TEST BANK
,Chapter 01: Leading, Managing, and Following
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 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.
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 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 tN
oUMRaSslIN‘G
ow s Tn eBe.dCh i O
e r a r c h y 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.
ANS: D
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 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.
ANS: 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.
ANS: 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 imanager iof ia isurgical iarea ihas ia ivision ifor ithe ifuture ithat irequires ithe iaddition iof
iRN iassistants ior iunlicensed ipersons ito ifeed, ibathe, iand iambulate ipatients. iThe iRNs ion
ithe istaff
have ialways ipracticed iin ia ip rN
i m aRr y inIur siGn g-B
d e.liC
ver yMs ys tem iand iare iveryiresistant ito ithis iidea.
iWhat iwould ibe ithe ibest iinitial Uistrategy
S ifor iimplementation iof ithis ichange?
a. Exploring ithe ivalues iand ifeelings iof ithe iRN igroup iin irelationship ito ithis ichange
b. Leaving ithe iRNs ialone ifor ia itime iso ithey ican ithink iabout ithe ichange ibefore
iit iis iimplemented
c. Dropping ithe iidea iand itrying ifor ithe ichange iin ia iyear ior iso iwhen isome iof
ithe ipresent iRNs ihave iretired
d. Hiring ithe iassistants iand iallowing ithe iRNs ito isee iwhat igood iadditions ithey iare
ANS: i A
Influencing iothers irequires iemotional iintelligence iin idomains isuch ias iempathy, ihandling
irelationships, ideepening iself-awareness iin iself iand iothers, imotivating iothers, iand
imanaging iemotions. iMotivating iothers irecognizes ithat ivalues iare ipowerful iforces ithat
iinfluence iacceptance iof ichange. iLeaving ithe iRNs ialone ifor ia iperiod iof itime ibefore
iimplementation idoes inot iprovide iopportunity ito iexplore idifferent iperspectives iand ivalues.
iAvoiding idiscussion iuntil ithe iteam ichanges imay inot ipromote iadoption iof ithe ichange iuntil
ithere iis iopportunity ito iexplore iperspectives iand ivalues irelated ito ithe ichange. iHiring iof ithe
iassistants idemonstrates ilack iof iempathy ifor ithe iperspectives iof ithe iRN istaff.
TOP: i AONE icompetency: iKnowledge iof ithe iHealth iCare iEnvironment
, 6. As ithe iRN icharge inurse ion ithe inight ishift iin ia ismall ilong-term icare ifacility, iyou‘ve ifound
ithat ithere iis ilittle iturnover iamong iyour iLPN iand inursing iassistant i(NA) istaff imembers,
ibut ithey iare inot ivery imotivated ito igo ibeyond itheir ijob idescriptions iin itheir iwork. iWhich
iof ithe ifollowing istrategies imight imotivate ithe istaff iand ilead ito igreater ijob isatisfaction?
a. Ask ithe idirector iof inursing ito ioffer ihigher iwages iand ibonuses ifor iextra iwork
ifor ithe inight iLPNs iand iNAs.
b. Allow ithe iLPNs iand iNAs igreater idecision-making ipower iwithin ithe iscope iof
itheir ipositions iin ithe iinstitution.
c. Hire iadditional istaff iso ithat ithere iare imore istaff iavailable ifor ienhanced icare,
iand iindividual iworkloads iare ilessened.
d. Ask ithe idirector iof inursing ito iincrease ijob isecurity ifor inight istaff iby ihaving
ithem isign icontracts ithat iguarantee iwork.
ANS: i B
Hygiene ifactors isuch ias isalary, iworking iconditions, iand isecurity iare iconsistent iwith
iHerzberg‘s itwo-factor itheory iof imotivation; imeeting ithese ineeds iavoids ijob idissatisfaction.
iMotivator ifactors isuch ias irecognition iand isatisfaction iwith iwork ipromote ia isatisfying iand
ienriched iwork ienvironment. iTransformational ileaders iuse imotivator ifactors iliberally ito
iinspire iwork iperformance iand iincrease ijob isatisfaction.
TOP: i AONE icompetency: iCommunication iand iRelationship-Building
7. The inurse imanager iwants ito iincrease imotivation iby iproviding imotivating ifactors ifor ithe
inurse ion ithe iunit. iWhat iaction iwould ibe iappropriate ito imotivate ithe istaff?
a. Collaborate iwith ithe ihuman iresource/personnel idepartment ito idevelop ion-
site idaycare iservices.
b. Provide i a i hierarchical i orgNaniR
zatiI
o nalGstr B
u c.tuCre . i M
c. Implement ia imodel iof ishare d ig o v e rn anTc e. O
U S N
d. Promote ithe idevelopment iof ia iflexible ibenefits ipackage.
ANS: i C
Complexity itheory isuggests ithat isystems iinteract iand iadapt iand ithat idecision imaking
ioccurs ithroughout isystems, ias iopposed ito ibeing iheld iin ia ihierarchy. iIn icomplexity
itheory, ievery ivoice icounts, iand itherefore iall ilevels iof istaff iwould ibe iinvolved iin
idecision imaking. iThis iprinciple iis ithe ifoundation iof ishared igovernance.
TOP: i AONE icompetency: iCommunication iand iRelationship-Building
8. A icharge inurse ion ia ibusy i40-bed imedical/surgical i unit iis iapproached iby ia ifamily imember
iwho ibegins ito icomplain iloudly iabout ithe iquality iof icare ihis imother iis ireceiving. iHis
ibehavior iis iso idisruptive ithat iit iis ioverheard iby istaff, iphysicians, iand iother ivisitors. iThe
ifamily imember ileaves ithe iunit iabruptly, iand ithe inurse iis ileft ifeeling ifrustrated. iWhich
ibehavior iby ithe icharge inurse ibest iillustrates irefined ileadership iskills iin ian iemotionally
iintelligent ipractitioner?
a. Reflect ito igain iinsight iinto ihow ithe isituation icould ibe ihandled idifferently iin
ithe ifuture.
b. Try ito icatch iup iwith ithe iangry ifamily imember ito iresolve ithe iconcern.
c. Discuss ithe iconcern iwith ithe ipatient iafter ithe ifamily imember ihas ileft.
d. Notify inursing iadministration iof ithe isituation.
ANS: i A
,Chapter 01: Leading, Managing, and Following
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 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.
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 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 tN
oUMRaSslIN‘G
ow s Tn eBe.dCh i O
e r a r c h y 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.
ANS: D
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 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.
ANS: 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.
ANS: 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 imanager iof ia isurgical iarea ihas ia ivision ifor ithe ifuture ithat irequires ithe iaddition iof
iRN iassistants ior iunlicensed ipersons ito ifeed, ibathe, iand iambulate ipatients. iThe iRNs ion
ithe istaff
have ialways ipracticed iin ia ip rN
i m aRr y inIur siGn g-B
d e.liC
ver yMs ys tem iand iare iveryiresistant ito ithis iidea.
iWhat iwould ibe ithe ibest iinitial Uistrategy
S ifor iimplementation iof ithis ichange?
a. Exploring ithe ivalues iand ifeelings iof ithe iRN igroup iin irelationship ito ithis ichange
b. Leaving ithe iRNs ialone ifor ia itime iso ithey ican ithink iabout ithe ichange ibefore
iit iis iimplemented
c. Dropping ithe iidea iand itrying ifor ithe ichange iin ia iyear ior iso iwhen isome iof
ithe ipresent iRNs ihave iretired
d. Hiring ithe iassistants iand iallowing ithe iRNs ito isee iwhat igood iadditions ithey iare
ANS: i A
Influencing iothers irequires iemotional iintelligence iin idomains isuch ias iempathy, ihandling
irelationships, ideepening iself-awareness iin iself iand iothers, imotivating iothers, iand
imanaging iemotions. iMotivating iothers irecognizes ithat ivalues iare ipowerful iforces ithat
iinfluence iacceptance iof ichange. iLeaving ithe iRNs ialone ifor ia iperiod iof itime ibefore
iimplementation idoes inot iprovide iopportunity ito iexplore idifferent iperspectives iand ivalues.
iAvoiding idiscussion iuntil ithe iteam ichanges imay inot ipromote iadoption iof ithe ichange iuntil
ithere iis iopportunity ito iexplore iperspectives iand ivalues irelated ito ithe ichange. iHiring iof ithe
iassistants idemonstrates ilack iof iempathy ifor ithe iperspectives iof ithe iRN istaff.
TOP: i AONE icompetency: iKnowledge iof ithe iHealth iCare iEnvironment
, 6. As ithe iRN icharge inurse ion ithe inight ishift iin ia ismall ilong-term icare ifacility, iyou‘ve ifound
ithat ithere iis ilittle iturnover iamong iyour iLPN iand inursing iassistant i(NA) istaff imembers,
ibut ithey iare inot ivery imotivated ito igo ibeyond itheir ijob idescriptions iin itheir iwork. iWhich
iof ithe ifollowing istrategies imight imotivate ithe istaff iand ilead ito igreater ijob isatisfaction?
a. Ask ithe idirector iof inursing ito ioffer ihigher iwages iand ibonuses ifor iextra iwork
ifor ithe inight iLPNs iand iNAs.
b. Allow ithe iLPNs iand iNAs igreater idecision-making ipower iwithin ithe iscope iof
itheir ipositions iin ithe iinstitution.
c. Hire iadditional istaff iso ithat ithere iare imore istaff iavailable ifor ienhanced icare,
iand iindividual iworkloads iare ilessened.
d. Ask ithe idirector iof inursing ito iincrease ijob isecurity ifor inight istaff iby ihaving
ithem isign icontracts ithat iguarantee iwork.
ANS: i B
Hygiene ifactors isuch ias isalary, iworking iconditions, iand isecurity iare iconsistent iwith
iHerzberg‘s itwo-factor itheory iof imotivation; imeeting ithese ineeds iavoids ijob idissatisfaction.
iMotivator ifactors isuch ias irecognition iand isatisfaction iwith iwork ipromote ia isatisfying iand
ienriched iwork ienvironment. iTransformational ileaders iuse imotivator ifactors iliberally ito
iinspire iwork iperformance iand iincrease ijob isatisfaction.
TOP: i AONE icompetency: iCommunication iand iRelationship-Building
7. The inurse imanager iwants ito iincrease imotivation iby iproviding imotivating ifactors ifor ithe
inurse ion ithe iunit. iWhat iaction iwould ibe iappropriate ito imotivate ithe istaff?
a. Collaborate iwith ithe ihuman iresource/personnel idepartment ito idevelop ion-
site idaycare iservices.
b. Provide i a i hierarchical i orgNaniR
zatiI
o nalGstr B
u c.tuCre . i M
c. Implement ia imodel iof ishare d ig o v e rn anTc e. O
U S N
d. Promote ithe idevelopment iof ia iflexible ibenefits ipackage.
ANS: i C
Complexity itheory isuggests ithat isystems iinteract iand iadapt iand ithat idecision imaking
ioccurs ithroughout isystems, ias iopposed ito ibeing iheld iin ia ihierarchy. iIn icomplexity
itheory, ievery ivoice icounts, iand itherefore iall ilevels iof istaff iwould ibe iinvolved iin
idecision imaking. iThis iprinciple iis ithe ifoundation iof ishared igovernance.
TOP: i AONE icompetency: iCommunication iand iRelationship-Building
8. A icharge inurse ion ia ibusy i40-bed imedical/surgical i unit iis iapproached iby ia ifamily imember
iwho ibegins ito icomplain iloudly iabout ithe iquality iof icare ihis imother iis ireceiving. iHis
ibehavior iis iso idisruptive ithat iit iis ioverheard iby istaff, iphysicians, iand iother ivisitors. iThe
ifamily imember ileaves ithe iunit iabruptly, iand ithe inurse iis ileft ifeeling ifrustrated. iWhich
ibehavior iby ithe icharge inurse ibest iillustrates irefined ileadership iskills iin ian iemotionally
iintelligent ipractitioner?
a. Reflect ito igain iinsight iinto ihow ithe isituation icould ibe ihandled idifferently iin
ithe ifuture.
b. Try ito icatch iup iwith ithe iangry ifamily imember ito iresolve ithe iconcern.
c. Discuss ithe iconcern iwith ithe ipatient iafter ithe ifamily imember ihas ileft.
d. Notify inursing iadministration iof ithe isituation.
ANS: i A
