Yoder-Wise's Leading and Managing in Canadian Nursing 1st, 2nd Edition Waddell
Yoder-Wise's Leading and Managing in Canadian Nursing 1st, 2nd Edition Waddell
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TEST BANK - YODER-WISE'S LEADING AND MANAGING IN
CANADIAN NURSING, 3RD EDITION (WADDELL, 2024),
CHAPTER 1-32 | ALL CHAPTERS
3nd Edition
,Table of Contents
Chapter 01 Leading, Managing, and Following 1
Chapter 02 Developing the Role of Leader 13
Chapter 03 Developing the Role of Manager 21
Chapter 04 Nursing Leadership in Indigenous Health 31
Chapter 05 Client Focus 37
Chapter 06 Ethical Issues 46
Chapter 07 Legal Issues 53
Chapter 08 Making Decisions and Solving Problems 62
Chapter 09 Health Care Organizations 72
Chapter 10 Understanding and Designing Organizational Structures 80
Chapter 11 Cultural Diversity in Health Care 89
Chapter 12 Power, Politics, and Influence 98
Chapter 13 Caring and Communicating in Nursing With Technology 107
Chapter 14 Managing Costs and Budgets 114
Chapter 15 Care Delivery Strategies 125
Chapter 16 Staffing and Scheduling 135
Chapter 17 Selecting, Developing, and Evaluating Staff 144
Chapter 18 Strategic Planning and Goal Setting 154
Chapter 19 Nursing Leading Change A Relational Emancipatory Framework for Health
and Social 163
Chapter 20 Building Teams Through Communication and Partnerships 172
Chapter 21 Collective Nursing Advocacy 181
Chapter 22 Understanding Quality, Risk, and Safety 192
Chapter 23 Translating Research into Practice 200
Chapter 24 Understanding and Resolving Conflict 210
Chapter 25 Managing Personnel Challenges 219
Chapter 26 Workplace Violence and Incivility 229
Chapter 27 Inter- and Intraprofessional Practice and Leading in Professional Practice
Settings 238
Chapter 28 Role Transition 247
Chapter 29 Self-Management Stress and Time 257
Chapter 30 Thriving for the Future 266
Chapter 31 Leading and Managing Your Career 275
Chapter 32 Nursing Students as Leaders 283
, Test Bank - _Yoder-Wise's Leading and Managing in Canadian Nursing, 3rd Edition (Waddell, 2024)
Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Third
Edition
MULTIPLE CHOICE
1. A nurse director of a 20-bed medical unit finds that 80% of the clients are older adults.
She is asked to assess and adapt the unit to better meet the unique needs of older adult
clients. According to 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.
CORRECT CHOICE:->> B
RATIONALE :->>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, everybody’s opinion counts; therefore, all levels of staff would be
involved in decision making.
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. In the practice of a strengths-based nursing leader, what would
be the best approach to satisfying the needs of this nurse, other staff, and clients?
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.
CORRECT CHOICE:->> D
RATIONALE :->>Placing the nurse on unpaid leave may threaten physiologic needs and
demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect client care
and threaten staff members’ sense of competence. Strengths-based nurse leaders honour the
uniqueness of individuals, teams, systems, and organizations; therefore arranging the schedule
around the wife’s needs would result in a win-win situation, also creating a work environment
that promotes the health of all the nurses and facilitates their development.
, 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 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.
CORRECT CHOICE:->> C
RATIONALE :->>Nurses and leaders must assess each situation as unique, determining
appropriate actions accordingly. Leaders must adapt their styles to complement specific
issues being faced, such as conflict. Examining motives and issues for the conflict in
perceptions promotes equal representation of each point of view.
4. Shortly after being informed of fetal death, a labouring woman asks why she is not able to
hear her baby’s heartbeat on the monitor anymore. Although the monitor volume had been
turned off so that the client would be able to sleep between contractions, the nurse
responded that there was no heartbeat to hear because the baby had died in utero; then the
nurse asked whether the client would like to talk about how she was feeling. This response
demonstrates:
a. Lack of empathy.
b. Ethical leadership.
c. Complexity science.
d. A coercive relationship.
CORRECT CHOICE:->> B
RATIONALE :->>Ethical leadership is based on a willingness to identify and act on
complex problems in an ethical manner. Leadership can be misused when coercive
relationships form, and information and true goals are withheld.
5. The manager of a surgical area envisions a future that requires the addition of registered
nurse (RN) assistants or unlicensed persons to feed, bathe, and walk clients. 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 of the RNs in relation to this change.
b. Leaving the RNs alone for a time so they can think about the change before they
are approached again.
c. Dropping the idea and trying for the change in another year or so.
d. Hiring the assistants and allowing the RNs to see what good additions they are.
CORRECT CHOICE:->> A
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