,TABLE OF CONTENTS
1. Leading, Managing, and Following in Complex Health Systems
2. Clinical Safety: The Core of Leading, Managing, and Following
3. Legal and Ethical Issues4. Cultural Diversity and Inclusion in Health Care
5. Gaining Personal Insight: The Beginning of Being a Leader
6. Being an Effective Follower NEW chapter!
7. Self-Management
8. Communication and Conflict
9. Power, Politics, and Influence
10. Healthcare Organizations
11. Organizational Structures
12. Care Delivery Strategies
13. Staffing and Scheduling
14. Workforce Engagement through Collective Action and Governance
15. Making Decisions and Solving Problems
16. The Impact of Technology
17. Delegating: Authority, Accountability, Responsibility in Delegation Decisions
18. Leading Change
19. Building Effective Teams
20. Managing Costs and Budgets
21. Selecting, Developing, and Evaluating Staff
22. Person-Centered Care
23. Managing Quality and Risk
24. Translating Research into Practice
25. Managing Personal/Personnel Problems
26. Role Transition
27. Managing Your Career
28. Developing the Role of Leader
29. Developing the Role of Manager
30. The Strategic Planning Process
31. Thriving for the Future
,Chapter 01: Leading, Managing, and Following
Yoder-Wise: Leading and Managing in Nursing, 8th 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 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.
ACTUAL ANSWER: 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.
REFERENCE: Page 8
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.
ACTUAL ANSWER: 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.
REFERENCE: Page 10 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 her 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 so as to clarify issues.
c. Ask each party to examine her own motives and issues in the conflict.
d. Continue to listen as the parties repeat their thoughts and feelings about the conflict.
ACTUAL ANSWER: C
Ury, Brett, and Goldberg outline steps to restoring unity, the first of which is to address the
interests and involvement of participants in the conflict by examining the real issues of all
parties.
REFERENCE: Page 16 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.
It would now be best to:
a. Arrange another meeting in a week‘s time so as to allow a cooling-off period.
b. Turn the dispute over to the director of nursing.
c. Insist that participants continue to talk until a resolution has been reached.
d. Back the unit manager‘s actions and end the dispute.
ACTUAL ANSWER: B
According to the principles outlined by Ury, Brett, and Goldberg, a ―cooling-off‖ period is
recommended if resolution fails.
REFERENCE: Page 16 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 walk patients. The RNs on the staff have
always practiced in a primary nursing–delivery system and are very resistant to this idea. The
best initial strategy in this situation would include:
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.
