TEST BANK For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan Sportsman| Verified Chapter's 1 - 30 | Complete

Test Bank For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-
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Wise, Susan Sportsman Chapter 1-25
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,
,Chapter 01: Leading, Managing, and Following
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Yoder-Wise: Leading and Managing in Nursing, 8th Edition
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MULTIPLE CHOICE G




1. A nurse manager of a 20-
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bed medical unit finds that 80% of the patients are older adults. She is asked to assess and ada
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pt the unit to better meet the unique needs of the older adult patient. Using complexity princip
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les, what would be the best approach to take for implementation of this change?
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a. Leverage the hierarchical management position to get unit staff involved in
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assessment and planning. G G


b. Engage involved staff at all levels in the decision-making process.
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c. Focus the assessment on the unit and omit the hospital and community
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environment.
d. Hire a geriatric specialist to oversee and control the project.
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ANS: B G


Complexity theory suggests that systems interact and adapt and that decision making occurs
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throughout the systems, as opposed to being held in a hierarchy. In complexity theory, every
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voice counts, and therefore, all levels of staff would be involved in decision making.
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TOP: AONE competency: Communication and Relationship-Building
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2. A unit manager of a 25-
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bed medical/surgical area receives a phone call from a nurse whohas called in sick five times
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Gin the past month. He tells the manager that he very much wants to come to work when sche
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duled but must often care for his wife, who is undergoing treatment for breast cancer. Accor
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ding to Maslow‘s need hierarchy theory, what would be the best approach to satisfying the n
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eeds of this nurse, other staff, and patients?
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a. Line up agency nurses who can be called in to work on short notice.
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b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
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c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nurse
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may be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange hisscheduled
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days off around his wife‘s treatments.
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ANS: D G


Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs
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and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patien
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t care and threaten the needs of staff to feel competent. Arranging the schedule around the wif
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e‘s needs meets the needs of the staff and of patients while satisfying the nurse‘s need for affil
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iation.

TOP: AONE competency: Communication and Relationship-Building
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3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first
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mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfair, and the
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unit manager continues to reiterate the reasons for the actions. What would be the best course
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of action at this time?
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a. Send the two disputants away to reach their own resolution.
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b. Involve another staff nurse in the discussion for clarity issues.
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, c. Ask each party to examine their own motives and issues in the conflict.
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d. Continue to listen as the parties repeat their thoughts and feelings about the
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conflict.
ANS: C G


For resolution of conflict, one should address the interests and involvement of participants in t
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he conflict by examining the real issues of all parties.
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TOP: AONE competency: Communication and Relationship-Building
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4. At a second negotiation session, the unit manager and staff nurse are unable to reach a
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resolution. What is the appropriate next step?
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a. Arrange another meeting in a week‘s time so as to allow a cooling-off period.
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b. Elevate the next negation session to the next manager, one level above.
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c. Insist that participants continue to talk until a resolution has been reached.
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d. Back the unit manager‘s actions and end the dispute.
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ANS: B G


Part of leadership is understanding conflict resolution and ability to negotiate and manage for r
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esolution of issues and concerns. This situation has failed a second negotiation session, elevat
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ion to a manager with additional training to facilitate conflict resolution is important at this po
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int.

TOP: AONE competency: Communication and Relationship-Building
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5. The manager of a surgical area has a vision for the future that requires the addition of RN assi
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stants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff have
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always practiced in a primary nursing-
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delivery system and are very resistant to this idea. What would be the best initial strategy for i
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mplementation of this change? G G G


a. Exploring the values and feelings of the RN group in relationship to this change
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b. Leaving the RNs alone for a time so they can think about the change before it is
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implemented
c. Dropping the idea and trying for the change in a year or so when some of the
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present RNs have retired G G G


d. Hiring the assistants and allowing the RNs to see what good additions they are
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ANS: A G


Influencing others requires emotional intelligence in domains such as empathy, handling relat
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ionships, deepening self- G G


awareness in self and others, motivating others, and managing emotions. Motivating others re
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cognizes that values are powerful forces that influence acceptance of change. Leaving the RN
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s alone for a period of time before implementation does not provide opportunity to explore dif
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ferent perspectives and values. Avoiding discussion until the team changes may not promote a
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doption of the change until there is opportunity to explore perspectives and values related to t
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he change. Hiring of the assistants demonstrates lack of empathy for the perspectives of the R
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N staff.
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TOP: AONE competency: Knowledge of the Health Care Environment
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