Chapter 28. Developing the Role of Leader
1i 1i 1i 1i 1i 1i
Chapter 29. Developing the Role of Manager
1i 1i 1i 1i 1i 1i
Chapter 30. The Strategic Planning Process
1i 1i 1i 1i 1i
Chapter 31. Thriving for the Future
1i 1i 1i 1i 1i
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
1i 1i 1i 1i 1i 1i 1i 1i 1i
Chapter 01: Leading, Managing, and Following
1i 1i 1i 1i 1i
Yoder-Wise: Leading and Managing in Nursing, 7th Edition
1i 1i 1i 1i 1i 1i 1i
MULTIPLE CHOICE 1i
1. A nurse manager of a 20-
1i 1i 1i 1i 1i
bed medical unit finds that 80% of the patients are older adults. She is asked to assess and ad
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
apt the unit to better meet the unique needs of the older adult patient. Using complexity princ
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
iples, what would be the best approach to take for implementation of this change?
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
a. Leverage the hierarchical management position to get unit staff involved in
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
assessment and planning. 1i 1i
b. Engage involved staff at all levels in the decision-making process.
1i 1i 1i 1i 1i 1i 1i 1i 1i
c. Focus the assessment on the unit and omit the hospital and community
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
environment.
d. Hire a geriatric specialist to oversee and control the project.
1i 1i 1i 1i 1i 1i 1i 1i 1i
ANS: B 1i
Complexity theory suggests that systems interact and adapt and that decision making occurs
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1
throughout the systems, as opposed to being held in a hierarchy. In complexity theory, every
i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1
voice counts, and therefore, all levels of staff would be involved in decision making.
i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
TOP: AONE competency: Communication and Relationship-Building
1i 1i 1i 1i 1i
2. A unit manager of a 25-
1i 1i 1i 1i 1i
bed medical/surgical area receives a phone call from a nurse who has called in sick five times
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
in the past month. He tells the manager that he very much wants to come to work when sch
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
eduled but must often care for his wife, who is undergoing treatment for breast cancer. Acco
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
rding to Maslow‘s need hierarchy theory, what would be the best approach to satisfying the
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
needs of this nurse, other staff, and patients?
1i 1i 1i 1i 1i 1i 1i
a. Line up agency nurses who can be called in to work on short notice.
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nurse 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
may be calling in frequently in the future.
1i 1i 1i 1i 1i 1i 1i
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
days off around his wife‘s treatments.1i 1i 1i 1i 1i
ANS: D 1i
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patie
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1 i
nt care and threaten the needs of staff to feel competent. Arranging the schedule around the w
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
ife‘s needs meets the needs of the staff and of patients while satisfying the nurse‘s need for af
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
filiation.
TOP: AONE competency: Communication and Relationship-Building
1i 1i 1i 1i 1i
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1
mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfair, and the
i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
unit manager continues to reiterate the reasons for the actions. What would be the best course
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
of action at this time?
1i 1i 1i 1i
a. Send the two disputants away to reach their own resolution.
1i 1i 1i 1i 1i 1i 1i 1i 1i
b. Involve another staff nurse in the discussion for clarity issues.
1i 1i 1i 1i 1i 1i 1i 1i 1i
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
1i 1i 1i 1i 1i 1i 1i 1i 1i
c. Ask each party to examine their own motives and issues in the conflict.
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
d. Continue to listen as the parties repeat their thoughts and feelings about the
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
conflict.
ANS: C 1i
For resolution of conflict, one should address the interests and involvement of participants in t
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
he conflict by examining the real issues of all parties.
1i 1i 1i 1i 1i 1i 1i 1i 1i
TOP: AONE competency: Communication and Relationship-Building
1i 1i 1i 1i 1i
4. At a second negotiation session, the unit manager and staff nurse are unable to reach a
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
resolution. What is the appropriate next step? 1i 1i 1i 1i 1i 1i
a. Arrange another meeting in a week‘s time so as to allow a cooling-off period.
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
b. Elevate the next negation session to the next manager, one level above.
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
c. Insist that participants continue to talk until a resolution has been reached.
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
d. Back the unit manager‘s actions and end the dispute.
1i 1i 1i 1i 1i 1i 1i 1i
ANS: B 1i
Part of leadership is understanding conflict resolution and ability to negotiate and manage for r
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
esolution of issues and concerns. This situation has failed a second negotiation session, elevat
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
ion to a manager with additional training to facilitate conflict resolution is important at this p
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
oint.
TOP: AONE competency: Communication and Relationship-Building
1i 1i 1i 1i 1i
5. The manager of a surgical area has a vision for the future that requires the addition of RN
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
have always practiced in a primary nursing delivery system and are very resistant to this i
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
dea. What would be the best initial strategy for implementation of this change?
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
a. Exploring the values and feelings of the RN group in relationship to this change
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
b. Leaving the RNs alone for a time so they can think about the change before it is
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1
implementedi
c. Dropping the idea and trying for the change in a year or so when some of the
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1
present RNs have retired
i 1i 1i 1i
d. Hiring the assistants and allowing the RNs to see what good additions they are
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
ANS: A 1i
Influencing others requires emotional intelligence in domains such as empathy, handling relat
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
ionships, deepening self- 1i 1i
awareness in self and others, motivating others, and managing emotions. Motivating others re
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
cognizes that values are powerful forces that influence acceptance of change. Leaving the RN
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
s alone for a period of time before implementation does not provide opportunity to explore dif
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
ferent perspectives and values. Avoiding discussion until the team changes may not promote
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
adoption of the change until there is opportunity to explore perspectives and values related to
1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1
the change. Hiring of the assistants demonstrates lack of empathy for the perspectives of the
i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i
RN staff. 1i
TOP: AONE competency: Knowledge of the Health Care Environment
1 i 1i 1i 1i 1i 1i 1i 1i
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through EFT, credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying this summary from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller Profkarl. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy this summary for R335,49. You're not tied to anything after your purchase.
