Yoder-Wise’s Leading and Managing in Canadian Nursing 2nd Edition – Patricia S. Yoder-Wise | Chapters 1–32 | Complete Test Bank with Answers

,TABLE OF CONTENTS
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Part I: Core Concepts
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Overview
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1. Leading, Managing, and Following e e e




2. Developing the Role of Leader e e e e




3. Developing the Role of Manager e e e e




4. Nursing Leadership and Indigenous Health
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5. Patient Focus e




Context
6. Ethical Issues e




7. Legal Issues e




8. Making Decisions and Solving Problems
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9. Health Care Organizations
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10. Understanding and Designing Organizational Structures e e e e




11. Cultural Diversity in Health Care e e e e




12. Power, Politics, and Influence e e e




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology
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14. Managing Costs and Budgets e e e




15. Care Delivery Strategies
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16. Staffing and Scheduling (available only on Evolve)
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17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
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,Part III: Changing the Status Quo
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18. Strategic Planning, Goal-Setting, and Marketing
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19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social
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Action
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy e e




22. Understanding Quality, Risk, and Safety e e e e




23. Translating Research into Practice e e e




Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict e e e




25. Managing Personal/Personnel Problems
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26. Workplace Violence and Incivilitye e e




27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
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Personal
28. Role Transition
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29. Self-Management: Stress and Time e e e




Future
30. Thriving for the Future
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31. Leading and Managing Your Career
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32. Nursing Students as Leaders
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, Yoder-Wise's Leading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test Bank
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Chapter 01: Leading, Managing, and Following
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Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second e e e e e e e e




Edition
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MULTIPLE CHOICE e




1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She is
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asked to assess and adapt the unit to better meet the unique needs of older adult patients.
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According to complexity principles, what would be the best approach to take in making this
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change?
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a. Leverage the hierarchical management position to get unit staff involved in e e e e e e e e e e



assessment and planning.
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b. Engage involved staff at all levels in the decision-making process.
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c. Focus the assessment on the unit, and omit the hospital and community
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environment.
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d. Hire a geriatric specialist to oversee and control the project.
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ANS: B e



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,
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everybody‘s opinion counts; therefore, all levels of staff would be involved in decision
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making.
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DIF: Cognitive Level: Apply e e REF: Page14 e e



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2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who has
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called in sick five times in the past month. He tells the manager that he very much wants to
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come to work when scheduled, but must often care for his wife, who is undergoing treatment for
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breast cancer. In the practice of a strengths-based nursing leader, what would be the best
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approach to satisfying the needs of this 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 this nurse e e e e e e e e e e e e e



may be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
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days off around his wife‘s treatments.
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ANS: D e



Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse.
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Unsatisfactory coverage of shifts on short notice could affect patient care and threaten staff
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members‘ sense of competence. Strengths-based nurse leaders honour the uniqueness of
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individuals, teams, systems, and organizations; therefore arranging the schedule around the
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wife‘s needs would result in a win-win situation, also creating a work environment that
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promotes the health of all the nurses and facilitates their development.
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