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 2w
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 a
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
nd adapt the unit to better meet the unique needs of the older adult patient. Using compl
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
exity principles, what would be the best approach to take for implementation of this ch
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
ange?
a. Leverage the hierarchical management position to get unit staff involved
2w 2w 2w 2w 2w 2w 2w 2w 2w
in assessment and planning.
2w 2w 2w 2w
b. Engage involved staff at all levels in the decision-making process.
2w 2w 2w 2w 2w 2w 2w 2w 2w
c. Focus the assessment on the unit and omit the hospital and commu
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
nity environment. 2w
d. Hire a geriatric specialist to oversee and control the project.
2w 2w 2w 2w 2w 2w 2w 2w 2w
ANS: B 2 w
Complexity theory suggests that systems interact and adapt and that decision making oc
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
curs throughout the systems, as opposed to being held in a hierarchy. In complexity the
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
ory, every voice counts, and therefore, all levels of staff would be involved in decision
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2
wmaking.
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
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2
wtimes in the past month. He tells the manager that he very much wants to come to wo
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
rk when scheduled but must often care for his wife, who is undergoing treatment for br
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
east cancer. According to Maslow‘s need hierarchy theory, what would be the best app
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
roach to satisfying the needs of this nurse, other staff, and patients?
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
a. Line up agency nurses who can be called in to work on short notice.
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this n
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urse may be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange hissched
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
uled days off around his wife‘s treatments.
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ANS: D 2 w
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic n
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eeds and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could af
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fect patient care and threaten the needs of staff to feel competent. Arranging the schedul
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e around the wife‘s needs meets the needs of the staff and of patients while satisfying t
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
he nurse‘s need for affiliation.
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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
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2wfirst mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfai
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r, and the unit manager continues to reiterate the reasons for the actions. What would be
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2
wthe best course 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
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2
wthe conflict. 2w
ANS: C 2w
For resolution of conflict, one should address the interests and involvement of participants
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in the conflict by examining the real issues of all parties.
w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
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 re
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
ach a 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 2w
Part of leadership is understanding conflict resolution and ability to negotiate and manage
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for resolution of issues and concerns. This situation has failed a second negotiation sessi
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on, elevation to a manager with additional training to facilitate conflict resolution is imp
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ortant at this point. 2w 2w 2w
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
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
RN assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on t
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
he staff have always practiced in a primary nursing-
2w 2w 2w 2w 2w 2w 2w 2w
delivery system and are very resistant to this idea. What would be the best initial strateg
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
y for implementation of this change?
2w 2w 2w 2w 2w
a. Exploring the values and feelings of the RN group in relationship to this change
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
b. Leaving the RNs alone for a time so they can think about the change before
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
it is implemented
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c. Dropping the idea and trying for the change in a year or so when some o
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
f the present RNs have retired
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d. Hiring the assistants and allowing the RNs to see what good additions they are
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ANS: A 2w
Influencing others requires emotional intelligence in domains such as empathy, handling
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
relationships, deepening self- 2w 2w
awareness in self and others, motivating others, and managing emotions. Motivating othe
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
rs recognizes that values are powerful forces that influence acceptance of change. Leavin
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
g the RNs alone for a period of time before implementation does not provide opportunity
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2
wto explore different perspectives and values. Avoiding discussion until the team changes
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2
wmay not promote adoption of the change until there is opportunity to explore perspectiv
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
es and values related to the change. Hiring of the assistants demonstrates lack of empath
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
y for the perspectives of the RN staff.
2w 2w 2w 2w 2w 2w 2w
TOP: AONE competency: Knowledge of the Health Care Environment
2w 2w 2w 2w 2w 2w 2w 2w
2w 2w 2w 2w 2w 2w 2w2w 2w 2w 2w 2w 2w 2w
Wise, Susan Sportsman Chapter 1-25
2w 2w 2w 2w
,
,Chapter 01: Leading, Managing, and Following
2w 2w 2w 2w 2w
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
2w 2w 2w 2w 2w 2w 2w
MULTIPLE CHOICE 2w
1. A nurse manager of a 20-
2w 2w 2w 2w 2w
bed medical unit finds that 80% of the patients are older adults. She is asked to assess a
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
nd adapt the unit to better meet the unique needs of the older adult patient. Using compl
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
exity principles, what would be the best approach to take for implementation of this ch
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
ange?
a. Leverage the hierarchical management position to get unit staff involved
2w 2w 2w 2w 2w 2w 2w 2w 2w
in assessment and planning.
2w 2w 2w 2w
b. Engage involved staff at all levels in the decision-making process.
2w 2w 2w 2w 2w 2w 2w 2w 2w
c. Focus the assessment on the unit and omit the hospital and commu
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
nity environment. 2w
d. Hire a geriatric specialist to oversee and control the project.
2w 2w 2w 2w 2w 2w 2w 2w 2w
ANS: B 2 w
Complexity theory suggests that systems interact and adapt and that decision making oc
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
curs throughout the systems, as opposed to being held in a hierarchy. In complexity the
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
ory, every voice counts, and therefore, all levels of staff would be involved in decision
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2
wmaking.
TOP: AONE competency: Communication and Relationship-Building
2w 2w 2w 2w 2w
2. A unit manager of a 25-
2w 2w 2w 2w 2w
bed medical/surgical area receives a phone call from a nurse whohas called in sick five
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2
wtimes in the past month. He tells the manager that he very much wants to come to wo
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
rk when scheduled but must often care for his wife, who is undergoing treatment for br
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
east cancer. According to Maslow‘s need hierarchy theory, what would be the best app
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
roach to satisfying the needs of this nurse, other staff, and patients?
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
a. Line up agency nurses who can be called in to work on short notice.
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this n
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
urse may be calling in frequently in the future.
2w 2w 2w 2w 2w 2w 2w 2 w
d. Work with the nurse, staffing office, and other nurses to arrange hissched
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
uled days off around his wife‘s treatments.
2w 2w 2w 2w 2w 2w
ANS: D 2 w
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic n
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
eeds and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could af
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
fect patient care and threaten the needs of staff to feel competent. Arranging the schedul
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
e around the wife‘s needs meets the needs of the staff and of patients while satisfying t
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
he nurse‘s need for affiliation.
2w 2w 2w 2w
TOP: AONE competency: Communication and Relationship-Building
2w 2w 2w 2w 2w
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
2wfirst mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfai
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
r, and the unit manager continues to reiterate the reasons for the actions. What would be
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2
wthe best course of action at this time?
2w 2w 2w 2w 2w 2w 2w
a. Send the two disputants away to reach their own resolution.
2w 2w 2w 2w 2w 2w 2w 2w 2w
b. Involve another staff nurse in the discussion for clarity issues.
2w 2w 2w 2w 2w 2w 2w 2w 2w
, c. Ask each party to examine their own motives and issues in the conflict.
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
d. Continue to listen as the parties repeat their thoughts and feelings about
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2
wthe conflict. 2w
ANS: C 2w
For resolution of conflict, one should address the interests and involvement of participants
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2
in the conflict by examining the real issues of all parties.
w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
TOP: AONE competency: Communication and Relationship-Building
2w 2w 2w 2w 2w
4. At a second negotiation session, the unit manager and staff nurse are unable to re
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
ach a resolution. What is the appropriate next step?
2w 2w 2w 2w 2w 2w 2w 2 w
a. Arrange another meeting in a week‘s time so as to allow a cooling-off period.
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
b. Elevate the next negation session to the next manager, one level above.
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
c. Insist that participants continue to talk until a resolution has been reached.
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
d. Back the unit manager‘s actions and end the dispute.
2w 2w 2w 2w 2w 2w 2w 2w
ANS: B 2w
Part of leadership is understanding conflict resolution and ability to negotiate and manage
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
for resolution of issues and concerns. This situation has failed a second negotiation sessi
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
on, elevation to a manager with additional training to facilitate conflict resolution is imp
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
ortant at this point. 2w 2w 2w
TOP: AONE competency: Communication and Relationship-Building
2w 2w 2w 2w 2w
5. The manager of a surgical area has a vision for the future that requires the addition of
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
RN assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on t
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
he staff have always practiced in a primary nursing-
2w 2w 2w 2w 2w 2w 2w 2w
delivery system and are very resistant to this idea. What would be the best initial strateg
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
y for implementation of this change?
2w 2w 2w 2w 2w
a. Exploring the values and feelings of the RN group in relationship to this change
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
b. Leaving the RNs alone for a time so they can think about the change before
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
it is implemented
2w 2w 2w
c. Dropping the idea and trying for the change in a year or so when some o
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
f the present RNs have retired
2w 2w 2w 2w 2w
d. Hiring the assistants and allowing the RNs to see what good additions they are
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
ANS: A 2w
Influencing others requires emotional intelligence in domains such as empathy, handling
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
relationships, deepening self- 2w 2w
awareness in self and others, motivating others, and managing emotions. Motivating othe
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
rs recognizes that values are powerful forces that influence acceptance of change. Leavin
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
g the RNs alone for a period of time before implementation does not provide opportunity
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2
wto explore different perspectives and values. Avoiding discussion until the team changes
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2
wmay not promote adoption of the change until there is opportunity to explore perspectiv
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
es and values related to the change. Hiring of the assistants demonstrates lack of empath
2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w 2w
y for the perspectives of the RN staff.
2w 2w 2w 2w 2w 2w 2w
TOP: AONE competency: Knowledge of the Health Care Environment
2w 2w 2w 2w 2w 2w 2w 2w
