TEST BANK for Leading and Managing in Nursing, 8th
Edition, by Patricia S. Yoder-Wise, Susan Sportsman
All Chapters Covered 1-25 LATEST| Verified Questions &
Accurate Answers with Rationales| A+ PASS GUARANTEED
Test Bank for Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise and Susan
Sportsman
Empower your leadership journey in nursing with this dynamic test bank for Leading and Managing in Nursing,
8th Edition. Crafted by visionaries Patricia S. Yoder-Wise and Susan Sportsman, it includes over 1,200 probing
questions—multiple-choice, scenarios, and reflective essays—across 20+ chapters. Tackle essential
domains: transformational leadership, strategic planning, change management, ethical dilemmas,
interprofessional collaboration, quality improvement, fiscal acumen, and crisis response, all refreshed with
2025 insights on DEI initiatives, telehealth governance, and post-pandemic resilience per AACN and ANA
standards.
Each item pairs with expert answers, layered rationales rooted in real-world case studies, and critical analysis
prompts to cultivate adaptive decision-making and emotional intelligence. Equipped with adaptive testing,
outcome trackers, and customizable modules, this resource fuels nurse educators in simulations and
BSN/MSN students prepping for CNL or executive roles. Bridge theory to practice—ignite your potential as an
influential leader shaping compassionate, equitable healthcare systems. Lead with confidence; manage with
mastery!
Page | 1
, Chapter 01: Leading, Managing, and Following
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 the older adult patient. Using complexity
principles, what would be the best approach to take for implementation of 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.
ANS: 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, every voice counts, and
therefore, all levels of staff would be involved in decision making.
TOP: AONE competency: Communication and Relationship-Building
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. According to
Maslow‘s need hierarchy theory, 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.
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nurse may be
calling in frequently in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled days off around his
wife‘s treatments.
ANS: D
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs and
demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient care and
threaten the needs of staff to feel competent. Arranging the schedule around the wife‘s needs meets the
needs of the staff and of patients while satisfying the nurse‘s need for affiliation.
Page | 2
,TOP: AONE competency: Communication and Relationship-Building
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first mediation
session, the staff nurse repeatedly calls the unit manager‘s actions unfair, and the unit manager continues
to reiterate the reasons for the actions. What would be the best course of action at this time?
a. Send the two disputants away to reach their own resolution.
b. Involve another staff nurse in the discussion for clarity issues.
c. Ask each party to examine their own motives and issues in the conflict.
d. Continue to listen as the parties repeat their thoughts and feelings about the conflict.
ANS: C
For resolution of conflict, one should address the interests and involvement of participants in the conflict
by examining the real issues of all parties.
TOP: AONE competency: Communication and Relationship-Building
4. At a second negotiation session, the unit manager and staff nurse are unable to reach a resolution. What
is the appropriate next step?
a. Arrange another meeting in a week‘s time so as to allow a cooling-off period.
b. Elevate the next negation session to the next manager, one level above.
c. Insist that participants continue to talk until a resolution has been reached.
d. Back the unit manager‘s actions and end the dispute.
ANS: B
Part of leadership is understanding conflict resolution and ability to negotiate and manage for resolution
of issues and concerns. This situation has failed a second negotiation session, elevation to a manager with
additional training to facilitate conflict resolution is important at this point.
TOP: AONE competency: Communication and Relationship-Building
Page | 3
, 5. The manager of a surgical area has a vision for the future that requires the addition of RN assistants or
unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff have always practiced in a
primary nursing-delivery system and are very resistant to this idea. What would be the best initial strategy
for implementation of this change?
a. Exploring the values and feelings of the RN group in relationship to this change
b. Leaving the RNs alone for a time so they can think about the change before it is implemented
c. Dropping the idea and trying for the change in a year or so when some of the present RNs have
retired
d. Hiring the assistants and allowing the RNs to see what good additions they are
ANS: A
Influencing others requires emotional intelligence in domains such as empathy, handling relationships,
deepening self-awareness in self and others, motivating others, and managing emotions. Motivating
others recognizes that values are powerful forces that influence acceptance of change. Leaving the RNs
alone for a period of time before implementation does not provide opportunity to explore different
perspectives and values. Avoiding discussion until the team changes may not promote adoption of the
change until there is opportunity to explore perspectives and values related to the change. Hiring of the
assistants demonstrates lack of empathy for the perspectives of the RN staff.
TOP: AONE competency: Knowledge of the Health Care Environment
6. As the RN charge nurse on the night shift in a small long-term care facility, you‘ve found that there is
little turnover among your LPN and nursing assistant (NA) staff members, but they are not very
motivated to go beyond their job descriptions in their work. Which of the following strategies might
motivate the staff and lead to greater job satisfaction?
a. Ask the director of nursing to offer higher wages and bonuses for extra work for the night LPNs
and NAs.
b. Allow the LPNs and NAs greater decision-making power within the scope of their positions in
the institution.
c. Hire additional staff so that there are more staff available for enhanced care, and individual
workloads are lessened.
d. Ask the director of nursing to increase job security for night staff by having them sign contracts
that guarantee work.
ANS: B
Hygiene factors such as salary, working conditions, and security are consistent with Herzberg‘s two-
factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factors such as
Page | 4
Edition, by Patricia S. Yoder-Wise, Susan Sportsman
All Chapters Covered 1-25 LATEST| Verified Questions &
Accurate Answers with Rationales| A+ PASS GUARANTEED
Test Bank for Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise and Susan
Sportsman
Empower your leadership journey in nursing with this dynamic test bank for Leading and Managing in Nursing,
8th Edition. Crafted by visionaries Patricia S. Yoder-Wise and Susan Sportsman, it includes over 1,200 probing
questions—multiple-choice, scenarios, and reflective essays—across 20+ chapters. Tackle essential
domains: transformational leadership, strategic planning, change management, ethical dilemmas,
interprofessional collaboration, quality improvement, fiscal acumen, and crisis response, all refreshed with
2025 insights on DEI initiatives, telehealth governance, and post-pandemic resilience per AACN and ANA
standards.
Each item pairs with expert answers, layered rationales rooted in real-world case studies, and critical analysis
prompts to cultivate adaptive decision-making and emotional intelligence. Equipped with adaptive testing,
outcome trackers, and customizable modules, this resource fuels nurse educators in simulations and
BSN/MSN students prepping for CNL or executive roles. Bridge theory to practice—ignite your potential as an
influential leader shaping compassionate, equitable healthcare systems. Lead with confidence; manage with
mastery!
Page | 1
, Chapter 01: Leading, Managing, and Following
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 the older adult patient. Using complexity
principles, what would be the best approach to take for implementation of 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.
ANS: 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, every voice counts, and
therefore, all levels of staff would be involved in decision making.
TOP: AONE competency: Communication and Relationship-Building
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. According to
Maslow‘s need hierarchy theory, 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.
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nurse may be
calling in frequently in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled days off around his
wife‘s treatments.
ANS: D
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs and
demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient care and
threaten the needs of staff to feel competent. Arranging the schedule around the wife‘s needs meets the
needs of the staff and of patients while satisfying the nurse‘s need for affiliation.
Page | 2
,TOP: AONE competency: Communication and Relationship-Building
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first mediation
session, the staff nurse repeatedly calls the unit manager‘s actions unfair, and the unit manager continues
to reiterate the reasons for the actions. What would be the best course of action at this time?
a. Send the two disputants away to reach their own resolution.
b. Involve another staff nurse in the discussion for clarity issues.
c. Ask each party to examine their own motives and issues in the conflict.
d. Continue to listen as the parties repeat their thoughts and feelings about the conflict.
ANS: C
For resolution of conflict, one should address the interests and involvement of participants in the conflict
by examining the real issues of all parties.
TOP: AONE competency: Communication and Relationship-Building
4. At a second negotiation session, the unit manager and staff nurse are unable to reach a resolution. What
is the appropriate next step?
a. Arrange another meeting in a week‘s time so as to allow a cooling-off period.
b. Elevate the next negation session to the next manager, one level above.
c. Insist that participants continue to talk until a resolution has been reached.
d. Back the unit manager‘s actions and end the dispute.
ANS: B
Part of leadership is understanding conflict resolution and ability to negotiate and manage for resolution
of issues and concerns. This situation has failed a second negotiation session, elevation to a manager with
additional training to facilitate conflict resolution is important at this point.
TOP: AONE competency: Communication and Relationship-Building
Page | 3
, 5. The manager of a surgical area has a vision for the future that requires the addition of RN assistants or
unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff have always practiced in a
primary nursing-delivery system and are very resistant to this idea. What would be the best initial strategy
for implementation of this change?
a. Exploring the values and feelings of the RN group in relationship to this change
b. Leaving the RNs alone for a time so they can think about the change before it is implemented
c. Dropping the idea and trying for the change in a year or so when some of the present RNs have
retired
d. Hiring the assistants and allowing the RNs to see what good additions they are
ANS: A
Influencing others requires emotional intelligence in domains such as empathy, handling relationships,
deepening self-awareness in self and others, motivating others, and managing emotions. Motivating
others recognizes that values are powerful forces that influence acceptance of change. Leaving the RNs
alone for a period of time before implementation does not provide opportunity to explore different
perspectives and values. Avoiding discussion until the team changes may not promote adoption of the
change until there is opportunity to explore perspectives and values related to the change. Hiring of the
assistants demonstrates lack of empathy for the perspectives of the RN staff.
TOP: AONE competency: Knowledge of the Health Care Environment
6. As the RN charge nurse on the night shift in a small long-term care facility, you‘ve found that there is
little turnover among your LPN and nursing assistant (NA) staff members, but they are not very
motivated to go beyond their job descriptions in their work. Which of the following strategies might
motivate the staff and lead to greater job satisfaction?
a. Ask the director of nursing to offer higher wages and bonuses for extra work for the night LPNs
and NAs.
b. Allow the LPNs and NAs greater decision-making power within the scope of their positions in
the institution.
c. Hire additional staff so that there are more staff available for enhanced care, and individual
workloads are lessened.
d. Ask the director of nursing to increase job security for night staff by having them sign contracts
that guarantee work.
ANS: B
Hygiene factors such as salary, working conditions, and security are consistent with Herzberg‘s two-
factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factors such as
Page | 4
