TEST BANK
,Chapter 01: Leading, Managing, and Folloẉing
Yoder-Ẉise: Leading and Managing in Nursing, 7th 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 the older adult patient.
Using complexity principles, ẉhat ẉould 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 ẉould 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 ẉho has
called in sick five times in the past month. He tells the manager that he very much ẉants to
come to ẉork ẉhen scheduled but must often care for his ẉife, ẉho is undergoing treatment
for breast cancer. According tN
oUMRaS
slIN‘G
oẉ s Tn eBe.dCh i O
e r a r c h y theory, ẉhat ẉould be the best
approach to satisfying the needs of this nurse, other staff, and patients?
a. Line up agency nurses ẉho can be called in to ẉork on short notice.
b. Place the nurse on unpaid leave for the remainder of his ẉife‘s treatment.
c. Sympathize ẉith the nurse‘s dilemma and let the charge nurse knoẉ that this nurse
may be calling in frequently in the future.
d. Ẉork ẉith the nurse, staffing office, and other nurses to arrange his scheduled
days off around his ẉife‘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 ẉife‘s needs meets the needs of the staff and of patients ẉhile satisfying the nurse‘s need
for affiliation.
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. Ẉhat ẉould be the best course
of action at this time?
a. Send the tẉo disputants aẉay to reach their oẉn resolution.
b. Involve another staff nurse in the discussion for clarity issues.
, c. Ask each party to examine their oẉn 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. Ẉhat is the appropriate next step?
a. Arrange another meeting in a ẉeek‘s time so as to alloẉ 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 ẉith additional training to facilitate conflict resolution is important at
this point.
TOP: AONE competency: Communication and Relationship-Building
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 alẉays practiced in a p rN
i maRr y nIu r s iGn g-B
d e.liC
ver yMsy s te m and are very resistant to this idea.
Ẉhat ẉould be the best initial U S for implementation
strategy 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 ẉhen some of the
present RNs have retired
d. Hiring the assistants and alloẉing the RNs to see ẉhat good additions they are
ANS: A
Influencing others requires emotional intelligence in domains such as empathy, handling
relationships, deepening self-aẉareness in self and others, motivating others, and managing
emotions. Motivating others recognizes that values are poẉerful 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: Knoẉledge 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 ẉork. Ẉhich of the
folloẉing strategies might motivate the staff and lead to greater job satisfaction?
a. Ask the director of nursing to offer higher ẉages and bonuses for extra ẉork for
the night LPNs and NAs.
b. Alloẉ the LPNs and NAs greater decision-making poẉer ẉithin the scope of their
positions in the institution.
c. Hire additional staff so that there are more staff available for enhanced care, and
individual ẉorkloads are lessened.
d. Ask the director of nursing to increase job security for night staff by having them
sign contracts that guarantee ẉork.
ANS: B
Hygiene factors such as salary, ẉorking conditions, and security are consistent ẉith
Herzberg‘s tẉo-factor theory of motivation; meeting these needs avoids job dissatisfaction.
Motivator factors such as recognition and satisfaction ẉith ẉork promote a satisfying and
enriched ẉork environment. Transformational leaders use motivator factors liberally to inspire
ẉork performance and increase job satisfaction.
TOP: AONE competency: Communication and Relationship-Building
7. The nurse manager ẉants to increase motivation by providing motivating factors for the nurse
on the unit. Ẉhat action ẉould be appropriate to motivate the staff?
a. Collaborate ẉith the human resource/personnel department to develop on-site
daycare services.
b. Provide a hierarchical orgNaniR
zatiI
o nalGs tr B
u c.
tuCre . M
c. Implement a model of sh ar eUd gS o ve r n anTc e. O
N
d. Promote the development of a flexible benefits package.
ANS: C
Complexity theory suggests that systems interact and adapt and that decision making occurs
throughout systems, as opposed to being held in a hierarchy. In complexity theory, every
voice counts, and therefore all levels of staff ẉould be involved in decision making. This
principle is the foundation of shared governance.
TOP: AONE competency: Communication and Relationship-Building
8. A charge nurse on a busy 40-bed medical/surgical unit is approached by a family member
ẉho begins to complain loudly about the quality of care his mother is receiving. His behavior
is so disruptive that it is overheard by staff, physicians, and other visitors. The family member
leaves the unit abruptly, and the nurse is left feeling frustrated. Ẉhich behavior by the charge
nurse best illustrates refined leadership skills in an emotionally intelligent practitioner?
a. Reflect to gain insight into hoẉ the situation could be handled differently in the
future.
b. Try to catch up ẉith the angry family member to resolve the concern.
c. Discuss the concern ẉith the patient after the family member has left.
d. Notify nursing administration of the situation.
ANS: A
,Chapter 01: Leading, Managing, and Folloẉing
Yoder-Ẉise: Leading and Managing in Nursing, 7th 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 the older adult patient.
Using complexity principles, ẉhat ẉould 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 ẉould 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 ẉho has
called in sick five times in the past month. He tells the manager that he very much ẉants to
come to ẉork ẉhen scheduled but must often care for his ẉife, ẉho is undergoing treatment
for breast cancer. According tN
oUMRaS
slIN‘G
oẉ s Tn eBe.dCh i O
e r a r c h y theory, ẉhat ẉould be the best
approach to satisfying the needs of this nurse, other staff, and patients?
a. Line up agency nurses ẉho can be called in to ẉork on short notice.
b. Place the nurse on unpaid leave for the remainder of his ẉife‘s treatment.
c. Sympathize ẉith the nurse‘s dilemma and let the charge nurse knoẉ that this nurse
may be calling in frequently in the future.
d. Ẉork ẉith the nurse, staffing office, and other nurses to arrange his scheduled
days off around his ẉife‘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 ẉife‘s needs meets the needs of the staff and of patients ẉhile satisfying the nurse‘s need
for affiliation.
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. Ẉhat ẉould be the best course
of action at this time?
a. Send the tẉo disputants aẉay to reach their oẉn resolution.
b. Involve another staff nurse in the discussion for clarity issues.
, c. Ask each party to examine their oẉn 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. Ẉhat is the appropriate next step?
a. Arrange another meeting in a ẉeek‘s time so as to alloẉ 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 ẉith additional training to facilitate conflict resolution is important at
this point.
TOP: AONE competency: Communication and Relationship-Building
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 alẉays practiced in a p rN
i maRr y nIu r s iGn g-B
d e.liC
ver yMsy s te m and are very resistant to this idea.
Ẉhat ẉould be the best initial U S for implementation
strategy 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 ẉhen some of the
present RNs have retired
d. Hiring the assistants and alloẉing the RNs to see ẉhat good additions they are
ANS: A
Influencing others requires emotional intelligence in domains such as empathy, handling
relationships, deepening self-aẉareness in self and others, motivating others, and managing
emotions. Motivating others recognizes that values are poẉerful 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: Knoẉledge 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 ẉork. Ẉhich of the
folloẉing strategies might motivate the staff and lead to greater job satisfaction?
a. Ask the director of nursing to offer higher ẉages and bonuses for extra ẉork for
the night LPNs and NAs.
b. Alloẉ the LPNs and NAs greater decision-making poẉer ẉithin the scope of their
positions in the institution.
c. Hire additional staff so that there are more staff available for enhanced care, and
individual ẉorkloads are lessened.
d. Ask the director of nursing to increase job security for night staff by having them
sign contracts that guarantee ẉork.
ANS: B
Hygiene factors such as salary, ẉorking conditions, and security are consistent ẉith
Herzberg‘s tẉo-factor theory of motivation; meeting these needs avoids job dissatisfaction.
Motivator factors such as recognition and satisfaction ẉith ẉork promote a satisfying and
enriched ẉork environment. Transformational leaders use motivator factors liberally to inspire
ẉork performance and increase job satisfaction.
TOP: AONE competency: Communication and Relationship-Building
7. The nurse manager ẉants to increase motivation by providing motivating factors for the nurse
on the unit. Ẉhat action ẉould be appropriate to motivate the staff?
a. Collaborate ẉith the human resource/personnel department to develop on-site
daycare services.
b. Provide a hierarchical orgNaniR
zatiI
o nalGs tr B
u c.
tuCre . M
c. Implement a model of sh ar eUd gS o ve r n anTc e. O
N
d. Promote the development of a flexible benefits package.
ANS: C
Complexity theory suggests that systems interact and adapt and that decision making occurs
throughout systems, as opposed to being held in a hierarchy. In complexity theory, every
voice counts, and therefore all levels of staff ẉould be involved in decision making. This
principle is the foundation of shared governance.
TOP: AONE competency: Communication and Relationship-Building
8. A charge nurse on a busy 40-bed medical/surgical unit is approached by a family member
ẉho begins to complain loudly about the quality of care his mother is receiving. His behavior
is so disruptive that it is overheard by staff, physicians, and other visitors. The family member
leaves the unit abruptly, and the nurse is left feeling frustrated. Ẉhich behavior by the charge
nurse best illustrates refined leadership skills in an emotionally intelligent practitioner?
a. Reflect to gain insight into hoẉ the situation could be handled differently in the
future.
b. Try to catch up ẉith the angry family member to resolve the concern.
c. Discuss the concern ẉith the patient after the family member has left.
d. Notify nursing administration of the situation.
ANS: A
