Test Bank for Yoder-Wise's Leading and Managing in Canadian Nursing, 3rd Edition by Nancy Walton and Janice Waddel / All Chapters Latest And Verified A+

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,Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, 3rd Edition


MULTIPLEICHOICE

1. AInurseImanagerIofIaI20-
bedImedicalIunitIfindsIthatI80%IofItheIpatientsIareIolderIadults.ISheIisIaskedItoIassessIandIada
ptItheIunitItoIbetterImeetItheIuniqueIneedsIofIolderIadultIpatients.IAccordingItoIcomplexityIpri
nciples,IwhatIwouldIbeItheIbestIapproachItoItakeIinImakingIthisIchange?
a. LeverageItheIhierarchicalImanagementIpositionItoIgetIunitIstaffIinvolvedIinI
assessmentIandIplanning.
b. EngageIinvolvedIstaffIatIallIlevelsIinItheIdecision-makingIprocess.
c. FocusItheIassessmentIonItheIunit,IandIomitItheIhospitalIandIcommunityI
environment.
d. HireIaIgeriatricIspecialistItoIoverseeIandIcontrolItheIproject.

ANS:I B
ComplexityItheoryIsuggestsIthatIsystemsIinteractIandIadaptIandIthatIdecisionImakingIoccursIt
hroughoutItheIsystems,IasIopposedItoIbeingIheldIinIaIhierarchy.IInIcomplexityItheory,Ieveryb
ody’sIopinionIcounts;Itherefore,IallIlevelsIofIstaffIwouldIbeIinvolvedIinIdecisionImaking.

DIF: CognitiveILevel:IApply
REF:IPageI14ITOP:I NursingIProcess:IImplementat
ion
NIRIIIGIB.CIM
UISINIT IareaIO
2. AIunitImanagerIofIaI25-bedImedical/surgical receivesIaIphoneIcallIfromIaInurseIwhoIhas
calledIinIsickIfiveItimesIinItheIpastImonth.IHeItellsItheImanagerIthatIheIveryImuchIwantsItoIco
meItoIworkIwhenIscheduled,IbutImustIoftenIcareIforIhisIwife,IwhoIisIundergoingItreatmentIforI
breastIcancer.IInItheIpracticeIofIaIstrengths-
basedInursingIleader,IwhatIwouldIbeItheIbestIapproachItoIsatisfyingItheIneedsIofIthisInurse,Iot
herIstaff,IandIpatients?
a. LineIupIagencyInursesIwhoIcanIbeIcalledIinItoIworkIonIshortInotice.
b. PlaceItheInurseIonIunpaidIleaveIforItheIremainderIofIhisIwife’sItreatment.
c. SympathizeIwithItheInurse’sIdilemmaIandIletItheIchargeInurseIknowIthatIthisInurseI
mayIbeIcallingIinIfrequentlyIinItheIfuture.
d. WorkIwithItheInurse,IstaffingIoffice,IandIotherInursesItoIarrangeIhisIscheduledI
daysIoffIaroundIhisIwife’sItreatments.
ANS:I D
PlacingItheInurseIonIunpaidIleaveImayIthreatenIphysiologicIneedsIandIdemotivateItheInurse.IU
nsatisfactoryIcoverageIofIshiftsIonIshortInoticeIcouldIaffectIpatientIcareIandIthreatenIstaffIme
mbers’IsenseIofIcompetence.IStrengths-
basedInurseIleadersIhonourItheIuniquenessIofIindividuals,Iteams,Isystems,IandIorganizations;I
thereforeIarrangingItheIscheduleIaroundItheIwife’sIneedsIwouldIresultIinIaIwin-
winIsituation,IalsoIcreatingIaIworkIenvironmentIthatIpromotesItheIhealthIofIallItheInursesIandI
facilitatesItheirIdevelopment.

DIF: CognitiveILevel:IAnalyze
REF:IPageI6ITOP:I NursingIProcess:IImplementat
ion




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,3. AIgrievanceIbroughtIbyIaIstaffInurseIagainstItheIunitImanagerIrequiresImediation.IAtItheIfirstI
mediationIsession,ItheIstaffInurseIrepeatedlyIcallsItheIunitImanager’sIactionsIunfair,IandItheIu
nitImanagerIcontinuesItoIreiterateItheIreasonsIforItheIactions.IWhatIwouldIbeItheIbestIcourseIof
IactionIatIthisItime?
a. SendItheItwoIdisputantsIawayItoIreachItheirIownIresolution.
b. InvolveIanotherIstaffInurseIinItheIdiscussionIsoIasItoIclarifyIissues.
c. AskIeachIpartyItoIexamineIherIownImotivesIandIissuesIinItheIconflict.
d. ContinueItoIlistenIasItheIpartiesIrepeatItheirIthoughtsIandIfeelingsIaboutItheI
conflict.
ANS:I C
NursesIandIleadersImustIassessIeachIsituationIasIunique,IdeterminingIappropriateIactionsIacco
rdingly.ILeadersImustIadaptItheirIstylesItoIcomplementIspecificIissuesIbeingIfaced,IsuchIasIco
nflict.IExaminingImotivesIandIissuesIforItheIconflictIinIperceptionsIpromotesIequalIrepresenta
tionIofIeachIpointIofIview.

DIF: CognitiveILevel:IApply REF:IPagesI11–
13ITOP:I NursingIProcess:IImplementation

4. ShortlyIafterIbeingIinformedIofIfetalIdeath,IaIlabouringIwomanIasksIwhyIsheIisInotIableItoIhear
IherIbaby’sIheartbeatIonItheImonitorIanymore. IAlthoughItheImonitorIvolumeIhadIbeenIturnedIo
ffIsoIthatItheIpatientIwouldIbeIableItoIsleepIbetweenIcontractions,ItheInurseIrespondedIthatIther
eIwasInoIheartbeatItoIhearIbecauseItheIbabyIhadIdiedIinIutero;IthenItheInurseIaskedIwhetherIthe
IpatientIwouldIlikeItoItalkIaboutIhowIsheIwasIfeeling.IThis IresponseIdemonstrates:
a. LackIofIempathy.
b. EthicalIleadership.
c. ComplexityIscience. NURSINGTB.COM
d. AIcoerciveIrelationship.

ANS:I B
EthicalIleadershipIisIbasedIonIaIwillingnessItoIidentifyIandIactIonIcomplexIproblemsIinIanIethic
alImanner.ILeadershipIcanIbeImisusedIwhenIcoerciveIrelationshipsIform,IandIinformationIandItr
ueIgoalsIareIwithheld.

DIF: CognitiveILevel:IAnalyze
REF:IPageI7ITOP:I NursingIProcess:IImplementat
ion

5. TheImanagerIofIaIsurgicalIareaIenvisionsIaIfutureIthatIrequiresItheIadditionIofIregisteredInurseI(
RN)IassistantsIorIunlicensedIpersonsItoIfeed,Ibathe,IandIwalkIpatients.ITheIRNsIonItheIstaffIha
veIalwaysIpracticedIinIaIprimaryInursing-
deliveryIsystemIandIareIveryIresistantItoIthisIidea.ITheIbestIinitialIstrategyIinIthisIsituationIwou
ldIinclude:
a. ExploringItheIvaluesIofItheIRNsIinIrelationItoIthisIchange.
b. LeavingItheIRNsIaloneIforIaItimeIsoItheyIcanIthinkIaboutItheIchangeIbeforeItheyI
areIapproachedIagain.
c. DroppingItheIideaIandItryingIforItheIchangeIinIanotherIyearIorIso.
d. HiringItheIassistantsIandIallowingItheIRNsItoIseeIwhatIgoodIadditionsItheyIare.

ANS:I A




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, LeadershipIinvolvesIengagedIdecisionImakingIaroundIaIvisionIthatIisIbasedIonIevidenceIandIta
citIknowledge.IInfluencingIothersIrequiresIemotionalIintelligenceIinIdomainsIsuchIasIempath
yIandIhandlingIrelationships.

DIF: CognitiveILevel:IApply
REF:IPageI5ITOP:I NursingIProcess:IImplementat
ion

6. AsItheIchargeInurseIonItheInightIshiftIinIaIsmallIlong-
termIcareIfacility,IyouIhaveIfoundIthatIthereIisIlittleIturnoverIamongIyourIlicensedIpracticalInur
seIandInursingIassistantI(NA)IstaffImembers,IbutItheyIareInotIveryImotivatedItoIworkIbeyondIt
heirIjobIdescriptions.IWhichIofItheIfollowingIstrategiesImightImotivateItheIstaffIandIleadItoIgre
aterIjobIsatisfaction?
a. AskItheIdirectorIofInursingItoIofferIhigherIwagesIandIbonusesIforIextraIworkIforIt
heInightIlicensedIpracticalInursesIandINAs.
b. AllowItheIlicensedIpracticalInursesIandINAsIgreaterIdecision-
makingIpowerIwithinItheIscopeIofItheirIpositionsIinItheIinstitution.
c. HelpItheIlicensedIpracticalInursesIandINAsIwithItheirIwork,IwheneverIpossible.
d. AskItheIdirectorIofInursingItoIincreaseIjobIsecurityIforInightIstaffIbyIhavingIthemI
signIcontractsIthatIguaranteeIwork.
ANS:I B
AInurseIleaderIshouldIprovideIanIenvironmentIconduciveItoIopinionIsharingIthatIinvolvesIstaffIi
nIdecisionImakingIatIallIlevels.IThisIapproachIisIshownItoIincreaseIjobIsatisfaction.IDecisionIm
akingIandItheIcorrespondingIactionsItakenIareIcoreItasksIperformedIinIengagementIwithIcowor
kers.

DIF: CognitiveILevel:IApply
GIB.C
REF:I PageI7ITOP:I NursingIProcess:IImpl IM R
e mNent a
ti onI
UISINIT O
7. AsItheInurseImanager,IyouIwantItoIincreaseImotivationIbyIprovidingImotivatingIfactors.I
WhichIactionIwouldIyouIselect?
a. CollaborateIwithItheIhumanIresources/personnelIdepartmentItoIdevelopIon-
siteIdaycareIservices.
b. ProvideIaIhierarchicalIorganizationalIstructure.
c. ImplementIaImodelIofIsharedIgovernance.
d. PromoteItheIdevelopmentIofIaIflexibleIbenefitsIpackage.

ANS:I C
ComplexityItheoryIsuggestsIthatIsystemsIinteractIandIadaptIandIthatIdecisionImakingIoccursIt
hroughoutIsystems,IasIopposedItoIbeingImadeIunilaterallyIbyIdifferentIlevelsIofItheIorganizati
onalIhierarchy.IInIcomplexityItheory,IeveryIperson’sIopinionIcounts,IandIthereforeIallIlevelsIo
fIstaffIwouldIbeIinvolvedIinIdecisionImaking.IThisIprincipleIunderliesIsharedIgovernance.ISh
aredIgovernanceIisIanIexampleIofInurseIdecisionImakingIinIwhichInursesIatIdifferentIorganiza
tionalIlevelsIengageIinIshapingIpolicyIandIpractices.

DIF: CognitiveILevel:IApply
REF:IPageI5ITOP:I NursingIProcess:IImplementat
ion




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