Test Bank For
Leading And Managing In Nursing 8th Edition
By Patricia S. Yoder-Wise; Susan Sportsman ( 2025 Latest Edition)Chapter 1- 25 /
Complete Questions And Answers A+
,Table Of Contents
Chapter 01: Leading, Managing, And Following ........................ 4
Chapter 02: Quality And Safety ................................................ 16
Chapter 03: Ethical And Legal Issues In Nursing .................... 28
Chapter 04: Toward Justice ..................................................... 40
Chapter 05: Healthy Workplaces, Healthy Workforce ............ 52
Chapter 06: Translating Research Into Practice ..................... 63
Chapter 07: Gaining Personal Insight: Being An Effective
Follower And Leader ................................................................ 76
Chapter 08: Communication And Conflict ................................ 86
Chapter 09: Healthcare Organizations And Structures ............ 99
Chapter 10: Person-Centered Care......................................... 112
Chapter 11: Staffing And Scheduling ..................................... 124
Chapter 12: Workforce Engagement Through Collective Action
And Governance ..................................................................... 136
Chapter 13: Solving Problems And Influencing Positive
Outcomes ................................................................................ 151
Chapter 14: Delegating: Authority, Accountability, And
Responsibility In Delegation Decisions.................................. 166
Chapter 15: Effecting Change, Large And Small .................... 182
Chapter 16: Building Effective Teams .................................... 196
Chapter 17: The Impact Of Technology .................................. 211
Chapter 18: Artificial Intelligence.......................................... 226
Chapter 19: Managing Costs And Budgets ............................. 239
Chapter 20: Selecting, Developing, And Evaluating Staff ....... 255
Chapter 21: Managing Personal And Personnel Problems ... 269
Chapter 22: Role Transition .................................................. 281
Chapter 23: Managing Your Career ....................................... 294
,Chapter 24: Developing Leaders, Managers, And Followers . 305
Chapter 25: Thriving For The Future .................................... 318
,Chapter 01: Leading, Managing, And Following
Yoder-Wise: Leading And Managing In Nursing, 8th Edition
1. A Nurse Manager Of A 20-Bed Medical Unit Finds That 80% Of 1.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 Communityenvironment.
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 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.
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. The Rns On The
Staff Have Always Practiced In A Primary Nursing-Delivery System And Are Very Resistant To This
Idea. What Would Be The Best Initial Strategy For Implementation Of This Change?
A. Exploring The Values And Feelings Of The Rn Group In Relationship To This Change
B. Leaving The Rns Alone For A Time So They Can Think About The Change Before It Is
Implemented
C. Dropping The Idea And Trying For The Change In A Year Or So When Some Of The
Present Rns Have Retired
D. Hiring The Assistants And Allowing The Rns To See What Good Additions They Are
Answer:A
Influencing Others Requires Emotional Intelligence In Domains Such As Empathy, Handling
Relationships, Deepening Self-Awareness In Self And Others, Motivating Others, And Managing
Emotions. Motivating Others Recognizes That Values Are Powerful Forces That Influence
Acceptance Of Change. Leaving The Rns Alone For A Period Of Time Before Implementation
Does Not Provide Opportunity To Explore Different Perspectives And Values. Avoiding Discussion
Until The Team Changes May Not Promote Adoption Of The Change Until There Is Opportunity
To Explore Perspectives And Values Related To The Change. Hiring Of The Assistants
Demonstrates Lack Of Empathy For The Perspectives Of The Rn Staff.
Top: Aone Competency: Knowledge Of The Health Care Environment
6. As The Rn Charge Nurse On The Night Shift In A Small Long-Term Care Facility, You‘Ve
Found That There Is Little Turnover Among Your Lpn And Nursing Assistant (Na) Staff Members,
But They Are Not Very Motivated To Go Beyond Their Job Descriptions In Their Work. Which Of
The Following Strategies Might Motivate The Staff And Lead To Greater Job Satisfaction?
A. Ask The Director Of Nursing To Offer Higher Wages And Bonuses For Extra Work For The
Night Lpns And Nas.
B. Allow The Lpns And Nas Greater Decision-Making Power Within The Scope Of Their
Positions In The Institution.
C. Hire Additional Staff So That There Are More Staff Available For Enhanced Care, And
Individual Workloads Are Lessened.
,D. Ask The Director Of Nursing To Increase Job Security For Night Staff By Having Them Sign
Contracts That Guarantee Work.
Answer:B
Hygiene Factors Such As Salary, Working Conditions, And Security Are Consistent With
Herzberg‘S Two-Factor Theory Of Motivation; Meeting These Needs Avoids Job Dissatisfaction.
Motivator Factors Such As Recognition And Satisfaction With Work Promote A Satisfying And
Enriched Work Environment. Transformational Leaders Use Motivator Factors Liberally To
Inspire Work Performance And Increase Job Satisfaction.
Top: Aone Competency: Communication And Relationship-Building
7. The Nurse Manager Wants To Increase Motivation By Providing Motivating Factors For
The Nurse On The Unit. What Action Would Be Appropriate To Motivate The Staff?
A. Collaborate With The Human Resource/Personnel Department To Develop On-Site
Daycare Services.
B. Provide A Hierarchical Organizational Structure.
C. Implement A Model Of Shared Governance.
D. Promote The Development Of A Flexible Benefits Package.
Answer:C
Complexity Theory Suggests That Systems Interact And Adapt And That Decision Making Occurs
Throughout 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. This
Principle Is The Foundation Of Shared Governance.
Top: Aone Competency: Communication And Relationship-Building
8. The Nurse Manager Has Been Asked To Implement An Evidence-Based Approach To
Teach Ostomy Patients Self-Management Skills Postoperatively. The Program Is To Be
Implemented Across The Entire Facility. What Illustrates Effective Leadership In This Situation?
A. The Training Modules Are Left In The Staff Room For Times When Staff Are Available.
B. The Current Approach Is Continued Because It Is Also Evidence-Based And Is More
Familiar To Staff.
C. You Decide To Implement The Approach At A Later Date Because Of Feedback From The
Rns That The New Approach Takes Too Much Time.
,D. An Rn Who Is Already Familiar With The New Approach Of Volunteers To Take The Lead
In Mentoring And Teaching Others How To Implement It.
Answer:D
Followership Occurs When There Is Acquiescence To A Peer Who Is Leading In A Setting Where
A Team Has Gathered To Ensure The Best Clinical Decision Making, And Actions Are Taken To
Achieve Clinical Or Organizational Outcomes. Followership Promotes Good Clinical Decisions
And Use Of Clinical Resources.
Top: Aone Competency: Communication And Relationship-Building
9. You Overhear A New Graduate Rn Telling A Nurse Colleague That Leadership And
Management Belong To The Unit Manager, Not To Her. As A Nursing Colleague, What Do You
Know To Be True In Regard To The Statement?
A. The Statement Is Correct. Leadership Is Not The Role Of The Staff Nurse.
B. The New Graduate Would Benefit From Further Understanding Of Her Role As A
Professional, Whose Influence May Affect The Decision Making Of Patients, Colleagues, And
Other Professionals.
C. The New Graduate Has Been Influenced By Nurse Leaders And Managers Who Leave For
Other Positions.
D. The General Perception Is That Nurse Leaders And Managers Are Not Satisfied In Their
Jobs.
Answer:B
Care Coordination That Involves The Intersection Of Individual, Family, And Community-Based
Needs Requires That Nurses Have Self-Confidence, Knowledge Of Organizations And Health
Systems, And An Inner Desire To Lead And Manage. There Is Often A View That Leadership Is
Isolated To Those Holding Managerial Positions, And That A Direct Care Nurse Is Subject To
Following By Adhering To The Direction Of Others. Such Views Fail To Acknowledge That To Be A
Nurse Requires Each Licensed Individual To Lead, Manage, And Follow When Practicing At The
Point-Of-Care And Beyond.
Top: Aone Competency: Leadership
10. The Charge Nurse Walks Into Mr. Smith‘S Room And Finds Him Yelling At The Lpn. He Is
Obviously Very Upset. The Charge Nurse Determines That He Has Not Slept For Three Nights
Because Of Unrelieved Pain Levels. The Lpn Is Very Upset And Calls Mr. Smith An ―Ugly, Old
, Man.‖ The Charge Nurse Acknowledges The Lpn‘S Feelings And Concerns And Then Suggests
That Mr. Smith‘S Behavior Was Aggressive But Was Related To Lack Of Sleep And To Pain. The
Charge Nurse Asks, ―Can You, Together With Mr. Smith, Determine Triggers For The Pain And
Effective Approaches To Controlling His Pain?‖ This Situation Is An Example Of What?
A. Lack Of Empathy And Understanding For Miss Jones
B. Concern With Placating Mr. Smith
C. Leadership Behavior
D. Management Behavior
Answer:C
The Situation Between Mr. Smith And Miss Jones Is A Complex Situation Involving Unrelieved
Patient Symptoms And Aggressiveness Toward A Staff Member. Providing Engaged,
Collaborative Guidance And Decision Making In A Complex Situation Where There Is No
Standardized Solution Reflects Leadership.
Top: Aone Competency: Leadership
11. After Assessing An Older Adult Patient In Long-Term Care Who Has Been Slowly
Deteriorating For Weeks, The Nurse Manager Calls The Family And Asks Them To Come In, As
The Patient Is Dying. What Is The Most Likely Basis For The Nurse Manager‘S Request?
A. An Established Clinical Pathway
B. Confirmatory Scientific Evidence
C. Unit Protocol
D. Experience
Answer:D
The Nurse Manager Is Employing Knowledge And Experience In Determining That The Patient Is
Dying, Because The Course Of Dying Is Not Standardized And Cannot Be Determined By Clinical
Pathways.
Top: Aone Competency: Knowledge Of The Health Care Environment
Leading And Managing In Nursing 8th Edition
By Patricia S. Yoder-Wise; Susan Sportsman ( 2025 Latest Edition)Chapter 1- 25 /
Complete Questions And Answers A+
,Table Of Contents
Chapter 01: Leading, Managing, And Following ........................ 4
Chapter 02: Quality And Safety ................................................ 16
Chapter 03: Ethical And Legal Issues In Nursing .................... 28
Chapter 04: Toward Justice ..................................................... 40
Chapter 05: Healthy Workplaces, Healthy Workforce ............ 52
Chapter 06: Translating Research Into Practice ..................... 63
Chapter 07: Gaining Personal Insight: Being An Effective
Follower And Leader ................................................................ 76
Chapter 08: Communication And Conflict ................................ 86
Chapter 09: Healthcare Organizations And Structures ............ 99
Chapter 10: Person-Centered Care......................................... 112
Chapter 11: Staffing And Scheduling ..................................... 124
Chapter 12: Workforce Engagement Through Collective Action
And Governance ..................................................................... 136
Chapter 13: Solving Problems And Influencing Positive
Outcomes ................................................................................ 151
Chapter 14: Delegating: Authority, Accountability, And
Responsibility In Delegation Decisions.................................. 166
Chapter 15: Effecting Change, Large And Small .................... 182
Chapter 16: Building Effective Teams .................................... 196
Chapter 17: The Impact Of Technology .................................. 211
Chapter 18: Artificial Intelligence.......................................... 226
Chapter 19: Managing Costs And Budgets ............................. 239
Chapter 20: Selecting, Developing, And Evaluating Staff ....... 255
Chapter 21: Managing Personal And Personnel Problems ... 269
Chapter 22: Role Transition .................................................. 281
Chapter 23: Managing Your Career ....................................... 294
,Chapter 24: Developing Leaders, Managers, And Followers . 305
Chapter 25: Thriving For The Future .................................... 318
,Chapter 01: Leading, Managing, And Following
Yoder-Wise: Leading And Managing In Nursing, 8th Edition
1. A Nurse Manager Of A 20-Bed Medical Unit Finds That 80% Of 1.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 Communityenvironment.
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 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.
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. The Rns On The
Staff Have Always Practiced In A Primary Nursing-Delivery System And Are Very Resistant To This
Idea. What Would Be The Best Initial Strategy For Implementation Of This Change?
A. Exploring The Values And Feelings Of The Rn Group In Relationship To This Change
B. Leaving The Rns Alone For A Time So They Can Think About The Change Before It Is
Implemented
C. Dropping The Idea And Trying For The Change In A Year Or So When Some Of The
Present Rns Have Retired
D. Hiring The Assistants And Allowing The Rns To See What Good Additions They Are
Answer:A
Influencing Others Requires Emotional Intelligence In Domains Such As Empathy, Handling
Relationships, Deepening Self-Awareness In Self And Others, Motivating Others, And Managing
Emotions. Motivating Others Recognizes That Values Are Powerful Forces That Influence
Acceptance Of Change. Leaving The Rns Alone For A Period Of Time Before Implementation
Does Not Provide Opportunity To Explore Different Perspectives And Values. Avoiding Discussion
Until The Team Changes May Not Promote Adoption Of The Change Until There Is Opportunity
To Explore Perspectives And Values Related To The Change. Hiring Of The Assistants
Demonstrates Lack Of Empathy For The Perspectives Of The Rn Staff.
Top: Aone Competency: Knowledge Of The Health Care Environment
6. As The Rn Charge Nurse On The Night Shift In A Small Long-Term Care Facility, You‘Ve
Found That There Is Little Turnover Among Your Lpn And Nursing Assistant (Na) Staff Members,
But They Are Not Very Motivated To Go Beyond Their Job Descriptions In Their Work. Which Of
The Following Strategies Might Motivate The Staff And Lead To Greater Job Satisfaction?
A. Ask The Director Of Nursing To Offer Higher Wages And Bonuses For Extra Work For The
Night Lpns And Nas.
B. Allow The Lpns And Nas Greater Decision-Making Power Within The Scope Of Their
Positions In The Institution.
C. Hire Additional Staff So That There Are More Staff Available For Enhanced Care, And
Individual Workloads Are Lessened.
,D. Ask The Director Of Nursing To Increase Job Security For Night Staff By Having Them Sign
Contracts That Guarantee Work.
Answer:B
Hygiene Factors Such As Salary, Working Conditions, And Security Are Consistent With
Herzberg‘S Two-Factor Theory Of Motivation; Meeting These Needs Avoids Job Dissatisfaction.
Motivator Factors Such As Recognition And Satisfaction With Work Promote A Satisfying And
Enriched Work Environment. Transformational Leaders Use Motivator Factors Liberally To
Inspire Work Performance And Increase Job Satisfaction.
Top: Aone Competency: Communication And Relationship-Building
7. The Nurse Manager Wants To Increase Motivation By Providing Motivating Factors For
The Nurse On The Unit. What Action Would Be Appropriate To Motivate The Staff?
A. Collaborate With The Human Resource/Personnel Department To Develop On-Site
Daycare Services.
B. Provide A Hierarchical Organizational Structure.
C. Implement A Model Of Shared Governance.
D. Promote The Development Of A Flexible Benefits Package.
Answer:C
Complexity Theory Suggests That Systems Interact And Adapt And That Decision Making Occurs
Throughout 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. This
Principle Is The Foundation Of Shared Governance.
Top: Aone Competency: Communication And Relationship-Building
8. The Nurse Manager Has Been Asked To Implement An Evidence-Based Approach To
Teach Ostomy Patients Self-Management Skills Postoperatively. The Program Is To Be
Implemented Across The Entire Facility. What Illustrates Effective Leadership In This Situation?
A. The Training Modules Are Left In The Staff Room For Times When Staff Are Available.
B. The Current Approach Is Continued Because It Is Also Evidence-Based And Is More
Familiar To Staff.
C. You Decide To Implement The Approach At A Later Date Because Of Feedback From The
Rns That The New Approach Takes Too Much Time.
,D. An Rn Who Is Already Familiar With The New Approach Of Volunteers To Take The Lead
In Mentoring And Teaching Others How To Implement It.
Answer:D
Followership Occurs When There Is Acquiescence To A Peer Who Is Leading In A Setting Where
A Team Has Gathered To Ensure The Best Clinical Decision Making, And Actions Are Taken To
Achieve Clinical Or Organizational Outcomes. Followership Promotes Good Clinical Decisions
And Use Of Clinical Resources.
Top: Aone Competency: Communication And Relationship-Building
9. You Overhear A New Graduate Rn Telling A Nurse Colleague That Leadership And
Management Belong To The Unit Manager, Not To Her. As A Nursing Colleague, What Do You
Know To Be True In Regard To The Statement?
A. The Statement Is Correct. Leadership Is Not The Role Of The Staff Nurse.
B. The New Graduate Would Benefit From Further Understanding Of Her Role As A
Professional, Whose Influence May Affect The Decision Making Of Patients, Colleagues, And
Other Professionals.
C. The New Graduate Has Been Influenced By Nurse Leaders And Managers Who Leave For
Other Positions.
D. The General Perception Is That Nurse Leaders And Managers Are Not Satisfied In Their
Jobs.
Answer:B
Care Coordination That Involves The Intersection Of Individual, Family, And Community-Based
Needs Requires That Nurses Have Self-Confidence, Knowledge Of Organizations And Health
Systems, And An Inner Desire To Lead And Manage. There Is Often A View That Leadership Is
Isolated To Those Holding Managerial Positions, And That A Direct Care Nurse Is Subject To
Following By Adhering To The Direction Of Others. Such Views Fail To Acknowledge That To Be A
Nurse Requires Each Licensed Individual To Lead, Manage, And Follow When Practicing At The
Point-Of-Care And Beyond.
Top: Aone Competency: Leadership
10. The Charge Nurse Walks Into Mr. Smith‘S Room And Finds Him Yelling At The Lpn. He Is
Obviously Very Upset. The Charge Nurse Determines That He Has Not Slept For Three Nights
Because Of Unrelieved Pain Levels. The Lpn Is Very Upset And Calls Mr. Smith An ―Ugly, Old
, Man.‖ The Charge Nurse Acknowledges The Lpn‘S Feelings And Concerns And Then Suggests
That Mr. Smith‘S Behavior Was Aggressive But Was Related To Lack Of Sleep And To Pain. The
Charge Nurse Asks, ―Can You, Together With Mr. Smith, Determine Triggers For The Pain And
Effective Approaches To Controlling His Pain?‖ This Situation Is An Example Of What?
A. Lack Of Empathy And Understanding For Miss Jones
B. Concern With Placating Mr. Smith
C. Leadership Behavior
D. Management Behavior
Answer:C
The Situation Between Mr. Smith And Miss Jones Is A Complex Situation Involving Unrelieved
Patient Symptoms And Aggressiveness Toward A Staff Member. Providing Engaged,
Collaborative Guidance And Decision Making In A Complex Situation Where There Is No
Standardized Solution Reflects Leadership.
Top: Aone Competency: Leadership
11. After Assessing An Older Adult Patient In Long-Term Care Who Has Been Slowly
Deteriorating For Weeks, The Nurse Manager Calls The Family And Asks Them To Come In, As
The Patient Is Dying. What Is The Most Likely Basis For The Nurse Manager‘S Request?
A. An Established Clinical Pathway
B. Confirmatory Scientific Evidence
C. Unit Protocol
D. Experience
Answer:D
The Nurse Manager Is Employing Knowledge And Experience In Determining That The Patient Is
Dying, Because The Course Of Dying Is Not Standardized And Cannot Be Determined By Clinical
Pathways.
Top: Aone Competency: Knowledge Of The Health Care Environment
