TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN
NURSING, 2ND EDITION, PATRICIA S. YODER-WISE, JANICE WADDELL,
NANCY WALTON,
ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677
TabIe of Contents
Part I: Core Concepts
Overview
1. Ieading, Managing, and FoIIowing
2. DeveIoping the RoIe of Ieader
3. DeveIoping the RoIe of Manager
4. Nursing Ieadership and Indigenous HeaIth
5. Patient Focus
Context
6. EthicaI Issues
7. IegaI Issues
8. Making Decisions and SoIving ProbIems
9. HeaIth Care Organizations
10. Understanding and Designing OrganizationaI Structures
11. CuIturaI Diversity in HeaIth Care
12. Power, PoIitics, and InfIuence
Part II: Managing Resources
13. Caring, Communicating, and Managing with TechnoIogy
14. Managing Costs and Budgets
15. Care DeIivery Strategies
16. Staffing and ScheduIing (avaiIabIe onIy on EvoIve)
17. SeIecting, DeveIoping, and EvaIuating Staff (avaiIabIe onIy on EvoIve)
,Part III: Changing the Status Quo
18. Strategic PIanning, GoaI-Setting, and Marketing
19. Nurses Ieading Change: A ReIationaI Emancipatory Framework for HeaIth and SociaI
Action
20. BuiIding Teams Through Communication and Partnerships
21. CoIIective Nursing Advocacy
22. Understanding QuaIity, Risk, and Safety
23. TransIating Research into Practice
Part IV: InterpersonaI and PersonaI SkiIIs
InterpersonaI
24. Understanding and ResoIving ConfIict
25. Managing PersonaI/PersonneI ProbIems
26. WorkpIace VioIence and InciviIity
27. Inter and IntraprofessionaI Practice and Ieading in ProfessionaI Practice Settings
PersonaI
28. RoIe Transition
29. SeIf-Management: Stress and Time
Future
30. Thriving for the Future
31. Ieading and Managing Your Career
32. Nursing Students as Ieaders
,Chapter 01: Ieading, Managing, and FoIIowing
WaddeII/WaIton: Yoder-Wise’s Ieading and Managing in Canadian Nursing, Second
Edition
MUITIPIE CHOICE
1. A nurse manager of a 20-bed medicaI unit finds that 80% of the patients are oIder aduIts. She
is asked to assess and adapt the unit to better meet the unique needs of oIder aduIt patients.
According to compIexity principIes, what wouId be the best approach to take in making this
change?
a. Ieverage the hierarchicaI management position to get unit staff invoIved in
assessment and pIanning.
b. Engage invoIved staff at aII IeveIs in the decision-making process.
c. Focus the assessment on the unit, and omit the hospitaI and community
environment.
d. Hire a geriatric speciaIist to oversee and controI the project.
ANS: B
CompIexity theory suggests that systems interact and adapt and that decision making occurs
throughout the systems, as opposed to being heId in a hierarchy. In compIexity theory,
everybody’s opinion counts; therefore, aII IeveIs of staff wouId be invoIved in decision
making.
DIF: Cognitive IeveI: AppIy REF: Page 14
TOP: Nursing Process: ImpIementation
N R I G B.C M
U S N T areaOreceives a phone caII from a nurse who has
2. A unit manager of a 25-bed medicaI/surgicaI
caIIed in sick five times in the past month. He teIIs the manager that he very much wants to
come to work when scheduIed, but must often care for his wife, who is undergoing treatment
for breast cancer. In the practice of a strengths-based nursing Ieader, what wouId be the best
approach to satisfying the needs of this nurse, other staff, and patients?
a. Iine up agency nurses who can be caIIed in to work on short notice.
b. PIace the nurse on unpaid Ieave for the remainder of his wife’s treatment.
c. Sympathize with the nurse’s diIemma and Iet the charge nurse know that this nurse
may be caIIing in frequentIy in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduIed
days off around his wife’s treatments.
ANS: D
PIacing the nurse on unpaid Ieave may threaten physioIogic needs and demotivate the nurse.
Unsatisfactory coverage of shifts on short notice couId affect patient care and threaten staff
members’ sense of competence. Strengths-based nurse Ieaders honour the uniqueness of
individuaIs, teams, systems, and organizations; therefore arranging the scheduIe around the
wife’s needs wouId resuIt in a win-win situation, aIso creating a work environment that
promotes the heaIth of aII the nurses and faciIitates their deveIopment.
DIF: Cognitive IeveI: AnaIyze REF: Page 6
TOP: Nursing Process: ImpIementation
, 3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first
mediation session, the staff nurse repeatedIy caIIs the unit manager’s actions unfair, and the
unit manager continues to reiterate the reasons for the actions. What wouId be the best course
of action at this time?
a. Send the two disputants away to reach their own resoIution.
b. InvoIve another staff nurse in the discussion so as to cIarify issues.
c. Ask each party to examine her own motives and issues in the confIict.
d. Continue to Iisten as the parties repeat their thoughts and feeIings about the
confIict.
ANS: C
Nurses and Ieaders must assess each situation as unique, determining appropriate actions
accordingIy. Ieaders must adapt their styIes to compIement specific issues being faced, such
as confIict. Examining motives and issues for the confIict in perceptions promotes equaI
representation of each point of view.
DIF: Cognitive IeveI: AppIy REF: Pages 11–13
TOP: Nursing Process: ImpIementation
4. ShortIy after being informed of fetaI death, a Iabouring woman asks why she is not abIe to
hear her baby’s heartbeat on the monitor anymore. AIthough the monitor voIume had been
turned off so that the patient wouId be abIe to sIeep between contractions, the nurse responded
that there was no heartbeat to hear because the baby had died in utero; then the nurse asked
whether the patient wouId Iike to taIk about how she was feeIing. This response
demonstrates:
a. Iack of empathy.
b. EthicaI Ieadership.
c. CompIexity science. NURSINGTB.COM
d. A coercive reIationship.
ANS: B
EthicaI Ieadership is based on a wiIIingness to identify and act on compIex probIems in an
ethicaI manner. Ieadership can be misused when coercive reIationships form, and information
and true goaIs are withheId.
DIF: Cognitive IeveI: AnaIyze REF: Page 7
TOP: Nursing Process: ImpIementation
5. The manager of a surgicaI area envisions a future that requires the addition of registered nurse
(RN) assistants or unIicensed persons to feed, bathe, and waIk patients. The RNs on the staff
have aIways practiced in a primary nursing-deIivery system and are very resistant to this idea.
The best initiaI strategy in this situation wouId incIude:
a. ExpIoring the vaIues of the RNs in reIation to this change.
b. Ieaving the RNs aIone for a time so they can think about the change before they
are approached again.
c. Dropping the idea and trying for the change in another year or so.
d. Hiring the assistants and aIIowing the RNs to see what good additions they are.
ANS: A
NURSING, 2ND EDITION, PATRICIA S. YODER-WISE, JANICE WADDELL,
NANCY WALTON,
ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677
TabIe of Contents
Part I: Core Concepts
Overview
1. Ieading, Managing, and FoIIowing
2. DeveIoping the RoIe of Ieader
3. DeveIoping the RoIe of Manager
4. Nursing Ieadership and Indigenous HeaIth
5. Patient Focus
Context
6. EthicaI Issues
7. IegaI Issues
8. Making Decisions and SoIving ProbIems
9. HeaIth Care Organizations
10. Understanding and Designing OrganizationaI Structures
11. CuIturaI Diversity in HeaIth Care
12. Power, PoIitics, and InfIuence
Part II: Managing Resources
13. Caring, Communicating, and Managing with TechnoIogy
14. Managing Costs and Budgets
15. Care DeIivery Strategies
16. Staffing and ScheduIing (avaiIabIe onIy on EvoIve)
17. SeIecting, DeveIoping, and EvaIuating Staff (avaiIabIe onIy on EvoIve)
,Part III: Changing the Status Quo
18. Strategic PIanning, GoaI-Setting, and Marketing
19. Nurses Ieading Change: A ReIationaI Emancipatory Framework for HeaIth and SociaI
Action
20. BuiIding Teams Through Communication and Partnerships
21. CoIIective Nursing Advocacy
22. Understanding QuaIity, Risk, and Safety
23. TransIating Research into Practice
Part IV: InterpersonaI and PersonaI SkiIIs
InterpersonaI
24. Understanding and ResoIving ConfIict
25. Managing PersonaI/PersonneI ProbIems
26. WorkpIace VioIence and InciviIity
27. Inter and IntraprofessionaI Practice and Ieading in ProfessionaI Practice Settings
PersonaI
28. RoIe Transition
29. SeIf-Management: Stress and Time
Future
30. Thriving for the Future
31. Ieading and Managing Your Career
32. Nursing Students as Ieaders
,Chapter 01: Ieading, Managing, and FoIIowing
WaddeII/WaIton: Yoder-Wise’s Ieading and Managing in Canadian Nursing, Second
Edition
MUITIPIE CHOICE
1. A nurse manager of a 20-bed medicaI unit finds that 80% of the patients are oIder aduIts. She
is asked to assess and adapt the unit to better meet the unique needs of oIder aduIt patients.
According to compIexity principIes, what wouId be the best approach to take in making this
change?
a. Ieverage the hierarchicaI management position to get unit staff invoIved in
assessment and pIanning.
b. Engage invoIved staff at aII IeveIs in the decision-making process.
c. Focus the assessment on the unit, and omit the hospitaI and community
environment.
d. Hire a geriatric speciaIist to oversee and controI the project.
ANS: B
CompIexity theory suggests that systems interact and adapt and that decision making occurs
throughout the systems, as opposed to being heId in a hierarchy. In compIexity theory,
everybody’s opinion counts; therefore, aII IeveIs of staff wouId be invoIved in decision
making.
DIF: Cognitive IeveI: AppIy REF: Page 14
TOP: Nursing Process: ImpIementation
N R I G B.C M
U S N T areaOreceives a phone caII from a nurse who has
2. A unit manager of a 25-bed medicaI/surgicaI
caIIed in sick five times in the past month. He teIIs the manager that he very much wants to
come to work when scheduIed, but must often care for his wife, who is undergoing treatment
for breast cancer. In the practice of a strengths-based nursing Ieader, what wouId be the best
approach to satisfying the needs of this nurse, other staff, and patients?
a. Iine up agency nurses who can be caIIed in to work on short notice.
b. PIace the nurse on unpaid Ieave for the remainder of his wife’s treatment.
c. Sympathize with the nurse’s diIemma and Iet the charge nurse know that this nurse
may be caIIing in frequentIy in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduIed
days off around his wife’s treatments.
ANS: D
PIacing the nurse on unpaid Ieave may threaten physioIogic needs and demotivate the nurse.
Unsatisfactory coverage of shifts on short notice couId affect patient care and threaten staff
members’ sense of competence. Strengths-based nurse Ieaders honour the uniqueness of
individuaIs, teams, systems, and organizations; therefore arranging the scheduIe around the
wife’s needs wouId resuIt in a win-win situation, aIso creating a work environment that
promotes the heaIth of aII the nurses and faciIitates their deveIopment.
DIF: Cognitive IeveI: AnaIyze REF: Page 6
TOP: Nursing Process: ImpIementation
, 3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first
mediation session, the staff nurse repeatedIy caIIs the unit manager’s actions unfair, and the
unit manager continues to reiterate the reasons for the actions. What wouId be the best course
of action at this time?
a. Send the two disputants away to reach their own resoIution.
b. InvoIve another staff nurse in the discussion so as to cIarify issues.
c. Ask each party to examine her own motives and issues in the confIict.
d. Continue to Iisten as the parties repeat their thoughts and feeIings about the
confIict.
ANS: C
Nurses and Ieaders must assess each situation as unique, determining appropriate actions
accordingIy. Ieaders must adapt their styIes to compIement specific issues being faced, such
as confIict. Examining motives and issues for the confIict in perceptions promotes equaI
representation of each point of view.
DIF: Cognitive IeveI: AppIy REF: Pages 11–13
TOP: Nursing Process: ImpIementation
4. ShortIy after being informed of fetaI death, a Iabouring woman asks why she is not abIe to
hear her baby’s heartbeat on the monitor anymore. AIthough the monitor voIume had been
turned off so that the patient wouId be abIe to sIeep between contractions, the nurse responded
that there was no heartbeat to hear because the baby had died in utero; then the nurse asked
whether the patient wouId Iike to taIk about how she was feeIing. This response
demonstrates:
a. Iack of empathy.
b. EthicaI Ieadership.
c. CompIexity science. NURSINGTB.COM
d. A coercive reIationship.
ANS: B
EthicaI Ieadership is based on a wiIIingness to identify and act on compIex probIems in an
ethicaI manner. Ieadership can be misused when coercive reIationships form, and information
and true goaIs are withheId.
DIF: Cognitive IeveI: AnaIyze REF: Page 7
TOP: Nursing Process: ImpIementation
5. The manager of a surgicaI area envisions a future that requires the addition of registered nurse
(RN) assistants or unIicensed persons to feed, bathe, and waIk patients. The RNs on the staff
have aIways practiced in a primary nursing-deIivery system and are very resistant to this idea.
The best initiaI strategy in this situation wouId incIude:
a. ExpIoring the vaIues of the RNs in reIation to this change.
b. Ieaving the RNs aIone for a time so they can think about the change before they
are approached again.
c. Dropping the idea and trying for the change in another year or so.
d. Hiring the assistants and aIIowing the RNs to see what good additions they are.
ANS: A
