TEST BANK - YODER-WISE'S LEADING AND MANAGING IN CANADIAN NURSING, 3RD EDITION (WADDELL, 2024), CHAPTER 1-32 | ALL CHAPTERS

, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING,
g g g g g g g g g


3rd EDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
g g g g g g g g g




ISBN: 9781771721684,
g




ISBN: 9781771721745,
g




ISBN: 9781771721677
g




Table of Contents
g g




g Part I: Core Concepts
g g g




g Overview
1. Leading, Managing, and Following g g g




2. Developing the Role of Leader g g g g




3. Developing the Role of Manager g g g g




4. Nursing Leadership and Indigenous Health
g g g g




5. Patient Focus g




Context
6. Ethical Issues g




7. Legal Issues g




8. Making Decisions and Solving Problemsg g g g




9. Health Care Organizations g g




10. Understanding and Designing Organizational Structures g g g g




11. Cultural Diversity in Health Care g g g g




12. Power, Politics, and Influence g g g




Part II: Managing Resources
g g g




13. Caring, Communicating, and Managing with Technology
g g g g g




14. Managing Costs and Budgets g g g




15. Care Delivery Strategiesg g




16. Staffing and Scheduling (available only on Evolve)
g g g g g g




17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
g g g g g g g g

,Part III: Changing the Status Quo
g g g g g




18. Strategic Planning, Goal-Setting, and Marketing
g g g g




19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social
g g g g g g g g g g


Action
g




20. Building Teams Through Communication and Partnerships
g g g g g




21. Collective Nursing Advocacy
g g




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




23. Translating Research into Practice
g g g




Part IV: Interpersonal and Personal Skills
g g g g g




Interpersonal
24. Understanding and Resolving Conflict g g g




25. Managing Personal/Personnel Problems
g g




26. Workplace Violence and Incivility
g g g




27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
g g g g g g g g g




Personal
28. Role Transition
g




29. Self-Management: Stress and Time g g g




Future
30. Thriving for the Future
g g g




31. Leading and Managing Your Career
g g g g




32. Nursing Students as Leaders
g g g

, Yoder-Wise's Leading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test Bank
g g g g g g g g g g g




Chapter 01: Leading, Managing, and Following
g g g g g


Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
g g g g g g g g


Edition
g




MULTIPLE CHOICE g




1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She
g g g g g g g g g g g g g g g g g


is asked to assess and adapt the unit to better meet the unique needs of older adult patients.
g g g g g g g g g g g g g g g g g g


According to complexity principles, what would be the best approach to take in making this
g g g g g g g g g g g g g g g


change?
g


a. Leverage the hierarchical management position to get unit staff involved in
g g g g g g g g g g


assessment and planning.
g g g


b. Engage involved staff at all levels in the decision-making process.
g g g g g g g g g


c. Focus the assessment on the unit, and omit the hospital and community
g g g g g g g g g g g


environment.
g


d. Hire a geriatric specialist to oversee and control the project.
g g g g g g g g g




ANS: B g


Complexity theory suggests that systems interact and adapt and that decision making occurs
g g g g g g g g g g g g


throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
g g g g g g g g g g g g g g


everybody‘s opinion counts; therefore, all levels of staff would be involved in decision
g g g g g g g g g g g g g


making.
g




DIF: Cognitive Level: Apply g g REF: Page 14 g g


TOP: Nursing Process: Implementation
g g g g




2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who has
g g g g g g
UNSRNITG B.C MO
g
g
g
g
g
g g


g
g


g g g g g g g g g


called in sick five times in the past month. He tells the manager that he very much wants to
g g g g g g g g g g g g g g g g g g


come to work when scheduled, but must often care for his wife, who is undergoing treatment
g g g g g g g g g g g g g g g g


for breast cancer. In the practice of a strengths-based nursing leader, what would be the best
g g g g g g g g g g g g g g g g


approach to satisfying the needs of this nurse, other staff, and patients?
g g g g g g g g g g g g


a. Line up agency nurses who can be called in to work on short notice.
g g g g g g g g g g g g g


b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
g g g g g g g g g g g g


c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nurse
g g g g g g g g g g g g g


may be calling in frequently in the future.
g g g g g g g g


d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
g g g g g g g g g g g g


days off around his wife‘s treatments.
g g g g g g




ANS: D g


Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse.
g g g g g g g g g g g g g


Unsatisfactory coverage of shifts on short notice could affect patient care and threaten staff
g g g g g g g g g g g g g g


members‘ sense of competence. Strengths-based nurse leaders honour the uniqueness of
g g g g g g g g g g g


individuals, teams, systems, and organizations; therefore arranging the schedule around the
g g g g g g g g g g g


wife‘s needs would result in a win-win situation, also creating a work environment that
g g g g g g g g g g g g g g


promotes the health of all the nurses and facilitates their development.
g g g g g g g g g g g




DIF: Cognitive Level: Analyze g g REF: Page 6 g g


TOP: Nursing Process: Implementation
g g g g




VERIFIED-TEST