TEST BANK
i
FOR YODER-WISE’S
i
LEADING AND
i i
MANAGING IN
i i
CANADIAN
i
NURSING7TH
i i
EDITION BY
i i
YODER-WISE
i
, Leading iand iManaging iin iNursing i7th iEdition iYoder-Wise iTest
iBank
Chapter 01: Leading, Managing, and Following
i i i i i
Yoder-Wise: Leading and Managing in Nursing, 7th Edition
i i i i i i i
MULTIPLE iCHOICE
1. A inurse imanager iof ia i20-bed imedical iunit ifinds ithat i80% iof ithe ipatients iare iolder iadults.
iSheiis iasked ito iassess iand iadapt ithe iunit ito ibetter imeet ithe iunique ineeds iof ithe iolder iadult
ipatient.iUsing icomplexity iprinciples, iwhat iwould i be ithe ibest iapproach ito itake ifor
iimplementation iof ithis ichange?
a. Leverage ithe ihierarchical imanagement iposition ito iget iunit istaff iinvolved
iiniassessment iand iplanning.
b. Engage iinvolved istaff iat iall ilevels iin ithe idecision-making iprocess.
c. Focus ithe iassessment ion ithe iunit iand iomit ithe ihospital iand
icommunityienvironment.
d. Hire ia igeriatric ispecialist ito ioversee iand icontrol ithe iproject.
ANS: i B
Complexity itheory isuggests ithat isystems iinteract iand iadapt iand ithat idecision imaking
ioccurs ithroughout ithe isystems, ias iopposed ito ibeing iheld iin ia ihierarchy. iIn icomplexity
itheory, ieveryivoice icounts, iand itherefore, iall ilevels iof istaff iwould ibe iinvolved iin idecision
imaking.
TOP: i AONE icompetency: iCommunication iand iRelationship-Building
2. A iunit imanager iof ia i25-bed imedical/surgical iarea ireceives ia iphone icall ifrom ia inurse iwho
ihasicalled iin isick ifive itimes iin ithe ipast imonth. iHe itells ithe imanager ithat ihe ivery imuch
iwants ito i come ito iwork iwhen ischeduled ibut imust ioften icare ifor ihis iwife, iwho iis
iundergoing itreatment
N iR iI iG iB.C iM
for ibreast icancer. iAccording itoUMaS N’siTneed ihiO
slow erarchy itheory, iwhat iwould ibe ithe ibest
approach ito isatisfying ithe ineeds iof ithis inurse, iother istaff, iand ipatients?
a. Line iup iagency inurses iwho ican ibe icalled iin ito iwork ion ishort inotice.
b. Place ithe inurse ion iunpaid ileave ifor ithe iremainder iof ihis iwife’s itreatment.
c. Sympathize iwith ithe inurse’s idilemma iand ilet ithe icharge inurse iknow ithat ithis
inurseimay ibe icalling iin ifrequently iin ithe ifuture.
d. Work iwith ithe inurse, istaffing ioffice, iand iother inurses ito iarrange ihis
ischeduledidays ioff iaround ihis iwife’s itreatments.
ANS: i D
Placing ithe inurse ion iunpaid ileave imay ithreaten ithe inurse’s icapacity ito imeet iphysiologic
ineedsiand idemotivate ithe i nurse. i Unsatisfactory i coverage i of i shifts i on i short inotice icould
i affect ipatient icare iand ithreaten ithe ineeds iof istaff ito ifeel icompetent. iArranging ithe ischedule
iaround
the iwife’s ineeds imeets ithe ineeds iof ithe istaff iand iof ipatients iwhile isatisfying ithe inurse’s
ineedifor iaffiliation.
TOP: i AONE icompetency: iCommunication iand iRelationship-Building
3. A igrievance ibrought iby ia istaff inurse iagainst ithe iunit imanager irequires imediation. iAt ithe
ifirstimediation isession, ithe istaff inurse irepeatedly icalls ithe iunit imanager’s iactions iunfair,
iand ithe iunit imanager icontinues ito ireiterate ithe ireasons ifor ithe iactions. iWhat iwould ibe ithe
ibest icourseiof iaction iat ithis itime?
a. Send ithe itwo idisputants iaway ito ireach itheir iown iresolution.
b. Involve ianother istaff inurse iin ithe idiscussion ifor iclarity iissues.
NURSINGTB.COM
, Leading iand iManaging iin iNursing i7th iEdition iYoder-Wise iTest
iBank
c. Ask ieach iparty ito iexamine itheir iown imotives iand iissues iin ithe iconflict.
d. Continue ito ilisten ias ithe iparties irepeat itheir ithoughts iand ifeelings iabout
i theiconflict.
ANS: i C
For iresolution iof iconflict, ione ishould iaddress ithe iinterests iand iinvolvement iof iparticipants
iinithe iconflict iby iexamining ithe ireal iissues iof iall i parties.
TOP: i AONE icompetency: iCommunication iand iRelationship-Building
4. At ia isecond inegotiation isession, ithe iunit imanager iand istaff inurse iare iunable ito
i reach iairesolution. iWhat iis ithe iappropriate inext istep?
a. Arrange ianother imeeting iin ia iweek’s itime iso ias ito iallow ia icooling-off iperiod.
b. Elevate ithe inext inegation isession ito ithe inext imanager, ione ilevel iabove.
c. Insist ithat iparticipants icontinue ito italk iuntil ia iresolution ihas ibeen ireached.
d. Back ithe iunit imanager’s iactions iand iend ithe idispute.
ANS: i B
Part iof ileadership iis iunderstanding iconflict iresolution iand iability ito inegotiate iand imanage
iforiresolution iof iissues iand iconcerns. iThis isituation ihas ifailed ia isecond inegotiation isession,
ielevation ito ia imanager iwith iadditional itraining ito ifacilitate iconflict iresolution iis iimportant
iat ithis ipoint.
TOP: i AONE icompetency: iCommunication iand iRelationship-Building
5. The imanager iof ia isurgical iarea ihas ia ivision ifor ithe ifuture ithat irequires ithe iaddition iof iRN
iassistants ior iunlicensed ipersons ito ifeed, ibathe, iand iambulate ipatients. iThe iRNs ion ithe
staff ihave ialways ipracticed iin ia iprN Rry inIursiGng-OB
de.
liC
veryMsystem iand iare ivery iresistant ito
i
U iSima iN iT
ithis iidea.
What iwould ibe ithe ibest iinitial istrategy ifor iimplementation iof ithis ichange?
a. Exploring ithe ivalues iand ifeelings iof ithe iRN igroup iin irelationship ito ithis ichange
b. Leaving ithe iRNs ialone ifor ia itime iso ithey ican ithink iabout ithe ichange ibefore
iit iisiimplemented
c. Dropping ithe iidea iand itrying ifor ithe ichange iin ia iyear ior iso iwhen isome iof
itheipresent iRNs ihave iretired
d. Hiring ithe iassistants iand iallowing ithe iRNs ito isee iwhat igood iadditions ithey iare
ANS: i A
Influencing iothers irequires iemotional iintelligence iin idomains isuch ias iempathy, ihandling
irelationships, ideepening iself-awareness iin iself iand iothers, imotivating iothers, iand imanaging
iemotions. iMotivating iothers irecognizes ithat ivalues iare ipowerful iforces ithat iinfluence
iacceptance iof ichange. iLeaving ithe iRNs ialone ifor ia iperiod iof itime ibefore iimplementation
idoesinot iprovide iopportunity ito iexplore idifferent iperspectives iand ivalues. iAvoiding
idiscussion iuntil ithe iteam ichanges imay inot ipromote iadoption iof ithe ichange iuntil ithere iis
iopportunity ito iexplore iperspectives iand ivalues irelated ito ithe ichange. iHiring iof ithe
iassistants idemonstrates ilack iof iempathy ifor ithe iperspectives iof ithe iRN istaff.
TOP: i AONE icompetency: iKnowledge iof ithe iHealth iCare iEnvironment
NURSINGTB.COM
, Leading iand iManaging iin iNursing i7th iEdition iYoder-Wise iTest
iBank
6. As ithe iRN icharge inurse ion ithe inight ishift iin ia ismall ilong-term icare ifacility, iyou’ve ifound
ithatithere iis ilittle iturnover iamong iyour iLPN iand inursing iassistant i(NA) istaff imembers, ibut
ithey iare inot ivery imotivated ito igo ibeyond itheir ijob idescriptions iin itheir iwork. iWhich iof
ithe ifollowing istrategies imight imotivate ithe istaff iand ilead ito igreater ijob isatisfaction?
a. Ask ithe idirector iof inursing ito ioffer ihigher iwages iand ibonuses ifor iextra iwork
iforithe inight iLPNs iand iNAs.
b. Allow ithe iLPNs iand iNAs igreater idecision-making ipower iwithin ithe iscope iof
itheiripositions iin ithe iinstitution.
c. Hire iadditional istaff iso ithat ithere iare imore istaff iavailable ifor ienhanced icare,
iandiindividual iworkloads iare ilessened.
d. Ask ithe idirector iof inursing ito iincrease ijob isecurity ifor inight istaff iby ihaving
ithemisign icontracts ithat iguarantee iwork.
ANS: i B
Hygiene ifactors isuch ias isalary, iworking iconditions, iand isecurity iare iconsistent iwith
iHerzberg’s itwo-factor itheory iof imotivation; imeeting ithese ineeds iavoids ijob idissatisfaction.
iMotivator ifactors isuch ias irecognition iand isatisfaction iwith iwork ipromote ia isatisfying iand
ienriched iwork ienvironment. iTransformational ileaders iuse imotivator ifactors iliberally ito
iinspireiwork iperformance iand iincrease ijob isatisfaction.
TOP: i AONE icompetency: iCommunication iand iRelationship-Building
7. The inurse imanager iwants ito iincrease imotivation iby iproviding imotivating ifactors ifor ithe
i nurseion ithe iunit. iWhat iaction iwould ibe iappropriate ito imotivate ithe istaff?
a. Collaborate iwith ithe ihuman iresource/personnel idepartment ito idevelop ion-
siteidaycare iservices.
b. Provide ia ihierarchical iorganizational istructure. i
N R I G B.C M
c. Implement ia imodel iof isharUed igS
oveN
rnanTce. O
d. Promote ithe idevelopment iof ia iflexible ibenefits ipackage.
ANS: i C
Complexity itheory isuggests ithat isystems iinteract iand iadapt iand ithat idecision imaking
ioccursithroughout isystems, ias iopposed ito ibeing iheld iin ia ihierarchy. iIn icomplexity itheory,
ievery ivoice icounts, iand itherefore iall ilevels iof i staff iwould ibe iinvolved iin idecision
imaking. iThis iprinciple iis ithe ifoundation iof ishared igovernance.
TOP: i AONE icompetency: iCommunication iand iRelationship-Building
8. A icharge inurse ion ia ibusy i40-bed imedical/surgical iunit iis iapproached iby ia ifamily imember
iwho ibegins ito icomplain iloudly iabout ithe iquality iof icare ihis imother iis ireceiving. iHis
ibehavior iis iso idisruptive ithat iit iis ioverheard iby istaff, iphysicians, iand iother ivisitors. iThe
ifamily imemberileaves ithe iunit iabruptly, iand ithe inurse iis ileft ifeeling ifrustrated. iWhich
ibehavior iby ithe icharge inurse ibest iillustrates irefined ileadership iskills iin ian iemotionally
iintelligent ipractitioner?
a. Reflect ito igain iinsight iinto ihow ithe isituation icould ibe ihandled idifferently iin
itheifuture.
b. Try ito icatch iup iwith ithe iangry ifamily imember ito iresolve ithe iconcern.
c. Discuss ithe iconcern iwith ithe ipatient iafter ithe ifamily imember ihas ileft.
d. Notify inursing iadministration iof ithe isituation.
ANS: i A
NURSINGTB.COM
i
FOR YODER-WISE’S
i
LEADING AND
i i
MANAGING IN
i i
CANADIAN
i
NURSING7TH
i i
EDITION BY
i i
YODER-WISE
i
, Leading iand iManaging iin iNursing i7th iEdition iYoder-Wise iTest
iBank
Chapter 01: Leading, Managing, and Following
i i i i i
Yoder-Wise: Leading and Managing in Nursing, 7th Edition
i i i i i i i
MULTIPLE iCHOICE
1. A inurse imanager iof ia i20-bed imedical iunit ifinds ithat i80% iof ithe ipatients iare iolder iadults.
iSheiis iasked ito iassess iand iadapt ithe iunit ito ibetter imeet ithe iunique ineeds iof ithe iolder iadult
ipatient.iUsing icomplexity iprinciples, iwhat iwould i be ithe ibest iapproach ito itake ifor
iimplementation iof ithis ichange?
a. Leverage ithe ihierarchical imanagement iposition ito iget iunit istaff iinvolved
iiniassessment iand iplanning.
b. Engage iinvolved istaff iat iall ilevels iin ithe idecision-making iprocess.
c. Focus ithe iassessment ion ithe iunit iand iomit ithe ihospital iand
icommunityienvironment.
d. Hire ia igeriatric ispecialist ito ioversee iand icontrol ithe iproject.
ANS: i B
Complexity itheory isuggests ithat isystems iinteract iand iadapt iand ithat idecision imaking
ioccurs ithroughout ithe isystems, ias iopposed ito ibeing iheld iin ia ihierarchy. iIn icomplexity
itheory, ieveryivoice icounts, iand itherefore, iall ilevels iof istaff iwould ibe iinvolved iin idecision
imaking.
TOP: i AONE icompetency: iCommunication iand iRelationship-Building
2. A iunit imanager iof ia i25-bed imedical/surgical iarea ireceives ia iphone icall ifrom ia inurse iwho
ihasicalled iin isick ifive itimes iin ithe ipast imonth. iHe itells ithe imanager ithat ihe ivery imuch
iwants ito i come ito iwork iwhen ischeduled ibut imust ioften icare ifor ihis iwife, iwho iis
iundergoing itreatment
N iR iI iG iB.C iM
for ibreast icancer. iAccording itoUMaS N’siTneed ihiO
slow erarchy itheory, iwhat iwould ibe ithe ibest
approach ito isatisfying ithe ineeds iof ithis inurse, iother istaff, iand ipatients?
a. Line iup iagency inurses iwho ican ibe icalled iin ito iwork ion ishort inotice.
b. Place ithe inurse ion iunpaid ileave ifor ithe iremainder iof ihis iwife’s itreatment.
c. Sympathize iwith ithe inurse’s idilemma iand ilet ithe icharge inurse iknow ithat ithis
inurseimay ibe icalling iin ifrequently iin ithe ifuture.
d. Work iwith ithe inurse, istaffing ioffice, iand iother inurses ito iarrange ihis
ischeduledidays ioff iaround ihis iwife’s itreatments.
ANS: i D
Placing ithe inurse ion iunpaid ileave imay ithreaten ithe inurse’s icapacity ito imeet iphysiologic
ineedsiand idemotivate ithe i nurse. i Unsatisfactory i coverage i of i shifts i on i short inotice icould
i affect ipatient icare iand ithreaten ithe ineeds iof istaff ito ifeel icompetent. iArranging ithe ischedule
iaround
the iwife’s ineeds imeets ithe ineeds iof ithe istaff iand iof ipatients iwhile isatisfying ithe inurse’s
ineedifor iaffiliation.
TOP: i AONE icompetency: iCommunication iand iRelationship-Building
3. A igrievance ibrought iby ia istaff inurse iagainst ithe iunit imanager irequires imediation. iAt ithe
ifirstimediation isession, ithe istaff inurse irepeatedly icalls ithe iunit imanager’s iactions iunfair,
iand ithe iunit imanager icontinues ito ireiterate ithe ireasons ifor ithe iactions. iWhat iwould ibe ithe
ibest icourseiof iaction iat ithis itime?
a. Send ithe itwo idisputants iaway ito ireach itheir iown iresolution.
b. Involve ianother istaff inurse iin ithe idiscussion ifor iclarity iissues.
NURSINGTB.COM
, Leading iand iManaging iin iNursing i7th iEdition iYoder-Wise iTest
iBank
c. Ask ieach iparty ito iexamine itheir iown imotives iand iissues iin ithe iconflict.
d. Continue ito ilisten ias ithe iparties irepeat itheir ithoughts iand ifeelings iabout
i theiconflict.
ANS: i C
For iresolution iof iconflict, ione ishould iaddress ithe iinterests iand iinvolvement iof iparticipants
iinithe iconflict iby iexamining ithe ireal iissues iof iall i parties.
TOP: i AONE icompetency: iCommunication iand iRelationship-Building
4. At ia isecond inegotiation isession, ithe iunit imanager iand istaff inurse iare iunable ito
i reach iairesolution. iWhat iis ithe iappropriate inext istep?
a. Arrange ianother imeeting iin ia iweek’s itime iso ias ito iallow ia icooling-off iperiod.
b. Elevate ithe inext inegation isession ito ithe inext imanager, ione ilevel iabove.
c. Insist ithat iparticipants icontinue ito italk iuntil ia iresolution ihas ibeen ireached.
d. Back ithe iunit imanager’s iactions iand iend ithe idispute.
ANS: i B
Part iof ileadership iis iunderstanding iconflict iresolution iand iability ito inegotiate iand imanage
iforiresolution iof iissues iand iconcerns. iThis isituation ihas ifailed ia isecond inegotiation isession,
ielevation ito ia imanager iwith iadditional itraining ito ifacilitate iconflict iresolution iis iimportant
iat ithis ipoint.
TOP: i AONE icompetency: iCommunication iand iRelationship-Building
5. The imanager iof ia isurgical iarea ihas ia ivision ifor ithe ifuture ithat irequires ithe iaddition iof iRN
iassistants ior iunlicensed ipersons ito ifeed, ibathe, iand iambulate ipatients. iThe iRNs ion ithe
staff ihave ialways ipracticed iin ia iprN Rry inIursiGng-OB
de.
liC
veryMsystem iand iare ivery iresistant ito
i
U iSima iN iT
ithis iidea.
What iwould ibe ithe ibest iinitial istrategy ifor iimplementation iof ithis ichange?
a. Exploring ithe ivalues iand ifeelings iof ithe iRN igroup iin irelationship ito ithis ichange
b. Leaving ithe iRNs ialone ifor ia itime iso ithey ican ithink iabout ithe ichange ibefore
iit iisiimplemented
c. Dropping ithe iidea iand itrying ifor ithe ichange iin ia iyear ior iso iwhen isome iof
itheipresent iRNs ihave iretired
d. Hiring ithe iassistants iand iallowing ithe iRNs ito isee iwhat igood iadditions ithey iare
ANS: i A
Influencing iothers irequires iemotional iintelligence iin idomains isuch ias iempathy, ihandling
irelationships, ideepening iself-awareness iin iself iand iothers, imotivating iothers, iand imanaging
iemotions. iMotivating iothers irecognizes ithat ivalues iare ipowerful iforces ithat iinfluence
iacceptance iof ichange. iLeaving ithe iRNs ialone ifor ia iperiod iof itime ibefore iimplementation
idoesinot iprovide iopportunity ito iexplore idifferent iperspectives iand ivalues. iAvoiding
idiscussion iuntil ithe iteam ichanges imay inot ipromote iadoption iof ithe ichange iuntil ithere iis
iopportunity ito iexplore iperspectives iand ivalues irelated ito ithe ichange. iHiring iof ithe
iassistants idemonstrates ilack iof iempathy ifor ithe iperspectives iof ithe iRN istaff.
TOP: i AONE icompetency: iKnowledge iof ithe iHealth iCare iEnvironment
NURSINGTB.COM
, Leading iand iManaging iin iNursing i7th iEdition iYoder-Wise iTest
iBank
6. As ithe iRN icharge inurse ion ithe inight ishift iin ia ismall ilong-term icare ifacility, iyou’ve ifound
ithatithere iis ilittle iturnover iamong iyour iLPN iand inursing iassistant i(NA) istaff imembers, ibut
ithey iare inot ivery imotivated ito igo ibeyond itheir ijob idescriptions iin itheir iwork. iWhich iof
ithe ifollowing istrategies imight imotivate ithe istaff iand ilead ito igreater ijob isatisfaction?
a. Ask ithe idirector iof inursing ito ioffer ihigher iwages iand ibonuses ifor iextra iwork
iforithe inight iLPNs iand iNAs.
b. Allow ithe iLPNs iand iNAs igreater idecision-making ipower iwithin ithe iscope iof
itheiripositions iin ithe iinstitution.
c. Hire iadditional istaff iso ithat ithere iare imore istaff iavailable ifor ienhanced icare,
iandiindividual iworkloads iare ilessened.
d. Ask ithe idirector iof inursing ito iincrease ijob isecurity ifor inight istaff iby ihaving
ithemisign icontracts ithat iguarantee iwork.
ANS: i B
Hygiene ifactors isuch ias isalary, iworking iconditions, iand isecurity iare iconsistent iwith
iHerzberg’s itwo-factor itheory iof imotivation; imeeting ithese ineeds iavoids ijob idissatisfaction.
iMotivator ifactors isuch ias irecognition iand isatisfaction iwith iwork ipromote ia isatisfying iand
ienriched iwork ienvironment. iTransformational ileaders iuse imotivator ifactors iliberally ito
iinspireiwork iperformance iand iincrease ijob isatisfaction.
TOP: i AONE icompetency: iCommunication iand iRelationship-Building
7. The inurse imanager iwants ito iincrease imotivation iby iproviding imotivating ifactors ifor ithe
i nurseion ithe iunit. iWhat iaction iwould ibe iappropriate ito imotivate ithe istaff?
a. Collaborate iwith ithe ihuman iresource/personnel idepartment ito idevelop ion-
siteidaycare iservices.
b. Provide ia ihierarchical iorganizational istructure. i
N R I G B.C M
c. Implement ia imodel iof isharUed igS
oveN
rnanTce. O
d. Promote ithe idevelopment iof ia iflexible ibenefits ipackage.
ANS: i C
Complexity itheory isuggests ithat isystems iinteract iand iadapt iand ithat idecision imaking
ioccursithroughout isystems, ias iopposed ito ibeing iheld iin ia ihierarchy. iIn icomplexity itheory,
ievery ivoice icounts, iand itherefore iall ilevels iof i staff iwould ibe iinvolved iin idecision
imaking. iThis iprinciple iis ithe ifoundation iof ishared igovernance.
TOP: i AONE icompetency: iCommunication iand iRelationship-Building
8. A icharge inurse ion ia ibusy i40-bed imedical/surgical iunit iis iapproached iby ia ifamily imember
iwho ibegins ito icomplain iloudly iabout ithe iquality iof icare ihis imother iis ireceiving. iHis
ibehavior iis iso idisruptive ithat iit iis ioverheard iby istaff, iphysicians, iand iother ivisitors. iThe
ifamily imemberileaves ithe iunit iabruptly, iand ithe inurse iis ileft ifeeling ifrustrated. iWhich
ibehavior iby ithe icharge inurse ibest iillustrates irefined ileadership iskills iin ian iemotionally
iintelligent ipractitioner?
a. Reflect ito igain iinsight iinto ihow ithe isituation icould ibe ihandled idifferently iin
itheifuture.
b. Try ito icatch iup iwith ithe iangry ifamily imember ito iresolve ithe iconcern.
c. Discuss ithe iconcern iwith ithe ipatient iafter ithe ifamily imember ihas ileft.
d. Notify inursing iadministration iof ithe isituation.
ANS: i A
NURSINGTB.COM
