Test Bank For Leading and Managing in
Nursing, 8th Edition by Patricia S. Yoder-
Wise,
Susan Sportsman
,Chapter 01: Leading, Managing, and Following
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
MULTIPLE CHOICE
• 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
N R I G B.C
approach to satisfying the needs of this nurse, other staff, and patients?
• Line up agency nurses who can be called in to work on short notice.
• Place the nurse on unpaid leave for the remainder of his wife’s treatment.
• Sympathize with the nurse’s dilemma and let the charge nurse know
that this nurse may be calling in frequently in the future.
• 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
• 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?
• Send the two disputants away to reach their own resolution.
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• Ask each party to examine their own motives and issues in the conflict.
• 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
• At a second negotiation session, the unit manager and staff nurse are unable
to reach a resolution. What is the appropriate next step?
• Arrange another meeting in a week’s time so as to allow a cooling-off period.
• Elevate the next negation session to the next manager, one level above.
• Insist that participants continue to talk until a resolution has been reached.
• 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
• 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
U S N T
• Exploring the values and feelings of the RN group in relationship to this
change
• Leaving the RNs alone for a time so they can think about the
change before it is implemented
• Dropping the idea and trying for the change in a year or so
when some of the present RNs have retired
• 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
• 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?
• Ask the director of nursing to offer higher wages and bonuses for
extra work for the night LPNs and NAs.
• Allow the LPNs and NAs greater decision-making power within the
scope of their positions in the institution.
• Hire additional staff so that there are more staff available for
enhanced care, and individual workloads are lessened.
• 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
• 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?
• Collaborate with the human resource/personnel department to
develop on-site daycare services.
• U S N TO
• Implement a model of shared governance.
• 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
• 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?
• Reflect to gain insight into how the situation could be handled
differently in the future.
• Try to catch up with the angry family member to resolve the concern.
• Discuss the concern with the patient after the family member has left.
• 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
• 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?
• Disregard staff concerns and continue with development of the program.
• Inform the nurses that this program is a requirement for JCAHO accreditation.
• Schedule a meeting with the chief nurse executive to apprise her of the
situation.
• 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
