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Yoder-Wise's Leading and Managing in Canadian Nursing 1st, 2nd Edition Waddell
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Yoder-Wise's Leading and Managing in Canadian Nursing 1st, 2nd Edition Waddell
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Chapter 01-Leading, Managing, and Following Yoder-Wise - Leading and Managing in Nursing, 8th Edition.pdf
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TEST BANK - YODER-WISE'S LEADING AND MANAGING IN CANADIAN NURSING, 3RD EDITION (WADDELL, 2024), CHAPTER 1-32 | ALL CHAPTERS
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Test Bank Yoder-Wise's Leading and Managing in CanadianNursing 1st, 2nd Edition Waddell
As the nurse manager who wants to increase motivation by providing motivating factors, which action
would you select?
a. Collaborate with the human resource/personnel department to develop on-site daycare services.
b. Provide a hierarchical organizational structure.
c. Implement a model of shared governance.
d. Promote the development of a flexible benefits package. - ANSWER: C
Sarah wonders about the direction that you have given regarding management of incontinent,
confused patients. She brings you evidence that she has found regarding incontinence interventions
and asks you if she and you could talk about the guidance that you have given after you have had an
opportunity to read the articles she has given you. This is an example of (select all that apply):
a. Assertiveness.
b. Followership.
c. Management.
d. Insubordination. - ANSWER: AB
As a leader on a rehab unit, you encourage all staff members to see themselves as having a role in
decision making and quality care. You see your role as involving particular responsibilities in decision
making but not as a hierarchal role. This view of decision making and leadership is consistent with:
a. Trait theories.
b. Complexity theory.
c. Situated theory.
d. Emotional intelligence. - ANSWER: B
A dispute arises between an RN staff member and an LPN over a patient issue. The tension between
the two begins to affect other staff members, who are drawn into the conflict; eventually, the team
becomes polarized toward either the RN or the LPN. This situation might have been prevented
through:
a. Expediency in responding to the initial dispute, once it became apparent that it could not be
resolved by the two parties themselves.
b. Asking other staff members what the real issues were in the dispute between the RN and the LPN.
c. Reassigning one of the parties to another unit when it became apparent that the two individuals
could not resolve the dispute themselves.
d. Calling a staff meeting at the onset of the dispute to allow the team and the RN and LPN to discuss
the initial dispute. - ANSWER: A
According to the complexity theory, which of the following should be the focus of measurement?
a. Cost per hospital day
b. Bed utilization
c. Infection rates
d. Staff morale and budgets - ANSWER: D
As a nurse, you are responsible for teaching ostomy patients self-management skills postoperatively.
Mr. Jones is 2 days postoperative after an abdominal perineal resection. In spite of patient-controlled
analgesia, Mr. Jones acknowledges inadequate pain relief and rates his pain as an 8, utilizing a 0-to-10
pain scale. When you approach him for teaching, he turns away and closes his eyes. Which approach
incorporating Maslow's hierarchy of needs motivational theory is most appropriate in this situation?
a. Tell him you will let him rest today and see if he is feeling better tomorrow.
b. Intervene to improve his pain management control and return later in the day to reassess his
readiness to learn.
,c. Talk to the social worker about arranging home healthcare services at discharge to assist with
teaching.
d. Gently approach Mr. Jones and inform him of the importance of participating in postoperative
teaching today beca - ANSWER: B
You overhear a newly graduated RN telling one of your colleagues that leadership and management
belong to the unit manager and not to her. As a nursing colleague, your response demonstrates
understanding that the perception of the new graduate:
a. Is correct. Leadership is not the role of the staff nurse.
b. 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. Has been influenced by nurse leaders and managers who leave for other positions.
d. Is related to the general perception that nurse leaders and managers are not satisfied in their jobs.
- ANSWER: B
You pull staff together to assess a situation in which the family of a seriously ill patient is anxious and
is absorbing a great deal of staff time in consultation, discussion, and questioning of treatment
decisions. Staff members are becoming distanced from the family. After inviting the concerns of staff,
you explain that the organization values patient-centered care and suggest that evidence supports
that acting as an advocate and a listener is helpful to families. You ask the staff for ideas as to
strategies that are effectively patient-centered in these situations. In this situation, you are taking on
which role?
a. Leadership
b. Management
c. Follower
d. Visionary - ANSWER: A
In response to the situation in Question 15, you approach the unit manager to apprise her of your
concerns that the family dynamics of the patient involved may lead to staff-family and patient-family
conflicts. You suggest that the physician may need to discuss the treatment plan with the family. The
unit manager advises that he will arrange this discussion. If, after the meeting with family members,
this is identified as a desired approach, you support the manager's decision. Your actions indicate that
you are acting in what role?
a. Leadership
b. Management
c. Follower
d. Evidence-based - ANSWER: C
Joan, the nursing unit manager, finds it difficult to work with Thomas, a new graduate. Thomas has
many ideas, and his manner of presenting them irks Joan. After reflection and discussion with others,
Joan recognizes that she also feels threatened by his behavior. She comes to understand that Thomas
is trying to establish his own role on the unit, is not trying to challenge her, and needs guidance,
coaching, and affirmation. Joan is demonstrating:
a. A positive self-concept.
b. Deepening self-awareness.
c. Leadership.
d. Acquiescence. - ANSWER: B
The unit is shifting from primary nursing to a team model in an effort to contain costs. Staff members
are angry and ask for a meeting to discuss the change. After hearing their concerns related to
reduction in professional autonomy and care quality, you:
a. Acknowledge the loss.
b. Explain the reasons for change, emphasizing the need to reduce costs.
c. Repeat the information several times, giving detailed budget overviews.
d. Adjourn the meeting and provide explanation through e-mail. - ANSWER: A
, As the head of a nursing program, you consistently invite the ideas of your team about innovations in
teaching, community partnerships, and curriculum design and invite participation in decisions. Many
of these ideas have been implemented successfully, and your staff members are keen to try on other
ideas. You are employing _____ leadership.
a. Situational
b. Trait-based
c. Contingency-based
d. Transformational - ANSWER: D
You recently acquired a position as a unit manager. During your time on the unit, you have formed a
strong social network among your staff, have promoted the development of relationships between
your staff and workers in other areas of the organization, and have formed relationships that
generate ideas from patient organizations and the local nursing education program. According to
complexity theory, you are engaging which principle?
a. Empowerment
b. Systematic thinking
c. Development of networks
d. Bottom-up interactions - ANSWER: C
During a staff meeting held to discuss developing a mission statement for the unit, the idea of placing
patient needs first is:
a. Empowering.
b. A leadership tag.
c. A symbol.
d. A management task. - ANSWER: B
Chart audits have revealed significant omissions of data that could have legal and funding guidelines.
As the unit manager, you meet with the staff to discuss audit findings and to find approaches that will
address the gaps in charting and achieve desired goals. This is an example of:
a. Leadership.
b. Management.
c. Decision making.
d. Vision. - ANSWER: B
You walk into Mr. Smith's room and find him yelling at the LPN, Miss Jones. He is obviously very upset
and after you speak with him regarding his behavior, you determine that he has not slept for three
nights because of unrelieved pain levels. The LPN is very upset with Mr. Smith and calls him an "ugly,
old man." You acknowledge her feelings and concerns and then suggest that Mr. Smith's behavior was
aggressive, but is related to lack of sleep and to pain. "Can you both, together with Mr. Smith,
determine triggers for the pain and effective approaches to controlling his pain?" This approach
demonstrates:
a. Lack of empathy and understanding for Miss Jones.
b. Concern with placating Mr. Smith.
c. Leadership behavior.
d. Management behavior. - ANSWER: C
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 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
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
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