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Test Bank for Leading and Managing in Nursing, 8th Edition (Yoder-Wise, 2024) Chapter 1-25 | All Chapters
Test Bank for Leading and Managing in Nursing, 8th Edition (Yoder-Wise, 2024) Chapter 1-25 | All Chapters
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Leading and Managing in Nursing 8th Edition Yoder-Wise Testw w w w w w w w
Bank
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Chapter 01: Leading, Managing, and Following
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Yoder-Wise: Leading and Managing in Nursing, 8th Edition
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MULTIPLE CHOICE w
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She
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wis asked to assess and adapt the unit to better meet the unique needs of the older adult
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wpatient. Using complexity principles, what would be the best approach to take in making
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wthis change? w
a. Leverage the hierarchical management position to get unit staff involved in assessment
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wand planning. w
b. Engage involved staff at all levels in the decision-making process.
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c. Focus the assessment on the unit, and omit the hospital and community environment.
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d. Hire a geriatric specialist to oversee and control the project.
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ANS: B w
Complexity theory suggests that systems interact and adapt and that decision making
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occurs throughout the systems, as opposed to being held in a hierarchy. In complexity
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theory, every voice counts, and therefore, all levels of staff would be involved in
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decision making.
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REF: Page 8 w w TOP: AONE competency: Communication and Relationship-Building
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2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who
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has called in sick five times in the past month. He tells the manager that he very much
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wants to cometo work when scheduled but must often care for his wife, who is
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undergoing treatment
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for breast cancer. According to Maslow’s need hierarchy theory, what would be the best approach
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to satisfying the needs of this nurse, other staff, and patients?
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a. Line up agency nurses who can be called in to work on short notice.
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b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
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c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurse may
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be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his scheduled days
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off around his wife’s treatments.
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ANS: D w
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiologic
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needs and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could
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waffect patient care and threaten the needs of staff to feel competent. Arranging the
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wschedule around the wife’s needs meets the needs of the staff and of patients while
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wsatisfying the nurse’s need for affiliation.
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NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test
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Bank
w
REF: Page 10 w w TOP: AONE competency: Communication and Relationship-Building
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3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first
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wmediation session, the staff nurse repeatedly calls the unit manager’s actions unfair, and the
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wunit manager continues to reiterate the reasons for her actions. What would be the best
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wcourse of action at this time?
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a. Send the two disputants away to reach their own resolution.
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b. Involve another staff nurse in the discussion so as to clarify issues.
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c. Ask each party to examine her own motives and issues in the conflict.
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d. Continue to listen as the parties repeat their thoughts and feelings about the conflict.
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ANS: C w
Ury, Brett, and Goldberg outline steps to restoring unity, the first of which is to address the
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interests and involvement of participants in the conflict by examining the real issues of all
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parties.
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REF: Page 16 w w TOP: AONE competency: Communication and Relationship-Building
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4. At a second negotiation session, the unit manager and staff nurse are unable to reach a
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wresolution. It would now be best to: w w w w w w
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
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b. Turn the dispute over to the director of nursing.
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c. Insist that participants continue to talk until a resolution has been reached.
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d. Back the unit manager’s actions and end the dispute.
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ANS: B w
According to the principles outlined by Ury, Brett, and Goldberg, a “cooling-off” period is
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recommended if resolution fails.
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REF: Page 16 w w TOP: AONE competency: Communication and Relationship-Building
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5. The manager of a surgical area has a vision for the future that requires the addition of
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w RN assistants or unlicensed persons to feed, bathe, and walk patients. The RNs on the
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w staff have always practiced in a primary nursing–delivery system and are very resistant
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w to this idea. Thebest initial strategy in this situation would include:
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a. Exploring the values and feelings of the RN group in relationship to this change.
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b. Leaving the RNs alone for a time so they can think about the change before it
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is implemented.
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c. Dropping the idea and trying for the change in a year or so when some of the present
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RNs have retired.
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d. Hiring the assistants and allowing the RNs to see what good additions they are.
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NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test
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Bank
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ANS: A w
Influencing others requires emotional intelligence in domains such as empathy, handling
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relationships, deepening self-awareness in self and others, motivating others, and
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managing emotions. Motivating others recognizes that values are powerful forces that
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influence acceptance of change. Leaving the RNs alone for a period of time before
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implementation doesnot provide opportunity to explore different perspectives and values.
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Avoiding discussion until the team changes may not promote adoption of the change until
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there is opportunity to explore perspectives and values related to the change. Hiring of the
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assistants demonstrates lack of empathy for the perspectives of the RN staff.
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REF: Page 7 | Page 15
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TOP: AONE competency: Knowledge of the Health Care Environment
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6. As the RN charge nurse on the night shift in a small long-term care facility, you’ve found
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w that there is little turnover among your LPN and nursing assistant (NA) staff members,
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w but they arenot very motivated to go beyond their job descriptions in their work. Which
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w of the following strategies might motivate the staff and lead to greater job satisfaction?
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a. Ask the director of nursing to offer higher wages and bonuses for extra work for the
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night LPNs and NAs.
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b. Allow the LPNs and NAs greater decision-making power within the scope of
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their positions in the institution.
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c. Hire additional staff so that there are more staff available for enhanced care and
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individual workloads are lessened.
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d. Ask the director of nursing to increase job security for night staff by having them
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sign contracts that guarantee work.
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ANS: B w
Hygiene factors such as salary, working conditions, and security are consistent with
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Herzberg’s two-factor theory of motivation; meeting these needs avoids job dissatisfaction.
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Motivator factors such as recognition and satisfaction with work promote a satisfying and
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enriched work environment. Transformational leaders use motivator factors liberally to
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inspirework performance and increase job satisfaction.
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REF: Page 9 | Page 10
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TOP: AONE competency: Communication and Relationship-Building
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7. As the nurse manager who wants to increase motivation by providing motivating factors,
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wwhich action would you select?
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a. Collaborate with the human resource/personnel department to develop on-site
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daycare services.
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b. Provide a hierarchical organizational structure. w w w w
c. Implement a model of shared governance. w w w w w
d. Promote the development of a flexible benefits package.
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NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test
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Bank
w
ANS: C w
Complexity theory suggests that systems interact and adapt and that decision making occurs
w w w w w w w w w w w w
throughout systems, as opposed to being held in a hierarchy. In complexity theory, every
w w w w w w w w w w w w w w
voice counts, and therefore all levels of staff would be involved in decision making. This
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principle is the foundation of shared governance.
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REF: Pages 8-11 w w TOP: AONE competency: Communication and Relationship-Building
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8. A charge nurse on a busy 40-bed medical/surgical unit is approached by a family member
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wwho begins to complain loudly about the quality of care his mother is receiving. His
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wbehavior is so disruptive that it is overheard by staff, physicians, and other visitors. The
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wfamily member rejectsany attempt to intervene therapeutically to resolve the issue. He leaves
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wthe unit abruptly, and thenurse is left feeling frustrated. Which behavior by the charge
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wnurse best illustrates refined leadership skills in an emotionally intelligent practitioner?
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a. Reflect to gain insight into how the situation could be handled differently in the future.
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b. Try to catch up with the angry family member to resolve the concern.
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c. Discuss the concern with the patient after the family member has left.
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d. Notify nursing administration of the situation.
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ANS: A w
Goleman suggests that emotional intelligence involves insight and being able to step
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outside of the situation to envision the context of what is happening as well as being able
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to manage emotions such as frustration effectively.
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REF: Page 7 | Page 8
w w w w w TOP: AONE competency: Leadership
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9. The chief nursing officer has asked the staff development coordinator to facilitate the
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development of a clinical competency program for the facility. While making rounds on
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the units, the staff development coordinator overhears RN staff complaining that they
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feel it is insulting to be required to participate in a competency program. Which
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behavior by the staffdevelopment coordinator is most appropriate in this situation?
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a. Disregard staff concerns and continue with development of the program.
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b. Inform the nurses that this program is a requirement for JCAHO accreditation.
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c. Schedule a meeting with the chief nurse executive to apprise her of the situation.
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d. Facilitate a meeting so nurses can articulate their values and concerns about a
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competency program.
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ANS: D w
The manager role involves guiding others through a set of derived practices that are
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evidence- based and known to satisfy preestablished outcomes such as participation in a
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competency program. This involves engagement of staff through sharing of concerns and
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ideas. A close analysis of the IOM report and the summary of the PPACA suggests that no
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health reform canunfold without active nursing engagement. Each document emphasizes
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that nurses must lead,
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NURSINGTB.COM
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