TEST BANK
FOR YODER-WISE’S
LEADING AND
MANAGING IN
CANADIAN NURSING
7TH EDITION BY
YODER-WISE
, Leading and Managing in Nursing 7th Edition Yoder-Wise 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 NUbut
RSmust
INGoften
T B.Ccare for
O M his wife, who is undergoing treatment
for breast cancer. According to Maslow’s need hierarchy 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 ygrievance ybrought yby ya ystaff ynurse yagainst ythe yunit ymanager yrequires ymediation. yAt
ythe yfirstymediation ysession, ythe ystaff ynurse yrepeatedly ycalls ythe yunit ymanager’s yactions
yunfair, yand ythe yunit ymanager ycontinues yto yreiterate ythe yreasons yfor ythe yactions. yWhat
ywould ybe ythe ybest ycourseyof yaction yat ythis ytime?
a. Send ythe ytwo ydisputants yaway yto yreach ytheir yown yresolution.
b. Involve yanother ystaff ynurse yin ythe ydiscussion yfor yclarity yissues.
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
c. Ask yeach yparty yto yexamine ytheir yown ymotives yand yissues yin ythe yconflict.
d. Continue yto ylisten yas ythe yparties yrepeat ytheir ythoughts yand yfeelings
yabout ytheyconflict.
ANS: y C
For yresolution yof yconflict, yone yshould yaddress ythe yinterests yand yinvolvement yof
yparticipants yinythe yconflict yby yexamining ythe yreal yissues yof yall yparties.
TOP: y AONE ycompetency: yCommunication yand yRelationship-Building
4. At ya ysecond ynegotiation ysession, ythe yunit ymanager yand ystaff ynurse yare yunable
yto yreach yayresolution. yWhat yis ythe yappropriate ynext ystep?
a. Arrange yanother ymeeting yin ya yweek’s ytime yso yas yto yallow ya ycooling-off yperiod.
b. Elevate ythe ynext ynegation ysession yto ythe ynext ymanager, yone ylevel yabove.
c. Insist ythat yparticipants ycontinue yto ytalk yuntil ya yresolution yhas ybeen yreached.
d. Back ythe yunit ymanager’s yactions yand yend ythe ydispute.
ANS: y B
Part yof yleadership yis yunderstanding yconflict yresolution yand yability yto ynegotiate yand
ymanage yforyresolution yof yissues yand yconcerns. yThis ysituation yhas yfailed ya ysecond
ynegotiation ysession, yelevation yto ya ymanager ywith yadditional ytraining yto yfacilitate
yconflict yresolution yis yimportant yat ythis ypoint.
TOP: y AONE ycompetency: yCommunication yand yRelationship-Building
5. The ymanager yof ya ysurgical yarea yhas ya yvision yfor ythe yfuture ythat yrequires ythe yaddition
yof yRN yassistants yor yunlicensed ypersons yto yfeed, ybathe, yand yambulate ypatients. yThe
O N R I G B.C Msystem yand yare
yRNs yon ythe ystaff yhave yalways ypracticed yin ya yprimary ynursing-delivery
U S N T
yvery yresistant yto ythis yidea.
What ywould ybe ythe ybest yinitial ystrategy yfor yimplementation yof ythis ychange?
a. Exploring ythe yvalues yand yfeelings yof ythe yRN ygroup yin yrelationship yto ythis ychange
b. Leaving ythe yRNs yalone yfor ya ytime yso ythey ycan ythink yabout ythe ychange
ybefore yit yisyimplemented
c. Dropping ythe yidea yand ytrying yfor ythe ychange yin ya yyear yor yso ywhen
ysome yof ytheypresent yRNs yhave yretired
d. Hiring ythe yassistants yand yallowing ythe yRNs yto ysee ywhat ygood yadditions ythey yare
ANS: y A
Influencing yothers yrequires yemotional yintelligence yin ydomains ysuch yas yempathy,
yhandling yrelationships, ydeepening yself-awareness yin yself yand yothers, ymotivating yothers,
yand ymanaging yemotions. yMotivating yothers yrecognizes ythat yvalues yare ypowerful yforces
ythat yinfluence yacceptance yof ychange. yLeaving ythe yRNs yalone yfor ya yperiod yof ytime
ybefore yimplementation ydoesynot yprovide yopportunity yto yexplore ydifferent yperspectives
yand yvalues. yAvoiding ydiscussion yuntil ythe yteam ychanges ymay ynot ypromote yadoption yof
ythe ychange yuntil ythere yis yopportunity yto yexplore yperspectives yand yvalues yrelated yto ythe
ychange. yHiring yof ythe yassistants ydemonstrates ylack yof yempathy yfor ythe yperspectives yof
ythe yRN ystaff.
TOP: y AONE ycompetency: yKnowledge yof ythe yHealth yCare yEnvironment
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
6. As ythe yRN ycharge ynurse yon ythe ynight yshift yin ya ysmall ylong-term ycare yfacility, yyou’ve
yfound ythatythere yis ylittle yturnover yamong yyour yLPN yand ynursing yassistant y(NA) ystaff
ymembers, ybut ythey yare ynot yvery ymotivated yto ygo ybeyond ytheir yjob ydescriptions yin
ytheir ywork. yWhich yof ythe yfollowing ystrategies ymight ymotivate ythe ystaff yand ylead yto
ygreater yjob ysatisfaction?
a. Ask ythe ydirector yof ynursing yto yoffer yhigher ywages yand ybonuses yfor yextra
ywork yforythe ynight yLPNs yand yNAs.
b. Allow ythe yLPNs yand yNAs ygreater ydecision-making ypower ywithin ythe yscope
yof ytheirypositions yin ythe yinstitution.
c. Hire yadditional ystaff yso ythat ythere yare ymore ystaff yavailable yfor yenhanced
ycare, yandyindividual yworkloads yare ylessened.
d. Ask ythe ydirector yof ynursing yto yincrease yjob ysecurity yfor ynight ystaff yby
yhaving ythemysign ycontracts ythat yguarantee ywork.
ANS: y B
Hygiene yfactors ysuch yas ysalary, yworking yconditions, yand ysecurity yare yconsistent ywith
yHerzberg’s ytwo-factor ytheory yof ymotivation; ymeeting ythese yneeds yavoids yjob
ydissatisfaction. yMotivator yfactors ysuch yas yrecognition yand ysatisfaction ywith ywork
ypromote ya ysatisfying yand yenriched ywork yenvironment. yTransformational yleaders yuse
ymotivator yfactors yliberally yto yinspireywork yperformance yand yincrease yjob ysatisfaction.
TOP: y AONE ycompetency: yCommunication yand yRelationship-Building
7. The ynurse ymanager ywants yto yincrease ymotivation yby yproviding ymotivating yfactors yfor
ythe ynurseyon ythe yunit. yWhat yaction ywould ybe yappropriate yto ymotivate ythe ystaff?
a. Collaborate ywith ythe yhuman yresource/personnel ydepartment yto ydevelop
yon-siteydaycare yservices.
b. Provide ya yhierarchical yorganizational ystructure. y
N R I G B.C M
c. Implement ya ymodel yof ysharU ed ygS
oveN
rnanTce. O
d. Promote ythe ydevelopment yof ya yflexible ybenefits ypackage.
ANS: y C
Complexity ytheory ysuggests ythat ysystems yinteract yand yadapt yand ythat ydecision ymaking
yoccursythroughout ysystems, yas yopposed yto ybeing yheld yin ya yhierarchy. yIn ycomplexity
ytheory, yevery yvoice ycounts, yand ytherefore yall ylevels yof ystaff ywould ybe yinvolved yin
ydecision ymaking. yThis yprinciple yis ythe yfoundation yof yshared ygovernance.
TOP: y AONE ycompetency: yCommunication yand yRelationship-Building
8. A ycharge ynurse yon ya ybusy y40-bed ymedical/surgical yunit yis yapproached yby ya yfamily
ymember ywho ybegins yto ycomplain yloudly yabout ythe yquality yof ycare yhis ymother yis
yreceiving. yHis ybehavior yis yso ydisruptive ythat yit yis yoverheard yby ystaff, yphysicians, yand
yother yvisitors. yThe yfamily ymemberyleaves ythe yunit yabruptly, yand ythe ynurse yis yleft
yfeeling yfrustrated. yWhich ybehavior yby ythe ycharge ynurse ybest yillustrates yrefined
yleadership yskills yin yan yemotionally yintelligent ypractitioner?
a. Reflect yto ygain yinsight yinto yhow ythe ysituation ycould ybe yhandled
ydifferently yin ytheyfuture.
b. Try yto ycatch yup ywith ythe yangry yfamily ymember yto yresolve ythe yconcern.
c. Discuss ythe yconcern ywith ythe ypatient yafter ythe yfamily ymember yhas yleft.
d. Notify ynursing yadministration yof ythe ysituation.
ANS: y A
NURSINGTB.COM
FOR YODER-WISE’S
LEADING AND
MANAGING IN
CANADIAN NURSING
7TH EDITION BY
YODER-WISE
, Leading and Managing in Nursing 7th Edition Yoder-Wise 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 NUbut
RSmust
INGoften
T B.Ccare for
O M his wife, who is undergoing treatment
for breast cancer. According to Maslow’s need hierarchy 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 ygrievance ybrought yby ya ystaff ynurse yagainst ythe yunit ymanager yrequires ymediation. yAt
ythe yfirstymediation ysession, ythe ystaff ynurse yrepeatedly ycalls ythe yunit ymanager’s yactions
yunfair, yand ythe yunit ymanager ycontinues yto yreiterate ythe yreasons yfor ythe yactions. yWhat
ywould ybe ythe ybest ycourseyof yaction yat ythis ytime?
a. Send ythe ytwo ydisputants yaway yto yreach ytheir yown yresolution.
b. Involve yanother ystaff ynurse yin ythe ydiscussion yfor yclarity yissues.
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
c. Ask yeach yparty yto yexamine ytheir yown ymotives yand yissues yin ythe yconflict.
d. Continue yto ylisten yas ythe yparties yrepeat ytheir ythoughts yand yfeelings
yabout ytheyconflict.
ANS: y C
For yresolution yof yconflict, yone yshould yaddress ythe yinterests yand yinvolvement yof
yparticipants yinythe yconflict yby yexamining ythe yreal yissues yof yall yparties.
TOP: y AONE ycompetency: yCommunication yand yRelationship-Building
4. At ya ysecond ynegotiation ysession, ythe yunit ymanager yand ystaff ynurse yare yunable
yto yreach yayresolution. yWhat yis ythe yappropriate ynext ystep?
a. Arrange yanother ymeeting yin ya yweek’s ytime yso yas yto yallow ya ycooling-off yperiod.
b. Elevate ythe ynext ynegation ysession yto ythe ynext ymanager, yone ylevel yabove.
c. Insist ythat yparticipants ycontinue yto ytalk yuntil ya yresolution yhas ybeen yreached.
d. Back ythe yunit ymanager’s yactions yand yend ythe ydispute.
ANS: y B
Part yof yleadership yis yunderstanding yconflict yresolution yand yability yto ynegotiate yand
ymanage yforyresolution yof yissues yand yconcerns. yThis ysituation yhas yfailed ya ysecond
ynegotiation ysession, yelevation yto ya ymanager ywith yadditional ytraining yto yfacilitate
yconflict yresolution yis yimportant yat ythis ypoint.
TOP: y AONE ycompetency: yCommunication yand yRelationship-Building
5. The ymanager yof ya ysurgical yarea yhas ya yvision yfor ythe yfuture ythat yrequires ythe yaddition
yof yRN yassistants yor yunlicensed ypersons yto yfeed, ybathe, yand yambulate ypatients. yThe
O N R I G B.C Msystem yand yare
yRNs yon ythe ystaff yhave yalways ypracticed yin ya yprimary ynursing-delivery
U S N T
yvery yresistant yto ythis yidea.
What ywould ybe ythe ybest yinitial ystrategy yfor yimplementation yof ythis ychange?
a. Exploring ythe yvalues yand yfeelings yof ythe yRN ygroup yin yrelationship yto ythis ychange
b. Leaving ythe yRNs yalone yfor ya ytime yso ythey ycan ythink yabout ythe ychange
ybefore yit yisyimplemented
c. Dropping ythe yidea yand ytrying yfor ythe ychange yin ya yyear yor yso ywhen
ysome yof ytheypresent yRNs yhave yretired
d. Hiring ythe yassistants yand yallowing ythe yRNs yto ysee ywhat ygood yadditions ythey yare
ANS: y A
Influencing yothers yrequires yemotional yintelligence yin ydomains ysuch yas yempathy,
yhandling yrelationships, ydeepening yself-awareness yin yself yand yothers, ymotivating yothers,
yand ymanaging yemotions. yMotivating yothers yrecognizes ythat yvalues yare ypowerful yforces
ythat yinfluence yacceptance yof ychange. yLeaving ythe yRNs yalone yfor ya yperiod yof ytime
ybefore yimplementation ydoesynot yprovide yopportunity yto yexplore ydifferent yperspectives
yand yvalues. yAvoiding ydiscussion yuntil ythe yteam ychanges ymay ynot ypromote yadoption yof
ythe ychange yuntil ythere yis yopportunity yto yexplore yperspectives yand yvalues yrelated yto ythe
ychange. yHiring yof ythe yassistants ydemonstrates ylack yof yempathy yfor ythe yperspectives yof
ythe yRN ystaff.
TOP: y AONE ycompetency: yKnowledge yof ythe yHealth yCare yEnvironment
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
6. As ythe yRN ycharge ynurse yon ythe ynight yshift yin ya ysmall ylong-term ycare yfacility, yyou’ve
yfound ythatythere yis ylittle yturnover yamong yyour yLPN yand ynursing yassistant y(NA) ystaff
ymembers, ybut ythey yare ynot yvery ymotivated yto ygo ybeyond ytheir yjob ydescriptions yin
ytheir ywork. yWhich yof ythe yfollowing ystrategies ymight ymotivate ythe ystaff yand ylead yto
ygreater yjob ysatisfaction?
a. Ask ythe ydirector yof ynursing yto yoffer yhigher ywages yand ybonuses yfor yextra
ywork yforythe ynight yLPNs yand yNAs.
b. Allow ythe yLPNs yand yNAs ygreater ydecision-making ypower ywithin ythe yscope
yof ytheirypositions yin ythe yinstitution.
c. Hire yadditional ystaff yso ythat ythere yare ymore ystaff yavailable yfor yenhanced
ycare, yandyindividual yworkloads yare ylessened.
d. Ask ythe ydirector yof ynursing yto yincrease yjob ysecurity yfor ynight ystaff yby
yhaving ythemysign ycontracts ythat yguarantee ywork.
ANS: y B
Hygiene yfactors ysuch yas ysalary, yworking yconditions, yand ysecurity yare yconsistent ywith
yHerzberg’s ytwo-factor ytheory yof ymotivation; ymeeting ythese yneeds yavoids yjob
ydissatisfaction. yMotivator yfactors ysuch yas yrecognition yand ysatisfaction ywith ywork
ypromote ya ysatisfying yand yenriched ywork yenvironment. yTransformational yleaders yuse
ymotivator yfactors yliberally yto yinspireywork yperformance yand yincrease yjob ysatisfaction.
TOP: y AONE ycompetency: yCommunication yand yRelationship-Building
7. The ynurse ymanager ywants yto yincrease ymotivation yby yproviding ymotivating yfactors yfor
ythe ynurseyon ythe yunit. yWhat yaction ywould ybe yappropriate yto ymotivate ythe ystaff?
a. Collaborate ywith ythe yhuman yresource/personnel ydepartment yto ydevelop
yon-siteydaycare yservices.
b. Provide ya yhierarchical yorganizational ystructure. y
N R I G B.C M
c. Implement ya ymodel yof ysharU ed ygS
oveN
rnanTce. O
d. Promote ythe ydevelopment yof ya yflexible ybenefits ypackage.
ANS: y C
Complexity ytheory ysuggests ythat ysystems yinteract yand yadapt yand ythat ydecision ymaking
yoccursythroughout ysystems, yas yopposed yto ybeing yheld yin ya yhierarchy. yIn ycomplexity
ytheory, yevery yvoice ycounts, yand ytherefore yall ylevels yof ystaff ywould ybe yinvolved yin
ydecision ymaking. yThis yprinciple yis ythe yfoundation yof yshared ygovernance.
TOP: y AONE ycompetency: yCommunication yand yRelationship-Building
8. A ycharge ynurse yon ya ybusy y40-bed ymedical/surgical yunit yis yapproached yby ya yfamily
ymember ywho ybegins yto ycomplain yloudly yabout ythe yquality yof ycare yhis ymother yis
yreceiving. yHis ybehavior yis yso ydisruptive ythat yit yis yoverheard yby ystaff, yphysicians, yand
yother yvisitors. yThe yfamily ymemberyleaves ythe yunit yabruptly, yand ythe ynurse yis yleft
yfeeling yfrustrated. yWhich ybehavior yby ythe ycharge ynurse ybest yillustrates yrefined
yleadership yskills yin yan yemotionally yintelligent ypractitioner?
a. Reflect yto ygain yinsight yinto yhow ythe ysituation ycould ybe yhandled
ydifferently yin ytheyfuture.
b. Try yto ycatch yup ywith ythe yangry yfamily ymember yto yresolve ythe yconcern.
c. Discuss ythe yconcern ywith ythe ypatient yafter ythe yfamily ymember yhas yleft.
d. Notify ynursing yadministration yof ythe ysituation.
ANS: y A
NURSINGTB.COM
