Leading and Managing in Nursing 8th Edition Yoder-
h9 h9 h9 h9 h9 h9 h9
Wise Test Bank
TEST BANK Yoder-
h9 h9
Wise: Leading and Managing in Nursing, 8th
h9 h9 h9 h9 h9 h9 h9
Edition 2023/2024 Update
h9 h9
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-
h9 h9 h9 h9 h9 h9 h9
Wise Test Bank
Chapter 01: Leading, Managing, and Following
h9 h9 h9 h9 h9
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
h9 h9 h9 h9 h9 h9 h9
MULTIPLE CHOICE h9
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
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
adapt the unit to better meet the unique needs of the older adult patient. Using complexity
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
principles, what would be the best approach to take for implementation of this change?
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
a. Leverage the hierarchical management position to get unit staff involved i
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
n assessment and planning.
h9 h9 h9
b. Engage involved staff at all levels in the decision-making process.
h9 h9 h9 h9 h9 h9 h9 h9 h9
c. Focus the assessment on the unit and omit the hospital and communi
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
ty environment. h9
d. Hire a geriatric specialist to oversee and control the project.
h9 h9 h9 h9 h9 h9 h9 h9 h9
ANS: B h9
Complexity theory suggests that systems interact and adapt and that decision making occ
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
urs throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h
every voice counts, and therefore, all levels of staff would be involved in decision makin
9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
g.
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 who has called in sick five ti
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mes in the past month. He tells the manager that he very much wants to
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
come to work when scheduled but must often care for his wife, who is undergoing treatment
for breast cancer. According tNRMIaG
SsBl o.C
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
h9 h9 oU N’ s Tn eed hiO
w h9 e rarchy theory, what would be the best
h9 h9
9
h 9
h 9
h 9
h
h9 h9 h9 h9 h9 h9 h9 h9
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 nur h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
se may be calling in frequently in the future.
h9 h9 h9 h9 h9 h9 h9 h9
d. Work with the nurse, staffing office, and other nurses to arrange his schedul
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
ed days off around his wife’s treatments.
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ANS: D h9
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiologic nee
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
ds and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
patient care and threaten the needs of staff to feel competent. Arranging the schedule aroun
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
d the wife’s needs meets the needs of the staff and of patients while satisfying the nurse’s
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need for affiliation.h9 h9
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 fi
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rst mediation session, the staff nurse repeatedly calls the unit manager’s actions unfair, an
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d the unit manager continues to reiterate the reasons for the actions. What would be the bes
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
t 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 nurse in the discussion for clarity issues.
h9 h9 h9 h9 h9 h9 h9 h9 h9
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-
h9 h9 h9 h9 h9 h9 h9
Wise Test Bank
c. Ask each party to examine their own motives and issues in the conflict.
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
d. Continue to listen as the parties repeat their thoughts and feelings about t
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
he conflict. h9
ANS: C h9
For resolution of conflict, one should address the interests and involvement of participants i
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
n the conflict by examining the real issues of all parties.
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
TOP: AONE competency: Communication and Relationship-Building
h9 h9 h9 h9 h9
4. At a second negotiation session, the unit manager and staff nurse are unable to reach
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a resolution. What is the appropriate next step?
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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. Elevate the next negation session to the next manager, one level above.
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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.
h9 h9 h9 h9 h9 h9 h9 h9
ANS: B h9
Part of leadership is understanding conflict resolution and ability to negotiate and manage fo
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
r resolution of issues and concerns. This situation has failed a second negotiation session,
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
elevation to a manager with additional training to facilitate conflict resolution is important
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
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
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the sta
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
ff have always practiced in a p rN
i m aR
r y nIu rsiGng-
USNT
h9 h9 h9 h9 h9 h9 h9
Bd e.liCveryMsystem and are very resistant to this idea.
h9 h9 h9
h9 h9 h9 h9 h9 h9 h9
What would be the best initial strategy for implementation of this change?
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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
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
is implemented h9 h9
c. Dropping the idea and trying for the change in a year or so when some of t
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
he present RNs have retired h9 h9 h9 h9
d. Hiring the assistants and allowing the RNs to see what good additions they are
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
ANS: A h9
Influencing others requires emotional intelligence in domains such as empathy, handling re
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
lationships, deepening self- h9 h9
awareness in self and others, motivating others, and managing emotions. Motivating others
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h
9recognizes that values are powerful forces that influence acceptance of change. Leaving th
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
e RNs alone for a period of time before implementation does not provide opportunity to ex
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
plore different perspectives and values. Avoiding discussion until the team changes may no
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
t promote adoption of the change until there is opportunity to explore perspectives and val
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ues related to the change. Hiring of the assistants demonstrates lack of empathy for the per
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spectives of the RN staff. h9 h9 h9 h9
TOP: AONE competency: Knowledge of the Health Care Environment
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NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-
h9 h9 h9 h9 h9 h9 h9
Wise Test Bank
6. As the RN charge nurse 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 a
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ssistant (NA) staff members, but they are not very motivated to go beyond their job descri
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ptions in their work. Which of the following strategies might motivate the staff and lead t
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o greater job satisfaction?
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a. Ask the director of nursing to offer higher wages and bonuses for extra work f
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or the night LPNs and NAs.
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b. Allow the LPNs and NAs greater decision- h9 h9 h9 h9 h9 h9
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, a
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nd individual workloads are lessened.
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d. Ask the director of nursing to increase job security for night staff by having th
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em sign contracts that guarantee work.
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ANS: B h9
Hygiene factors such as salary, working conditions, and security are consistent with Herzbe
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rg’s two- h9
factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factor
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s such as recognition and satisfaction with work promote a satisfying and enriched work en
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vironment. Transformational leaders use motivator factors liberally to inspire work performa
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nce and increase job satisfaction.
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TOP: AONE competency: Communication and Relationship-Building
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7. The nurse manager wants to increase motivation by providing motivating factors for the nur
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se on the unit. What action would be appropriate to motivate the staff?
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a. Collaborate with the human resource/personnel department to develop on-site h9 h9 h9 h9 h9 h9 h9 h9
daycare services. h9
b. Provide a hierarchical orgNaniR
zatiI
onalGstrB
uc.
tuCre. M
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c. Implement a model of shar U
e d gSov eN
rnanTce. O h9 h9 h9 h9 h9
d. Promote the development of a flexible benefits package. h9 h9 h9 h9 h9 h9 h9
ANS: C h9
Complexity theory suggests that systems interact and adapt and that decision making occurs
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
throughout systems, as opposed to being held in a hierarchy. In complexity theory, every v
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
oice counts, and therefore all levels of staff would be involved in decision making. This pr
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inciple is the foundation of shared governance.
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TOP: AONE competency: Communication and Relationship-Building
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8. A charge nurse on a busy 40-
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bed medical/surgical unit is approached by a family member who begins to complain loudl
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y about the quality of care his mother is receiving. His behavior is so disruptive that it is o
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verheard by staff, physicians, and other visitors. The family member leaves the unit abruptl
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y, and the nurse is left feeling frustrated. Which behavior by the charge nurse best illustrat
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es refined leadership skills in an emotionally intelligent practitioner?
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a. Reflect to gain insight into how the situation could be handled differently in t
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he future. h9
b. Try to catch up with the angry family member to resolve the concern.
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c. Discuss the concern with the patient after the family member has left.
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
d. Notify nursing administration of the situation. h9 h9 h9 h9 h9
ANS: A h9
NURSINGTB.COM
h9 h9 h9 h9 h9 h9 h9
Wise Test Bank
TEST BANK Yoder-
h9 h9
Wise: Leading and Managing in Nursing, 8th
h9 h9 h9 h9 h9 h9 h9
Edition 2023/2024 Update
h9 h9
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-
h9 h9 h9 h9 h9 h9 h9
Wise Test Bank
Chapter 01: Leading, Managing, and Following
h9 h9 h9 h9 h9
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
h9 h9 h9 h9 h9 h9 h9
MULTIPLE CHOICE h9
1. A nurse manager of a 20-
h9 h9 h9 h9 h9
bed medical unit finds that 80% of the patients are older adults. She is asked to assess and
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
adapt the unit to better meet the unique needs of the older adult patient. Using complexity
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
principles, what would be the best approach to take for implementation of this change?
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
a. Leverage the hierarchical management position to get unit staff involved i
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
n assessment and planning.
h9 h9 h9
b. Engage involved staff at all levels in the decision-making process.
h9 h9 h9 h9 h9 h9 h9 h9 h9
c. Focus the assessment on the unit and omit the hospital and communi
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
ty environment. h9
d. Hire a geriatric specialist to oversee and control the project.
h9 h9 h9 h9 h9 h9 h9 h9 h9
ANS: B h9
Complexity theory suggests that systems interact and adapt and that decision making occ
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
urs throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h
every voice counts, and therefore, all levels of staff would be involved in decision makin
9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
g.
TOP: AONE competency: Communication and Relationship-Building
h9 h9 h9 h9 h9
2. A unit manager of a 25-
h9 h9 h9 h9 h9
bed medical/surgical area receives a phone call from a nurse who has called in sick five ti
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
mes in the past month. He tells the manager that he very much wants to
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
come to work when scheduled but must often care for his wife, who is undergoing treatment
for breast cancer. According tNRMIaG
SsBl o.C
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
h9 h9 oU N’ s Tn eed hiO
w h9 e rarchy theory, what would be the best
h9 h9
9
h 9
h 9
h 9
h
h9 h9 h9 h9 h9 h9 h9 h9
approach to satisfying the needs of this nurse, other staff, and patients?
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
a. Line up agency nurses who can be called in to work on short notice.
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nur h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
se may be calling in frequently in the future.
h9 h9 h9 h9 h9 h9 h9 h9
d. Work with the nurse, staffing office, and other nurses to arrange his schedul
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
ed days off around his wife’s treatments.
h9 h9 h9 h9 h9 h9
ANS: D h9
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiologic nee
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
ds and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
patient care and threaten the needs of staff to feel competent. Arranging the schedule aroun
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
d the wife’s needs meets the needs of the staff and of patients while satisfying the nurse’s
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
need for affiliation.h9 h9
TOP: AONE competency: Communication and Relationship-Building
h9 h9 h9 h9 h9
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the fi
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
rst mediation session, the staff nurse repeatedly calls the unit manager’s actions unfair, an
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
d the unit manager continues to reiterate the reasons for the actions. What would be the bes
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
t course of action at this time?
h9 h9 h9 h9 h9 h9
a. Send the two disputants away to reach their own resolution.
h9 h9 h9 h9 h9 h9 h9 h9 h9
b. Involve another staff nurse in the discussion for clarity issues.
h9 h9 h9 h9 h9 h9 h9 h9 h9
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-
h9 h9 h9 h9 h9 h9 h9
Wise Test Bank
c. Ask each party to examine their own motives and issues in the conflict.
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
d. Continue to listen as the parties repeat their thoughts and feelings about t
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
he conflict. h9
ANS: C h9
For resolution of conflict, one should address the interests and involvement of participants i
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
n the conflict by examining the real issues of all parties.
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
TOP: AONE competency: Communication and Relationship-Building
h9 h9 h9 h9 h9
4. At a second negotiation session, the unit manager and staff nurse are unable to reach
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
a resolution. What is the appropriate next step?
h9 h9 h9 h9 h9 h9 h9 h9
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
b. Elevate the next negation session to the next manager, one level above.
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
c. Insist that participants continue to talk until a resolution has been reached.
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
d. Back the unit manager’s actions and end the dispute.
h9 h9 h9 h9 h9 h9 h9 h9
ANS: B h9
Part of leadership is understanding conflict resolution and ability to negotiate and manage fo
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
r resolution of issues and concerns. This situation has failed a second negotiation session,
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
elevation to a manager with additional training to facilitate conflict resolution is important
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
at this point.
h9 h9
TOP: AONE competency: Communication and Relationship-Building
h9 h9 h9 h9 h9
5. The manager of a surgical area has a vision for the future that requires the addition of RN
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the sta
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
ff have always practiced in a p rN
i m aR
r y nIu rsiGng-
USNT
h9 h9 h9 h9 h9 h9 h9
Bd e.liCveryMsystem and are very resistant to this idea.
h9 h9 h9
h9 h9 h9 h9 h9 h9 h9
What would be the best initial strategy for implementation of this change?
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
a. Exploring the values and feelings of the RN group in relationship to this change
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
b. Leaving the RNs alone for a time so they can think about the change before it
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
is implemented h9 h9
c. Dropping the idea and trying for the change in a year or so when some of t
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
he present RNs have retired h9 h9 h9 h9
d. Hiring the assistants and allowing the RNs to see what good additions they are
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
ANS: A h9
Influencing others requires emotional intelligence in domains such as empathy, handling re
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9
lationships, deepening self- h9 h9
awareness in self and others, motivating others, and managing emotions. Motivating others
h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h9 h
9recognizes that values are powerful forces that influence acceptance of change. Leaving th
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e RNs alone for a period of time before implementation does not provide opportunity to ex
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plore different perspectives and values. Avoiding discussion until the team changes may no
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t promote adoption of the change until there is opportunity to explore perspectives and val
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ues related to the change. Hiring of the assistants demonstrates lack of empathy for the per
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spectives of the RN staff. h9 h9 h9 h9
TOP: AONE competency: Knowledge of the Health Care Environment
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NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-
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Wise Test Bank
6. As the RN charge nurse 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 a
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ssistant (NA) staff members, but they are not very motivated to go beyond their job descri
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ptions in their work. Which of the following strategies might motivate the staff and lead t
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o greater job satisfaction?
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a. Ask the director of nursing to offer higher wages and bonuses for extra work f
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or the night LPNs and NAs.
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b. Allow the LPNs and NAs greater decision- h9 h9 h9 h9 h9 h9
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, a
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nd individual workloads are lessened.
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d. Ask the director of nursing to increase job security for night staff by having th
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em sign contracts that guarantee work.
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ANS: B h9
Hygiene factors such as salary, working conditions, and security are consistent with Herzbe
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rg’s two- h9
factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factor
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s such as recognition and satisfaction with work promote a satisfying and enriched work en
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vironment. Transformational leaders use motivator factors liberally to inspire work performa
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nce and increase job satisfaction.
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TOP: AONE competency: Communication and Relationship-Building
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7. The nurse manager wants to increase motivation by providing motivating factors for the nur
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se on the unit. What action would be appropriate to motivate the staff?
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a. Collaborate with the human resource/personnel department to develop on-site h9 h9 h9 h9 h9 h9 h9 h9
daycare services. h9
b. Provide a hierarchical orgNaniR
zatiI
onalGstrB
uc.
tuCre. M
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c. Implement a model of shar U
e d gSov eN
rnanTce. O h9 h9 h9 h9 h9
d. Promote the development of a flexible benefits package. h9 h9 h9 h9 h9 h9 h9
ANS: C h9
Complexity theory suggests that systems interact and adapt and that decision making occurs
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throughout systems, as opposed to being held in a hierarchy. In complexity theory, every v
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oice counts, and therefore all levels of staff would be involved in decision making. This pr
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inciple is the foundation of shared governance.
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TOP: AONE competency: Communication and Relationship-Building
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8. A charge nurse on a busy 40-
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bed medical/surgical unit is approached by a family member who begins to complain loudl
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y about the quality of care his mother is receiving. His behavior is so disruptive that it is o
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verheard by staff, physicians, and other visitors. The family member leaves the unit abruptl
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y, and the nurse is left feeling frustrated. Which behavior by the charge nurse best illustrat
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es refined leadership skills in an emotionally intelligent practitioner?
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a. Reflect to gain insight into how the situation could be handled differently in t
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he future. h9
b. Try to catch up with the angry family member to resolve the concern.
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c. Discuss the concern with the patient after the family member has left.
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d. Notify nursing administration of the situation. h9 h9 h9 h9 h9
ANS: A h9
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