Complete Test Bank
Leading and Managing in Nursing, 8th Edition
By Patricia S. Yoder-Wise, Susan Sportsman.
(All Chapters Covered, Latest Edition, 100% Verified Answers)
, Table of content
Chapter 1: Leading, Managing, and Following
Chapter 2: Quality and Safety
Chapter 3: Ethical and Legal Issues in Nursing
Chapter 4: Toward Justice
Chapter 5: Healthy Workplaces, Healthy Workforce
Chapter 6: Translating Research Into Practice
Chapter 7: Gaining Personal Insight: Being an Effective Follower and Leader
Chapter 8: Communication and Conflict
Chapter 9: Healthcare Organizations and Structures
Chapter 10: Person-Centered Care
Chapter 11: Staffing and Scheduling
Chapter 12: Workforce Engagement Through Collective Action and Governance
Chapter 13: Solving Problems and Influencing Positive Outcomes
Chapter 14: Delegating: Authority, Accountability, and Responsibility in Delegation
Decisions
Chapter 15: Effecting Change, Large and Small
Chapter 16: Building Effective Teams
Chapter 17: The Impact of Technology
Chapter 18: Artificial Intelligence
Chapter 19: Managing Costs and Budgets
Chapter 20: Selecting, Developing, and Evaluating Staff
Chapter 21: Managing Personal and Personnel Problems
Chapter 22: Role Transition
Chapter 23: Managing Your Career
Chapter 24: Developing Leaders, Managers, and Followers
Chapter 25: Thriving for the Future
,Chapter 01: Leading, Managing, and Following
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older
adults. Sheis 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.
Answer: 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.
Answer: 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.
Answer: 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.
Answer: 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 primary nursing-delivery system and are very resistant to this idea.
What would be the best initial strategy for implementation of this change?
a. Exploring the values and feelings of the RN group in relationship to this change
Leading and Managing in Nursing, 8th Edition
By Patricia S. Yoder-Wise, Susan Sportsman.
(All Chapters Covered, Latest Edition, 100% Verified Answers)
, Table of content
Chapter 1: Leading, Managing, and Following
Chapter 2: Quality and Safety
Chapter 3: Ethical and Legal Issues in Nursing
Chapter 4: Toward Justice
Chapter 5: Healthy Workplaces, Healthy Workforce
Chapter 6: Translating Research Into Practice
Chapter 7: Gaining Personal Insight: Being an Effective Follower and Leader
Chapter 8: Communication and Conflict
Chapter 9: Healthcare Organizations and Structures
Chapter 10: Person-Centered Care
Chapter 11: Staffing and Scheduling
Chapter 12: Workforce Engagement Through Collective Action and Governance
Chapter 13: Solving Problems and Influencing Positive Outcomes
Chapter 14: Delegating: Authority, Accountability, and Responsibility in Delegation
Decisions
Chapter 15: Effecting Change, Large and Small
Chapter 16: Building Effective Teams
Chapter 17: The Impact of Technology
Chapter 18: Artificial Intelligence
Chapter 19: Managing Costs and Budgets
Chapter 20: Selecting, Developing, and Evaluating Staff
Chapter 21: Managing Personal and Personnel Problems
Chapter 22: Role Transition
Chapter 23: Managing Your Career
Chapter 24: Developing Leaders, Managers, and Followers
Chapter 25: Thriving for the Future
,Chapter 01: Leading, Managing, and Following
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older
adults. Sheis 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.
Answer: 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.
Answer: 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.
Answer: 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.
Answer: 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 primary nursing-delivery system and are very resistant to this idea.
What would be the best initial strategy for implementation of this change?
a. Exploring the values and feelings of the RN group in relationship to this change
