Test Bank for Leading and Managing in
Nursing 7th Edition (Yoder Wise, 2024)
, .
Table of Content
Yoder-Wise: Leading and Managing in Nursing, 7th Edition ................................................................................................. 5
NURSINGTB.COM ........................................................................................................................................................................... 7
NURSINGTB.COM ........................................................................................................................................................................... 9
NURSINGTB.COM ......................................................................................................................................................................... 16
Chapter 02: Clinical Safety: The Core of Leading, Managing, and Following Yoder- Wise: Leading and Managing in
Nursing, 7th Edition............................................................................................................................................................... 17
Chapter 03: Legal and Ethical Issues ..................................................................................................................................... 25
NURSINGTB.COM ......................................................................................................................................................................... 33
NURSINGTB.COM ......................................................................................................................................................................... 35
Chapter 05: Gaining Personal Insight: The Beginning of Being a Leader ............................................................................ 42
Yoder-Wise: Leading and Managing in Nursing, 7th Edition ............................................................................................... 43
NURSINGTB.COM ......................................................................................................................................................................... 44
NURSINGTB.COM ......................................................................................................................................................................... 45
NURSINGTB.COM ......................................................................................................................................................................... 49
NURSINGTB.COM ......................................................................................................................................................................... 50
Chapter 06: Being an Effective Follower .............................................................................................................................. 51
NURSINGTB.COM ......................................................................................................................................................................... 53
NURSINGTB.COM ......................................................................................................................................................................... 54
Chapter 09: Power, Politics, and Influence ............................................................................................................................ 55
NURSINGTB.COM ......................................................................................................................................................................... 57
NURSINGTB.COM ......................................................................................................................................................................... 59
NURSINGTB.COM ......................................................................................................................................................................... 60
NURSINGTB.COM ......................................................................................................................................................................... 64
Chapter 10: Healthcare Organizations ................................................................................................................................... 65
NURSINGTB.COM ......................................................................................................................................................................... 66
NURSINGTB.COM ......................................................................................................................................................................... 72
NURSINGTB.COM ......................................................................................................................................................................... 74
Chapter 11: Organizational Structures ................................................................................................................................... 75
NURSINGTB.COM ......................................................................................................................................................................... 75
NURSINGTB.COM ......................................................................................................................................................................... 79
NURSINGTB.COM ......................................................................................................................................................................... 81
Chapter 15: Making Decisions and Solving Problems .......................................................................................................... 83
NURSINGTB.COM ......................................................................................................................................................................... 85
NURSINGTB.COM ......................................................................................................................................................................... 91
Chapter 17: Delegating: Authority, Accountability, Responsibility in Delegation Decisions .............................................. 92
NURSINGTB.COM ......................................................................................................................................................................... 99
NURSINGTB.COM ....................................................................................................................................................................... 102
Chapter 28: Developing the Role of Leader ........................................................................................................................ 103
NURSINGTB.COM ....................................................................................................................................................................... 104
NURSINGTB.COM ....................................................................................................................................................................... 107
NURSINGTB.COM ....................................................................................................................................................................... 110
Chapter 29: Developing the Role of Manager ..................................................................................................................... 112
NURSINGTB.COM ....................................................................................................................................................................... 115
NURSINGTB.COM ....................................................................................................................................................................... 117
,NURSINGTB.COM ....................................................................................................................................................................... 121
Chapter 07: Managing Self: Stress and Time Yoder-Wise: Leading and Managing in Nursing, 7th Edition ..................... 123
U S N T O ...................................................................................................................................................................................... 123
NURSINGTB.COM ....................................................................................................................................................................... 124
NURSINGTB.COM ....................................................................................................................................................................... 128
NURSINGTB.COM ....................................................................................................................................................................... 129
NURSINGTB.COM ....................................................................................................................................................................... 130
N R I G B.C M U S N T O ............................................................................................................................................................. 132
Chapter 08: Communication and Conflict Yoder-Wise: Leading and Managing in Nursing, 7th Edition .......................... 133
U S N T O ...................................................................................................................................................................................... 133
N R I G B.C M ............................................................................................................................................................................... 140
NURSINGTB.COM ....................................................................................................................................................................... 142
N R I G B.C M U S N T O ............................................................................................................................................................. 143
Chapter 12: Care Delivery Strategies Yoder-Wise: Leading and Managing in Nursing, 7th Edition ................................. 144
NURSINGTB.COM ....................................................................................................................................................................... 145
U S N T O ...................................................................................................................................................................................... 147
NURSINGTB.COM ....................................................................................................................................................................... 152
U S N T O ...................................................................................................................................................................................... 153
Chapter 13: Staffing and Scheduling Yoder-Wise: Leading and Managing in Nursing, 7th Edition .................................. 153
NURSINGTB.COM ....................................................................................................................................................................... 160
N R I G B.C M U S N T O ............................................................................................................................................................. 162
Chapter 14: Work force Engagement through Collective Action and Governance Yoder-Wise: Leading and Managing in
Nursing, 7th Edition............................................................................................................................................................. 163
NURSINGTB.COM ....................................................................................................................................................................... 166
B.C M ............................................................................................................................................................................................. 170
Chapter 16: The Impact of Technology Yoder-Wise: Leading and Managing in Nursing, 7th Edition .............................. 173
Chapter 18: Leading Change Yoder-Wise: Leading and Managing in Nursing, 7th Edition .............................................. 184
NURSINGTB.COM ....................................................................................................................................................................... 190
NURSINGTB.COM ....................................................................................................................................................................... 191
N R I G B.C M U S N T O ............................................................................................................................................................. 194
Chapter 19: Building Effective Teams Yoder-Wise: Leading and Managing in Nursing, 7th Edition ............................... 195
NURSINGTB.COM ....................................................................................................................................................................... 198
U S N T O ...................................................................................................................................................................................... 201
Chapter 20: Managing Costs and Budgets Yoder-Wise: Leading and Managing in Nursing, 7th Edition ......................... 204
U S N T O ...................................................................................................................................................................................... 205
NURSINGTB.COM ....................................................................................................................................................................... 207
N R I G B.C M U S N T O ............................................................................................................................................................. 214
Chapter 21: Selecting, Developing, and Evaluating Staff Yoder-Wise: Leading and Managing in Nursing, 7th Edition .. 215
NURSINGTB.COM ....................................................................................................................................................................... 219
NURSINGTB.COM ....................................................................................................................................................................... 221
Chapter 22: Person-Centered Care Yoder-Wise: Leading and Managing in Nursing, 7th Edition ..................................... 224
NURSINGTB.COM ....................................................................................................................................................................... 229
Chapter 23: Managing Quality and Risk Yoder-Wise: Leading and Managing in Nursing, 7th Edition ............................ 234
N R I G B.C M U S N T O............................................................................................................................................................. 243
Chapter 24: Translating Research into Practice Yoder-Wise: Leading and Managing in Nursing, 7th Edition.................. 244
NURSINGTB.COM ....................................................................................................................................................................... 252
Chapter 25: Managing Personal and Personnel Problems Yoder-Wise: Leading and Managing in Nursing, 7th Edition .. 254
NURSINGTB.COM ....................................................................................................................................................................... 263
, Chapter 27: Managing Your Career Yoder-Wise: Leading and Managing in Nursing, 7th Edition ................................... 263
NURSINGTB.COM ....................................................................................................................................................................... 265
N R I G B.C M ............................................................................................................................................................................... 273
Chapter 30: The Strategic Planning Process Yoder-Wise: Leading and Managing in Nursing, 7th Edition....................... 273
NURSINGTB.COM ....................................................................................................................................................................... 276
NURSINGTB.COM ....................................................................................................................................................................... 278
N R I G B.C M ............................................................................................................................................................................... 280
N R I G B.C M U S N T O ............................................................................................................................................................. 282
,Yoder-Wise: 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, 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.
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
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?
NURSINGTB.COM
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 recognition and satisfaction with work promote a satisfying and
enriched work environment. Transformational leaders use motivator factors liberally to inspire
work performance and increase job satisfaction.
TOP: AONE competency: Communication and Relationship-Building
7. The nurse manager wants to increase motivation by providing motivating factors for the nurse
on the unit. What action would be appropriate to motivate the staff?
a. Collaborate with the human resource/personnel department to develop on-site daycare
services.
b. c. Provide a hierarchical organizational structure.Implement a model of shared
governance.NURSINGTB.C O M
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 would 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 who
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. Which behavior by the charge nurse
best illustrates refined leadership skills in an emotionally intelligent practitioner? a. Reflect to
gain insight into how the situation could be handled differently in the future.
b. Try to catch up with the angry family member to resolve the concern.
NURSINGTB.COM
, c. Discuss the concern with the patient after the family member has left.
d. Notify nursing administration of the situation.
ANS: A
Goleman suggests that emotional intelligence involves insight and being able to step outside
of the situation to envision the context of what is happening as well as being able to manage
emotions such as frustration effectively.
TOP: AONE competency: Leadership
9. The chief nursing officer has asked the staff development coordinator to facilitate the
development of a clinical competency program for the facility. While making rounds on the
units, the staff development coordinator overhears RN staff complaining that they feel it is
insulting to be required to participate in a competency program. What behavior by the staff
development coordinator is most appropriate in this situation?
a. Disregard staff concerns and continue with development of the program.
b. Inform the nurses that this program is a requirement for JCAHO accreditation.
c. Schedule a meeting with the chief nurse executive to apprise her of the situation.
d. Facilitate a meeting so nurses can articulate their values and concerns about a competency
program.
ANS: D
The manager role involves guiding others through a set of derived practices that are evidence-
based and known to satisfy preestablished outcomes such as participation in a competency
program. This involves engagement of staff through sharing of concerns and ideas. A close
analysis of the IOM report and the summary of the PPACA suggests that no health reform can
unfold without active nursing engagement. Each document emphasizes that nurses must lead,
manage, and behave as active collaborators with other members of the health team and with
those being served.
TOP: AONE competency: Communication and Relationship-Building
NURSINGTB.COM
10. The nurse manager has been asked to implement an evidence-based approach to teach ostomy
patients self-management skills postoperatively. The program is to be implemented across the
entire facility. What illustrates effective leadership in this situation?
a. The training modules are left in the staff room for times when staff are available.
b. The current approach is continued because it is also evidence-based and is more familiar
to staff.
c. You decide to implement the approach at a later date because of feedback from the RNs
that the new approach takes too much time.
d. An RN who is already familiar with the new approach of volunteers to take the lead in
mentoring and teaching others how to implement it.
ANS: D
NURSINGTB.COM
, Followership occurs when there is acquiescence to a peer who is leading in a setting where a
team has gathered to ensure the best clinical decision making, and actions are taken to achieve
clinical or organizational outcomes. Followership promotes good clinical decisions and use of
clinical resources.
TOP: AONE competency: Communication and Relationship-Building
11. You overhear a new graduate RN telling a nurse colleague that leadership and management
belong to the unit manager, not to her. As a nursing colleague, what do you know to be true in
regard to the statement?
a. The statement is correct. Leadership is not the role of the staff nurse.
b. The new graduate would benefit from further understanding of her role as a professional,
whose influence may affect the decision making of patients, colleagues, and other
professionals.
c. The new graduate has been influenced by nurse leaders and managers who leave for other
positions.
d. The general perception is that nurse leaders and managers are not satisfied in their jobs.
ANS: B
Care coordination that involves the intersection of individual, family, and community-based
needs requires that nurses have self-confidence, knowledge of organizations and health
systems, and an inner desire to lead and manage. There is often a view that leadership is
isolated to those holding managerial positions, and that a direct care nurse is subject to
following by adhering to the direction of others. Such views fail to acknowledge that to be a
nurse requires each licensed individual to lead, manage, and follow when practicing at the
point-of-care and beyond.
TOP: AONE competency: Leadership
12. The charge nurse walks into Mr. Smith’s room and finds him yelling at the LPN. He is
obviously very upset. The charge nurse determines that he has not slept for three nights because
of unrelieved pain levels. The LPN is very upset and calls Mr. Smith an “ugly, old man.” The
charge nurse acknowledges the LPN’s feelings and concerns and then suggests that Mr. Smith’s
behavior was aggressive but was related to lack of sleep and to pain. The charge nurse asks,
“Can you, together with Mr. Smith, determine triggers for the pain and effective approaches to
controlling his pain?” This situation is an example of what?
a. b. Lack of empathy and understanding for Miss JonesConcern with placating Mr.
SmithNURSI NGTB.COM
c. Leadership behavior
d. Management behavior
ANS: C
The situation between Mr. Smith and Miss Jones is a complex situation involving unrelieved
patient symptoms and aggressiveness toward a staff member. Providing engaged,
NURSINGTB.COM
