Test Bank for Leading and Managing in Nursing, 8th Edition (Yoder-Wise, 2023) Chapter 1-25 | All Chapters

Full Test Bank
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Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise,
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Susan Sportsman
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,Chapter 01: Leading, Managing, and Following m m m m m




Yoder-Wise: Leading and Managing in Nursing, 8th Edition m m m m m m m




MULTIPLE CHOICE m




1. A RN manager of a 20-bed medical unit finds that 80% of the clients are older adults. She is asked
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m to assess and adapt the unit to better meet the unique needs of the older adult client. Using
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m complexity principles, what would be the best approach to take in making this change?
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a. Leverage the hierarchical management position to get unit staff involved in assessment and
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mmmmmmmm planning.
b. Engage involved staff at all levels in the decision-making process. m m m m m m m m m




c. Focus the assessment on the unit, and omit the hospital and community environment.
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d. Hire a geriatric specialist to oversee and control the project.
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CORRECT ANS: B m m




Feedback: Complexity theory suggests that systems interact and adapt and that decision
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making occurs throughout the systems, as opposed to being held in a hierarchy. In complexity
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theory, every voice counts, and therefore, all levels of staff would be involved in decision
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making.
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REF: Page 8 m m TOP: AONE competency: Communication and Relationship-Building
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2. A unit manager of a 25-bed medical/surgical area receives a phone call from a RN who has called in
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m sick five times in the past month. He tells the manager that he very much wants to come to work
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m when scheduled but must often care for his wife, who is undergoing treatment
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for breast cancer. According to Maslow’s need hierarchy theory, what would be the best
approach to satisfying
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the needs of this RN, other staff, and clients?
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a. Line up agency RNs who can be called in to work on short notice.
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b. Place the RN on unpaid leave for the remainder of his wife’s treatment.
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c. Sympathize with the RN’s dilemma and let the charge RN know that this RN may be calling in m m m m m m m m m m m m m m m m m




frequently in the future.
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d. Work with the RN, staffing office, and other RNs to arrange his scheduled days off around
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his wife’s treatments.
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CORRECT ANS: D m m




Feedback: Placing the RN on unpaid leave may threaten the RN’s capacity to meet physiologic
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needs and demotivate the RN. Unsatisfactory coverage of shifts on short notice could affect
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client care and threaten the needs of staff to feel competent. Arranging the schedule around the
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wife’s needs meets the needs of the staff and of clients while satisfying the RN’s need for
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affiliation.
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REF: Page 10 m m TOP: AONE competency: Communication and Relationship-Building
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,3. A grievance brought by a staff RN against the unit manager requires mediation. At the first
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mmediation session, the staff RN repeatedly calls the unit manager’s actions unfair, and the unit
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mmanager continues to reiterate the reasons for her actions. What would be the best course of action
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mat 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 RN in the discussion so as to clarify issues.
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c. Ask each party to examine her 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 conflict.
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CORRECT ANS: C m m




Feedback: Ury, Brett, and Goldberg outline steps to restoring unity, the first of which is to
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address the interests and involvement of participants in the conflict by examining the real
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issues of all parties.
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REF: Page 16 m m TOP: AONE competency: Communication and Relationship-Building
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4. At a second negotiation session, the unit manager and staff RN are unable to reach a resolution. It
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mwould now be best to: m m m m




a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
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b. Turn the dispute over to the director of nursing.
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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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CORRECT ANS: B m m




Feedback: According to the principles outlined by Ury, Brett, and Goldberg, a “cooling-off”
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period is recommended if resolution fails.
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REF: Page 16 m m 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
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massistants or unlicensed persons to feed, bathe, and walk clients. The RNs on the staff have
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malways practiced in a primary nursing–delivery system and are very resistant to this idea. The
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mbest initial strategy in this situation would include:
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a. Exploring the values and feelings of the RN group in relationship to this change.m m m m m m m m m m m m m




b. Leaving the RNs alone for a time so they can think about the change before it is
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m implemented.
c. Dropping the idea and trying for the change in a year or so when some of the present RNs
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m have retired. m




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




Feedback: Influencing others requires emotional intelligence in domains such as empathy,
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handling relationships, deepening self-awareness in self and others, motivating others, and
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managing emotions. Motivating others recognizes that values are powerful forces that influence
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acceptance of change. Leaving the RNs alone for a period of time before implementation does
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not provide opportunity to explore different perspectives and values. Avoiding discussion until
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the team changes may not promote adoption of the change until there is opportunity to explore
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perspectives and values related to the change. Hiring of the assistants demonstrates lack of
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empathy for the perspectives of the RN staff.
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REF: Page 7 | Page 15 m m m m m




TOP: AONE competency: Knowledge of the Health Care Environment
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6. As the RN charge RN on the night shift in a small long-term care facility, you’ve found that there
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mis little turnover among your LPN and nursing assistant (NA) staff members, but they are not very
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mmotivated to go beyond their job descriptions in their work. Which of the following strategies
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mmight motivate the staff and lead to greater job satisfaction?
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a. Ask the director of nursing to offer higher wages and bonuses for extra work for the night
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LPNs and NAs.
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b. Allow the LPNs and NAs greater decision-making power within the scope of their
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positions in the institution.
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c. Hire additional staff so that there are more staff available for enhanced care and individual
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workloads are lessened.
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d. Ask the director of nursing to increase job security for night staff by having them sign
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contracts that guarantee work.
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CORRECT ANS: B m m




Feedback: Hygiene factors such as salary, working conditions, and security are consistent with
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Herzberg’s two-factor theory of motivation; meeting these needs avoids job dissatisfaction.
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Motivator factors such as recognition and satisfaction with work promote a satisfying and
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enriched work environment. Transformational leaders use motivator factors liberally to inspire
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work performance and increase job satisfaction.
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REF: Page 9 | Page 10
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TOP: AONE competency: Communication and Relationship-Building
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7. As the RN manager who wants to increase motivation by providing motivating factors, which
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maction would you select?
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a. Collaborate with the human resource/personnel department to develop on-site daycare m m m m m m m m m




services. m




b. Provide a hierarchical organizational structure. m m m m




c. Implement a model of shared governance. m m m m m




d. Promote the development of a flexible benefits package. m m m m m m m