a. Exploring the values and feelings of the RN group in relationship to this change
4 4 4 4 4 4 4 4 4 4 4 4 4
b. Leaving the RNs alone for a time so they can think about the change before it is im
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
plemented
c. Dropping the idea and trying for the change in a year or so when some of the pre
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
sent RNs have retired 4 4 4
d. Hiring the assistants and allowing the RNs to see what good additions they are
4 4 4 4 4 4 4 4 4 4 4 4 4
ANS: A 4
Influencing others requires emotional intelligence in domains such as empathy, handling relatio
4 4 4 4 4 4 4 4 4 4 4
nships, deepening self- 4 4
awareness in self and others, motivating others, and managing emotions. Motivating others reco
4 4 4 4 4 4 4 4 4 4 4 4
gnizes that values are powerful forces that influence acceptance of change. Leaving the RNs alo
4 4 4 4 4 4 4 4 4 4 4 4 4 4
ne for a period of time before implementation does not provide opportunity to explore different p
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
erspectives and values. Avoiding discussion until the team changes may not promote adoption o
4 4 4 4 4 4 4 4 4 4 4 4 4
f the change until there is opportunity to explore perspectives and values related to the change. H
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
iring of the assistants demonstrates lack of empathy for the perspectives of the RN staff.
4 4 4 4 4 4 4 4 4 4 4 4 4 4
TOP: AONE competency: Knowledge of the Health Care Environment
4 4 4 4 4 4 4 4
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank
4 4 4 4 4 4 4 4 4
6. As the RN charge nurse on the night shift in a small long-
4 4 4 4 4 4 4 4 4 4 4 4
term care facility, you’ve found that there is little turnover among your LPN and nursing assista
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
nt (NA) staff members, but they are not very motivated to go beyond their job descriptions in the
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
ir work. Which of the following strategies might motivate the staff and lead to greater job satisfa
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
ction?
a. Ask the director of nursing to offer higher wages and bonuses for extra work for th
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
e night LPNs and NAs. 4 4 4 4
b. Allow the LPNs and NAs greater decision- 4 4 4 4 4 4
making power within the scope of their positions in the institution. 4 4 4 4 4 4 4 4 4 4
c. Hire additional staff so that there are more staff available for enhanced care, and in
4 4 4 4 4 4 4 4 4 4 4 4 4 4
dividual workloads are lessened. 4 4 4
d. Ask the director of nursing to increase job security for night staff by having them sig
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
n contracts that guarantee work.4 4 4 4
ANS: B 4
Hygiene factors such as salary, working conditions, and security are consistent with Herzberg’s t
4 4 4 4 4 4 4 4 4 4 4 4 4
wo-
factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factors su
4 4 4 4 4 4 4 4 4 4 4 4
ch as recognition and satisfaction with work promote a satisfying and enriched work environmen
4 4 4 4 4 4 4 4 4 4 4 4 4
t. Transformational leaders use motivator factors liberally to inspire work performance and incre
4 4 4 4 4 4 4 4 4 4 4 4
ase job satisfaction.
4 4
TOP: AONE competency: Communication and Relationship-Building
4 4 4 4 4
7. The nurse manager wants to increase motivation by providing motivating factors for the nurse on
4 4 4 4 4 4 4 4 4 4 4 4 4 4
the unit. What action would be appropriate to motivate the staff?
4 4 4 4 4 4 4 4 4 4 4
a. Collaborate with the human resource/personnel department to develop on-site 4 4 4 4 4 4 4 4
daycare services. 4
b. Provide a hierarchical orgNaniR
zatiI
onalGstrB
uc.
tuCre. M 4 4 4 4
c. Implement a model of shar U
e d gSoveN
rnanTce. O 4 4 4 4 4
d. Promote the development of a flexible benefits package. 4 4 4 4 4 4 4
ANS: C 4
Complexity theory suggests that systems interact and adapt and that decision making occurs thro
4 4 4 4 4 4 4 4 4 4 4 4 4
ughout systems, as opposed to being held in a hierarchy. In complexity theory, every voice count
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
s, and therefore all levels of staff would be involved in decision making. This principle is the fou
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
ndation of shared governance. 4 4 4
TOP: AONE competency: Communication and Relationship-Building
4 4 4 4 4
8. A charge nurse on a busy 40-
4 4 4 4 4 4
bed medical/surgical unit is approached by a family member who begins to complain loudly abo
4 4 4 4 4 4 4 4 4 4 4 4 4 4
ut the quality of care his mother is receiving. His behavior is so disruptive that it is overheard by s
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
taff, physicians, and other visitors. The family member leaves the unit abruptly, and the nurse is l
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
eft feeling frustrated. Which behavior by the charge nurse best illustrates refined leadership skill
4 4 4 4 4 4 4 4 4 4 4 4 4
s in an emotionally intelligent practitioner?
4 4 4 4 4
a. Reflect to gain insight into how the situation could be handled differently in the fut
4 4 4 4 4 4 4 4 4 4 4 4 4 4
ure.
b. Try to catch up with the angry family member to resolve the concern.
4 4 4 4 4 4 4 4 4 4 4 4
c. Discuss the concern with the patient after the family member has left. 4 4 4 4 4 4 4 4 4 4 4
d. Notify nursing administration of the situation. 4 4 4 4 4
ANS: A 4
NURSINGTB.COM
