Leading and Managing in Nursing, 8th Edition (Patricia S. Yoder-Wise & Susan Sportsman) – Test Bank with Practice Questions and Answers

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

,Chapter 01: Leading, Managing, and Following
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
MULTIPLE CHOICE v




1. A RN manager of a 20-
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bed medical unit finds that 80% of the clients are older adults. She is asked to assess and adapt the
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unit to better meet the unique needs of the older adult client. Using complexity principles, what w
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ould 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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vvvvvvvvvplanning.
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 environment.
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d. Hire a geriatric specialist to oversee and control the project.
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CORRECT ANS: B v v


Feedback: Complexity theory suggests that systems interact and adapt and that decision maki
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ng occurs throughout the systems, as opposed to being held in a hierarchy. In complexity theory
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, every voice counts, and therefore, all levels of staff would be involved in decision making.
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REF: Page 8 v v 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 RN who has called in sick five times in the pa
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st month. He tells the manager that he very much wants to come to work when scheduled but must of
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ten 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
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approach to satisfying v v v



e 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 i
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n frequently in the future.
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d. Work with the RN, staffing office, and other RNs to arrange his scheduled days off aroun
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d his wife‘s treatments.
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CORRECT ANS: D v v


Feedback: Placing the RN on unpaid leave may threaten the RN‘s capacity to meet physiologic n
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eeds and demotivate the RN. Unsatisfactory coverage of shifts on short notice could affect client
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care and threaten the needs of staff to feel competent. Arranging the schedule around the wife‘s
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needs meets the needs of the staff and of clients while satisfying the RN‘s need for affiliation.
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REF: Page 10 v v 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 mediat
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ion session, the staff RN repeatedly calls the unit manager‘s actions unfair, and the unit manager co
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ntinues to reiterate the reasons for her actions. What would be the best course of action 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 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 v v


Feedback: Ury, Brett, and Goldberg outline steps to restoring unity, the first of which is to ad
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dress the interests and involvement of participants in the conflict by examining the real issues
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of all parties.
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REF: Page 16 v v 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 wo
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uld now be best to:
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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 v v



Feedback: According to the principles outlined by Ury, Brett, and Goldberg, a ―cooling-
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off‖ period is recommended if resolution fails.
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REF: Page 16 v v 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 walk clients. The RNs on the staff have always pra
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cticed in a primary nursing–
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delivery system and are very resistant to this idea. The best initial strategy in this situation would
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include:
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a. Exploring the values and feelings of the RN group in relationship to this change.
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b. Leaving the RNs alone for a time so they can think about the change before it is im
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plemented.
c. Dropping the idea and trying for the change in a year or so when some of the present RNs hav
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e retired. v


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


Feedback: Influencing others requires emotional intelligence in domains such as empathy, hand
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ling relationships, deepening self-
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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 alon
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e for a period of time before implementation does not provide opportunity to explore different per
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spectives and values. Avoiding discussion until the team changes may not promote adoption of th
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e change until there is opportunity to explore perspectives and values related to the change. Hirin
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g of the assistants demonstrates lack of empathy for the perspectives of the RN staff.
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REF: Page 7 | Page 15 v v v v v


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-
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term care facility, you‘ve found that there is little turnover among your LPN and nursing assistant
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(NA) staff members, but they are not very motivated to go beyond their job descriptions in their w
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ork. Which of the following strategies might 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 LP
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Ns and NAs. v v


b. Allow the LPNs and NAs greater decision- v v v v v v


making power within the scope of their positions in the institution.
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c. Hire additional staff so that there are more staff available for enhanced care and individual w
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orkloads are lessened. v v


d. Ask the director of nursing to increase job security for night staff by having them sign co
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ntracts that guarantee work. v v v




CORRECT ANS: B v v


Feedback: Hygiene factors such as salary, working conditions, and security are consistent with
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Herzberg‘s two- v


factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factors suc
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h as recognition and satisfaction with work promote a satisfying and enriched work environment.
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Transformational leaders use motivator factors liberally to inspire work performance and increas
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e job satisfaction.
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REF: Page 9 | Page 10 v v v v v


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 acti
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on would you select?
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a. Collaborate with the human resource/personnel department to develop on- v v v v v v v v


site daycare services. v v


b. Provide a hierarchical organizational structure. v v v v


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


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