Test Bank For
Leading and Managing in Nursing
Authors: Patricia S. Yoder-Wise, Susan
Sportsman
8th edition
,Table Of Content
PART 1: Overview
1. Leading, Managing, and Following
2. Quality and Safety
3. Ethical and Legal Issues in Nursing
4. Toward Justice
5. Healthy Workplaces, Healthy Workforce
6. Translating Research Into Practice
PART 2: Know Yourself
7. Gaining Personal Insight: Being an Effective Follower and Leader
8. Communication and Conflict
PART 3: Know the Organization
9. Healthcare Organizations and Structures
10. Person-Centered Care
11. Staffing and Scheduling
12. Workforce Engagement Through Collective Action and Governance
13. Solving Problems and Influencing Positive Outcomes
14. Delegating: Authority, Accountability, and Responsibility in Delegation Decisions
15. Effecting Change, Large and Small
16. Building Effective Teams
PART 4 : Use Your Skills
17. The Impact of Technology
18. Artificial Intelligence
19. Managing Costs and Budgets
20. Selecting, Developing, and Evaluating Staff
21. Managing Personal and Personnel Problems
PART 5 : Prepare for the Future
22. Role Transition
23. Managing Your Career
24. Developing Leaders, Managers, and Followers
25. Thriving for the Future
,Chapter: 1. Leading, Managing, and Following
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.
ANSWER: 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 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.
ANSWER: 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 Courseof 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.
ANSWER: 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.
ANSWER: 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 Manager Of A Surgical Area Has A Vision For The Future That Requires
The Addition Of RN Assistants Or Unlicensed Persons To Feed, Bathe, And Ambulate Patients.
Leading and Managing in Nursing
Authors: Patricia S. Yoder-Wise, Susan
Sportsman
8th edition
,Table Of Content
PART 1: Overview
1. Leading, Managing, and Following
2. Quality and Safety
3. Ethical and Legal Issues in Nursing
4. Toward Justice
5. Healthy Workplaces, Healthy Workforce
6. Translating Research Into Practice
PART 2: Know Yourself
7. Gaining Personal Insight: Being an Effective Follower and Leader
8. Communication and Conflict
PART 3: Know the Organization
9. Healthcare Organizations and Structures
10. Person-Centered Care
11. Staffing and Scheduling
12. Workforce Engagement Through Collective Action and Governance
13. Solving Problems and Influencing Positive Outcomes
14. Delegating: Authority, Accountability, and Responsibility in Delegation Decisions
15. Effecting Change, Large and Small
16. Building Effective Teams
PART 4 : Use Your Skills
17. The Impact of Technology
18. Artificial Intelligence
19. Managing Costs and Budgets
20. Selecting, Developing, and Evaluating Staff
21. Managing Personal and Personnel Problems
PART 5 : Prepare for the Future
22. Role Transition
23. Managing Your Career
24. Developing Leaders, Managers, and Followers
25. Thriving for the Future
,Chapter: 1. Leading, Managing, and Following
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.
ANSWER: 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 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.
ANSWER: 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 Courseof 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.
ANSWER: 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.
ANSWER: 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 Manager Of A Surgical Area Has A Vision For The Future That Requires
The Addition Of RN Assistants Or Unlicensed Persons To Feed, Bathe, And Ambulate Patients.
