TEST BANK
Yoder-Wise's Leading and Managing in
Canadian Nursing Paperback – 2nd Edition
by YODER-WISE (Author, Contributor)
,TABLE OF CONTENTS
PART 1 Core Concepts
1. Leading, Managing, and Following
2. Developing the Role of Leader
3. The Multidimensional Role of the Nurse Manager: Developing for Success
4. Nursing Leadership in Indigenous Health
5. Nursing Students as Leaders
6. Ethical Concerns and Challenges
7. Legal Concerns in Nursing Leadership and Management
8. Making Decisions and Solving Problems
9. The Canadian Health Care System
10. Understanding and Designing Organizational Structures
11. Equity, Diversity, Inclusion, Accessibility, and Decolonization: Responsive
Leading and Managing in Health Care
12. Power, Politics, and Influence
PART 2 Managing Resources
13. Caring and Communicating in Nursing With Technology
14. Managing Costs and Budgets
15. Care Delivery Strategies
16. Staffing and Scheduling
17. Selecting, Developing, and Evaluating Staff
PART 3 Changing the Status Quo
18. Strategic Planning and Goal Setting
19. Nurses Leading Change: A Relational Emancipatory Framework for
Health and Social Action
20. Building Teams Through Communication and Partnership
21. Collective Nursing Advocacy
22. Understanding Safety, Quality, and Risk
23. Translating Research Into Practice
PART 4 Interpersonal and Personal Skills
24. Understanding and Resolving Conflict
25. Managing Personnel Challenges
,26. Workplace Violence and Incivility
27. Interprofessional and Intraprofessional Practice and Leading in
Professional Practice Settings
28. Role Transition
29. Self-Management: Stress and Time
30. Leading and Managing Your Career
, Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian
Nursing, Second Edition
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older
adults. She is asked to assess and adapt the unit to better meet the unique needs of older adult
patients. According to complexity principles, what would be the best approach to take in
making this change?
a. Leverage the hierarchical management position to get unit staff involved in assessment
and planning.
b. Engage involved staff at all levels in the decision-making process.
c. Focus the assessment on the unit, and omit the hospital and community environment.
d. Hire a geriatric specialist to oversee and control the project.
ANSWER; B
Complexity theory suggests that systems interact and adapt and that decision making occurs
throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
everybody’s opinion counts; therefore, all levels of staff would be involved in decision making.
DIF: Cognitive Level: Apply REF: Page 14 TOP: Nursing Process: Implementation
N R I G B.C M
2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse
who has
called in sick five times in the past month. He tells the manager that he very much wants to
come to work when scheduled, but must often care for his wife, who is undergoing treatment
for breast cancer. In the practice of a strengths-based nursing leader, what would be the best
approach to satisfying the needs of this nurse, other staff, and patients?
a. Line up agency nurses who can be called in to work on short notice.
Yoder-Wise's Leading and Managing in
Canadian Nursing Paperback – 2nd Edition
by YODER-WISE (Author, Contributor)
,TABLE OF CONTENTS
PART 1 Core Concepts
1. Leading, Managing, and Following
2. Developing the Role of Leader
3. The Multidimensional Role of the Nurse Manager: Developing for Success
4. Nursing Leadership in Indigenous Health
5. Nursing Students as Leaders
6. Ethical Concerns and Challenges
7. Legal Concerns in Nursing Leadership and Management
8. Making Decisions and Solving Problems
9. The Canadian Health Care System
10. Understanding and Designing Organizational Structures
11. Equity, Diversity, Inclusion, Accessibility, and Decolonization: Responsive
Leading and Managing in Health Care
12. Power, Politics, and Influence
PART 2 Managing Resources
13. Caring and Communicating in Nursing With Technology
14. Managing Costs and Budgets
15. Care Delivery Strategies
16. Staffing and Scheduling
17. Selecting, Developing, and Evaluating Staff
PART 3 Changing the Status Quo
18. Strategic Planning and Goal Setting
19. Nurses Leading Change: A Relational Emancipatory Framework for
Health and Social Action
20. Building Teams Through Communication and Partnership
21. Collective Nursing Advocacy
22. Understanding Safety, Quality, and Risk
23. Translating Research Into Practice
PART 4 Interpersonal and Personal Skills
24. Understanding and Resolving Conflict
25. Managing Personnel Challenges
,26. Workplace Violence and Incivility
27. Interprofessional and Intraprofessional Practice and Leading in
Professional Practice Settings
28. Role Transition
29. Self-Management: Stress and Time
30. Leading and Managing Your Career
, Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian
Nursing, Second Edition
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older
adults. She is asked to assess and adapt the unit to better meet the unique needs of older adult
patients. According to complexity principles, what would be the best approach to take in
making this change?
a. Leverage the hierarchical management position to get unit staff involved in assessment
and planning.
b. Engage involved staff at all levels in the decision-making process.
c. Focus the assessment on the unit, and omit the hospital and community environment.
d. Hire a geriatric specialist to oversee and control the project.
ANSWER; B
Complexity theory suggests that systems interact and adapt and that decision making occurs
throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
everybody’s opinion counts; therefore, all levels of staff would be involved in decision making.
DIF: Cognitive Level: Apply REF: Page 14 TOP: Nursing Process: Implementation
N R I G B.C M
2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse
who has
called in sick five times in the past month. He tells the manager that he very much wants to
come to work when scheduled, but must often care for his wife, who is undergoing treatment
for breast cancer. In the practice of a strengths-based nursing leader, what would be the best
approach to satisfying the needs of this nurse, other staff, and patients?
a. Line up agency nurses who can be called in to work on short notice.
