,Table of Content zl zl
Chapter 01: Leading, Managing, and Following ......................................................................................................................... 3
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Chapter 02: Quality and Safety ................................................................................................................................................. 12
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Chapter 03: Ethical and Legal Issues in Nursing ....................................................................................................................... 20
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Chapter 04: Toward Justice....................................................................................................................................................... 28
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Chapter 05: Healthy Workplaces, Healthy Workforce Yoder-Wise: Leading and Managing in Nursing, 8th Edition ................ 36
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Chapter 06: Translating Research into Practice ......................................................................................................................... 43
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Chapter 07: Gaining Personal Insight: Being an Effective Follower and Leader Yoder-
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Wise: Leading and Managing in Nursing, 8th Edition .............................................................................................................. 52
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Chapter 08: Communication and Conflict................................................................................................................................. 58
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Chapter 09: Healthcare Organizations and Structures Yoder-Wise: Leading and Managing in Nursing, 8th Edition................. 67
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Chapter 10: Person-Centered Care ............................................................................................................................................ 75
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Chapter 11: Staffing and Scheduling......................................................................................................................................... 83
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Chapter 12: Workforce Engagement Through Collective Action and Governance Yoder-
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Wise: Leading and Managing in Nursing, 8th Edition.............................................................................................................. 90
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Chapter 13: Solving Problems and Influencing Positive Outcomes Yoder-
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Wise: Leading and Managing in Nursing, 8th Edition ............................................................................................................ 104
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Chapter 14: Delegating: Authority, Accountability, and Responsibility in Delegation Decisions ............................................ 116
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Chapter 15: Effecting Change, Large and Small ..................................................................................................................... 129
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Chapter 16: Building Effective Teams .................................................................................................................................... 140
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Chapter 17: The Impact of Technology ................................................................................................................................... 152
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Chapter 18: Artificial Intelligence........................................................................................................................................... 165
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Chapter 19: Managing Costs and Budgets .............................................................................................................................. 175
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Chapter 20: Selecting, Developing, and Evaluating Staff Yoder-Wise: Leading and Managing in Nursing, 8th Edition ......... 188
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Chapter 21: Managing Personal and Personnel Problems Yoder-Wise: Leading and Managing in Nursing, 8th Edition ......... 199
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Chapter 22: Role Transition .................................................................................................................................................... 209
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Chapter 23: Managing Your Career ........................................................................................................................................ 216
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Chapter 24: Developing Leaders, Managers, and Followers Yoder-
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Wise: Leading and Managing in Nursing, 8th Edition224 Chapter 25: Thriving for the Future ............................................... 232
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,Chapter 01: Leading, Managing, and Following
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Yoder-Wise: Leading and Managing in Nursing, 8th Edition zl zl zl zl zl zl zl
MULTIPLE CHOICE zl
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 and adapt
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the unit to better meet the unique needs of the older adultpatient. Using complexity principles,
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what would be the best approach to take for implementation of this change?
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a. Leverage the hierarchical management position to get unit staff involved in as zl zl zl zl zl zl zl zl zl zl zl
sessment and planning. zl zl
b. Engage involved staff at all levels in the decision-making process. zl zl zl zl zl zl zl zl zl
c. Focus the assessment on the unit and omit the hospital and community en
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vironment.
d. Hire a geriatric specialist to oversee and control the project.
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ANS: B z l
Complexity theory suggests that systems interact and adapt and that decision making occurs
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throughout the systems as opposed to being held in a hierarchy. In complexity theory, every
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voice counts, and therefore, all levels of staff would be involved in decision making.
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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 times in
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the past month. He tells the manager that he very much wants to come to work when scheduled
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but must often care for his wife, who is undergoing treatment for breast cancer. According to
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Maslow‘s need hierarchy theory, what would be the best approach to satisfying the needs of thi
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s nurse, other staff, and patients?
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a. Line up agency nurses who can be called in to work on short notice.
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b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
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c. Sympathize with the nurse‘s dilemma and let the charge nurse know that thisnurse m zl zl zl zl zl zl zl zl zl zl zl zl zl
ay be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange hisscheduled d
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ays off around his wife‘s treatments.zl zl zl zl zl
ANS: D z l
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs an
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d demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient ca
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re and threaten the needs of staff to feel competent. Arranging the schedule around the wife‘s ne
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eds meets the needs of the staff and of patients while satisfying the 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 first me
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diation session, the staff nurse repeatedly calls the unit manager‘s actions unfair, and the unit m
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anager continues to reiterate the reasons for the actions. What would be the bestcourse of action
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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. zl zl zl zl zl zl zl zl zl
, 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 aboutthe c zl zl zl zl zl zl zl zl zl zl zl zl
onflict.
ANS: C zl
For resolution of conflict, one should address the interests and involvement of participants in the
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conflict by examining the real issues of all parties.
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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 reacha res
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olution. What is the appropriate next step? zl zl zl zl zl zl
a. Arrange another meeting in a week‘s time so as to allow a cooling-off period. zl zl zl zl zl zl zl zl zl zl zl zl zl
b. Elevate the next negation session to the next manager, one level above. zl zl zl zl zl zl zl zl zl zl zl
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. zl zl zl zl zl zl zl zl
ANS: B zl
Part of leadership is understanding conflict resolution and ability to negotiate and manage for res
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olution of issues and concerns. This situation has failed a second negotiation session, elevation t
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o a manager with additional training to facilitate conflict resolution is important at this point.
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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 assista
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nts or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff have alway
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s practiced in a primary nursing-
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delivery system and are very resistant to thisidea. What would be the best initial strategy for imp
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lementation of this change? zl zl zl
a. Exploring the values and feelings of the RN group in relationship to thischange zl zl zl zl zl zl zl zl zl zl zl zl zl
b. Leaving the RNs alone for a time so they can think about the change before it is im zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl
plemented
c. Dropping the idea and trying for the change in a year or so when some ofthe pre zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl
sent RNs have retired zl zl zl
d. Hiring the assistants and allowing the RNs to see what good additions they are
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ANS: A zl
Influencing others requires emotional intelligence in domains such as empathy, handling relatio
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nships, deepening self- zl zl
awareness in self and others, motivating others, and managing emotions. Motivating others reco
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gnizes that values are powerful forces that influence acceptance of change. Leaving the RNs alo
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ne for a period of time before implementation does not provide opportunity to explore different p
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erspectives and values. Avoiding discussion until the team changes may not promote adoption o
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f the change until there is opportunity to explore perspectives and values related to the change. H
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iring of the assistants demonstrates lack of empathy for the perspectives of the RN staff.
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TOP: AONE competency: Knowledge of the Health Care Environment
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Chapter 01: Leading, Managing, and Following ......................................................................................................................... 3
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Chapter 02: Quality and Safety ................................................................................................................................................. 12
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Chapter 03: Ethical and Legal Issues in Nursing ....................................................................................................................... 20
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Chapter 04: Toward Justice....................................................................................................................................................... 28
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Chapter 05: Healthy Workplaces, Healthy Workforce Yoder-Wise: Leading and Managing in Nursing, 8th Edition ................ 36
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Chapter 06: Translating Research into Practice ......................................................................................................................... 43
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Chapter 07: Gaining Personal Insight: Being an Effective Follower and Leader Yoder-
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Wise: Leading and Managing in Nursing, 8th Edition .............................................................................................................. 52
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Chapter 08: Communication and Conflict................................................................................................................................. 58
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Chapter 09: Healthcare Organizations and Structures Yoder-Wise: Leading and Managing in Nursing, 8th Edition................. 67
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Chapter 10: Person-Centered Care ............................................................................................................................................ 75
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Chapter 11: Staffing and Scheduling......................................................................................................................................... 83
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Chapter 12: Workforce Engagement Through Collective Action and Governance Yoder-
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Wise: Leading and Managing in Nursing, 8th Edition.............................................................................................................. 90
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Chapter 13: Solving Problems and Influencing Positive Outcomes Yoder-
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Wise: Leading and Managing in Nursing, 8th Edition ............................................................................................................ 104
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Chapter 14: Delegating: Authority, Accountability, and Responsibility in Delegation Decisions ............................................ 116
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Chapter 15: Effecting Change, Large and Small ..................................................................................................................... 129
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Chapter 16: Building Effective Teams .................................................................................................................................... 140
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Chapter 17: The Impact of Technology ................................................................................................................................... 152
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Chapter 18: Artificial Intelligence........................................................................................................................................... 165
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Chapter 19: Managing Costs and Budgets .............................................................................................................................. 175
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Chapter 20: Selecting, Developing, and Evaluating Staff Yoder-Wise: Leading and Managing in Nursing, 8th Edition ......... 188
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Chapter 21: Managing Personal and Personnel Problems Yoder-Wise: Leading and Managing in Nursing, 8th Edition ......... 199
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Chapter 22: Role Transition .................................................................................................................................................... 209
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Chapter 23: Managing Your Career ........................................................................................................................................ 216
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Chapter 24: Developing Leaders, Managers, and Followers Yoder-
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Wise: Leading and Managing in Nursing, 8th Edition224 Chapter 25: Thriving for the Future ............................................... 232
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,Chapter 01: Leading, Managing, and Following
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Yoder-Wise: Leading and Managing in Nursing, 8th Edition zl zl zl zl zl zl zl
MULTIPLE CHOICE zl
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 and adapt
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the unit to better meet the unique needs of the older adultpatient. Using complexity principles,
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what would be the best approach to take for implementation of this change?
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a. Leverage the hierarchical management position to get unit staff involved in as zl zl zl zl zl zl zl zl zl zl zl
sessment and planning. zl zl
b. Engage involved staff at all levels in the decision-making process. zl zl zl zl zl zl zl zl zl
c. Focus the assessment on the unit and omit the hospital and community en
zl zl zl zl zl zl zl zl zl zl zl zl
vironment.
d. Hire a geriatric specialist to oversee and control the project.
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ANS: B z l
Complexity theory suggests that systems interact and adapt and that decision making occurs
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throughout the systems as opposed to being held in a hierarchy. In complexity theory, every
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voice counts, and therefore, all levels of staff would be involved in decision making.
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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 times in
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the past month. He tells the manager that he very much wants to come to work when scheduled
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but must often care for his wife, who is undergoing treatment for breast cancer. According to
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Maslow‘s need hierarchy theory, what would be the best approach to satisfying the needs of thi
zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl
s nurse, other staff, and patients?
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a. Line up agency nurses who can be called in to work on short notice.
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b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
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c. Sympathize with the nurse‘s dilemma and let the charge nurse know that thisnurse m zl zl zl zl zl zl zl zl zl zl zl zl zl
ay be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange hisscheduled d
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ays off around his wife‘s treatments.zl zl zl zl zl
ANS: D z l
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs an
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d demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient ca
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re and threaten the needs of staff to feel competent. Arranging the schedule around the wife‘s ne
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eds meets the needs of the staff and of patients while satisfying the 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 first me
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diation session, the staff nurse repeatedly calls the unit manager‘s actions unfair, and the unit m
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anager continues to reiterate the reasons for the actions. What would be the bestcourse of action
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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. zl zl zl zl zl zl zl zl zl
, 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 aboutthe c zl zl zl zl zl zl zl zl zl zl zl zl
onflict.
ANS: C zl
For resolution of conflict, one should address the interests and involvement of participants in the
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conflict by examining the real issues of all parties.
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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 reacha res
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olution. What is the appropriate next step? zl zl zl zl zl zl
a. Arrange another meeting in a week‘s time so as to allow a cooling-off period. zl zl zl zl zl zl zl zl zl zl zl zl zl
b. Elevate the next negation session to the next manager, one level above. zl zl zl zl zl zl zl zl zl zl zl
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. zl zl zl zl zl zl zl zl
ANS: B zl
Part of leadership is understanding conflict resolution and ability to negotiate and manage for res
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olution of issues and concerns. This situation has failed a second negotiation session, elevation t
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o a manager with additional training to facilitate conflict resolution is important at this point.
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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 assista
zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl
nts or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff have alway
zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl
s practiced in a primary nursing-
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delivery system and are very resistant to thisidea. What would be the best initial strategy for imp
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lementation of this change? zl zl zl
a. Exploring the values and feelings of the RN group in relationship to thischange zl zl zl zl zl zl zl zl zl zl zl zl zl
b. Leaving the RNs alone for a time so they can think about the change before it is im zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl
plemented
c. Dropping the idea and trying for the change in a year or so when some ofthe pre zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl
sent RNs have retired zl zl zl
d. Hiring the assistants and allowing the RNs to see what good additions they are
zl zl zl zl zl zl zl zl zl zl zl zl zl
ANS: A zl
Influencing others requires emotional intelligence in domains such as empathy, handling relatio
zl zl zl zl zl zl zl zl zl zl zl
nships, deepening self- zl zl
awareness in self and others, motivating others, and managing emotions. Motivating others reco
zl zl zl zl zl zl zl zl zl zl zl zl
gnizes that values are powerful forces that influence acceptance of change. Leaving the RNs alo
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ne for a period of time before implementation does not provide opportunity to explore different p
zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl
erspectives and values. Avoiding discussion until the team changes may not promote adoption o
zl zl zl zl zl zl zl zl zl zl zl zl zl
f the change until there is opportunity to explore perspectives and values related to the change. H
zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl zl
iring of the assistants demonstrates lack of empathy for the perspectives of the RN staff.
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TOP: AONE competency: Knowledge of the Health Care Environment
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