TEST BANK FOR LEADING AND MANAGING IN
NURSING 8TH EDITION BY YODER WISE
(CHAPTERS 1-30) COMPLETE. 2025/2026
PERFECT SCORE
te
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,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 tNoMR as l I G’ s Tneed hiOerarchy theory, what would be the
o wN
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.
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, 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
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 pri m ary nu rsing-de.liverysystem and are very resistant to this idea.
U SforNimplementation of this change?
What would be the best initial strategy
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
ANS: 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
, Q6. A nurse manager uses complexity theory when planning change on the unit. Which action best reflects this
theory?
A. Making all decisions at the top management level
B. Engaging staff at all levels in decision-making
C. Waiting for administration to approve all changes
D. Focusing only on physician input
Answer: B
Rationale: Complexity theory emphasizes that systems are adaptive, and decision-making is shared at all
levels, not just the top. Involving staff fosters collaboration and innovation. Choices A and C ignore shared
decision-making, and D excludes interprofessional collaboration.
Q7. A nurse repeatedly misses work because of family caregiving needs. Which approach by the manager
demonstrates Maslow’s hierarchy of needs?
A. Place the nurse on unpaid leave
B. Ignore the situation
C. Arrange flexible scheduling around family needs
D. Assign the nurse lighter duties without discussion
Answer: C
Rationale: Maslow’s theory stresses meeting basic needs such as family support and belonging. Flexible
scheduling addresses the nurse’s personal needs while ensuring safe staffing. A and B risk job insecurity; D
avoids collaboration.
Q8. During conflict mediation, the nurse manager encourages each party to explore their own motives and
issues. This reflects which skill?
A. Avoidance
B. Conflict resolution
C. Punitive discipline
D. Task delegation
Answer: B
Rationale: Effective conflict resolution requires self-reflection and uncovering underlying issues. Avoidance
(A) delays resolution, discipline (C) escalates tension, and delegation (D) is unrelated.
Q9. A new unit model is introduced, and nurses resist. What’s the best first step by the leader?
A. Explore nurses’ values and feelings about the change
B. Hire assistants immediately
C. Delay the change until resistance lessens
D. Implement the change without discussion
Answer: A
Rationale: Leadership involves empathy and emotional intelligence. Exploring values helps build trust. B
and D disregard staff input; C delays progress without addressing concerns.
Downloaded by Collins Mwaniki ()
NURSING 8TH EDITION BY YODER WISE
(CHAPTERS 1-30) COMPLETE. 2025/2026
PERFECT SCORE
te
Downloaded by Collins Mwaniki ()
,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 tNoMR as l I G’ s Tneed hiOerarchy theory, what would be the
o wN
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.
Downloaded by Collins Mwaniki ()
, 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
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 pri m ary nu rsing-de.liverysystem and are very resistant to this idea.
U SforNimplementation of this change?
What would be the best initial strategy
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
ANS: 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
, Q6. A nurse manager uses complexity theory when planning change on the unit. Which action best reflects this
theory?
A. Making all decisions at the top management level
B. Engaging staff at all levels in decision-making
C. Waiting for administration to approve all changes
D. Focusing only on physician input
Answer: B
Rationale: Complexity theory emphasizes that systems are adaptive, and decision-making is shared at all
levels, not just the top. Involving staff fosters collaboration and innovation. Choices A and C ignore shared
decision-making, and D excludes interprofessional collaboration.
Q7. A nurse repeatedly misses work because of family caregiving needs. Which approach by the manager
demonstrates Maslow’s hierarchy of needs?
A. Place the nurse on unpaid leave
B. Ignore the situation
C. Arrange flexible scheduling around family needs
D. Assign the nurse lighter duties without discussion
Answer: C
Rationale: Maslow’s theory stresses meeting basic needs such as family support and belonging. Flexible
scheduling addresses the nurse’s personal needs while ensuring safe staffing. A and B risk job insecurity; D
avoids collaboration.
Q8. During conflict mediation, the nurse manager encourages each party to explore their own motives and
issues. This reflects which skill?
A. Avoidance
B. Conflict resolution
C. Punitive discipline
D. Task delegation
Answer: B
Rationale: Effective conflict resolution requires self-reflection and uncovering underlying issues. Avoidance
(A) delays resolution, discipline (C) escalates tension, and delegation (D) is unrelated.
Q9. A new unit model is introduced, and nurses resist. What’s the best first step by the leader?
A. Explore nurses’ values and feelings about the change
B. Hire assistants immediately
C. Delay the change until resistance lessens
D. Implement the change without discussion
Answer: A
Rationale: Leadership involves empathy and emotional intelligence. Exploring values helps build trust. B
and D disregard staff input; C delays progress without addressing concerns.
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