Test Bank For
Leading And Managing In Nursing 8th
Edition
By Patricia S. Yoder-Wise; Susan
Sportsman All Chapters 1-25
,table of contents
chapter 01: leading, managing, and following ....................................4
chapter 02: quality and safety .......................................................... 21
chapter 03: ethical and legal issues in nursing .................................. 37
chapter 04: toward justice ................................................................ 53
chapter 05: healthy workplaces, healthy workforce .......................... 69
chapter 06: translating research into practice ................................... 85
chapter 07: gaining personal insight: being an effective follower and
leader ............................................................................................ 103
chapter 08: communication and conflict ......................................... 116
chapter 09: healthcare organizations and structures ...................... 133
chapter 10: person-centered care ................................................... 150
chapter 11: staffing and scheduling ................................................ 167
chapter 12: workforce engagement through collective action and
governance .................................................................................... 182
chapter 13: solving problems and influencing positive outcomes .... 204
chapter 14: delegating: authority, accountability, and responsibility in
delegation decisions....................................................................... 223
chapter 15: effecting change, large and small................................. 244
chapter 16: building effective teams ............................................... 263
chapter 17: the impact of technology ............................................. 283
chapter 18: artificial intelligence .................................................... 303
chapter 19: managing costs and budgets........................................ 320
chapter 20: selecting, developing, and evaluating staff .................. 341
,chapter 21: managing personal and personnel problems ................ 360
chapter 22: role transition .............................................................. 377
chapter 23: managing your career .................................................. 394
chapter 24: developing leaders, managers, and followers ............... 409
chapter 25: thriving for the future .................................................. 427
,chapter 01: leading, managing, and following
yoder-wise: leading and managing in nursing, 8th edition
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.
ans: 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.
ans: 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.
ans: 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.
ans: 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
Leading And Managing In Nursing 8th
Edition
By Patricia S. Yoder-Wise; Susan
Sportsman All Chapters 1-25
,table of contents
chapter 01: leading, managing, and following ....................................4
chapter 02: quality and safety .......................................................... 21
chapter 03: ethical and legal issues in nursing .................................. 37
chapter 04: toward justice ................................................................ 53
chapter 05: healthy workplaces, healthy workforce .......................... 69
chapter 06: translating research into practice ................................... 85
chapter 07: gaining personal insight: being an effective follower and
leader ............................................................................................ 103
chapter 08: communication and conflict ......................................... 116
chapter 09: healthcare organizations and structures ...................... 133
chapter 10: person-centered care ................................................... 150
chapter 11: staffing and scheduling ................................................ 167
chapter 12: workforce engagement through collective action and
governance .................................................................................... 182
chapter 13: solving problems and influencing positive outcomes .... 204
chapter 14: delegating: authority, accountability, and responsibility in
delegation decisions....................................................................... 223
chapter 15: effecting change, large and small................................. 244
chapter 16: building effective teams ............................................... 263
chapter 17: the impact of technology ............................................. 283
chapter 18: artificial intelligence .................................................... 303
chapter 19: managing costs and budgets........................................ 320
chapter 20: selecting, developing, and evaluating staff .................. 341
,chapter 21: managing personal and personnel problems ................ 360
chapter 22: role transition .............................................................. 377
chapter 23: managing your career .................................................. 394
chapter 24: developing leaders, managers, and followers ............... 409
chapter 25: thriving for the future .................................................. 427
,chapter 01: leading, managing, and following
yoder-wise: leading and managing in nursing, 8th edition
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.
ans: 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.
ans: 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.
ans: 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.
ans: 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
