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Test Bank For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan Sportsman Chapter 1-25 | 9780323792066 | All Chapters with Answers and Rationals
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Test Bank For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan Sportsman Chapter 1-25 | 9780323792066 | All Chapters with Answers and Rationals
Test Bank For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan Sportsman Chapter 1-25 | 9780323792066 | All Chapters with Answers and Rationals
Test Bank For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan Sportsman Chapter 1-25 | 9780323792066 | All Chapters with Answers and Rationals
Test Bank For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan Sportsman Chapter 1-25 | 9780323792066 | All Chapters with Answers and Rationals
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Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank
2i 2i 2i 2i 2i 2i 2i 2i 2i
TEST BANK Yoder-Wise: Leading and Managing in Nursing, 8th
Edition 2023/2024 Update
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank
2i 2i 2i 2i 2i 2i 2i 2i 2i
Chapter 01: Leading, Managing, and Following
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Yoder-Wise: Leading and Managing in Nursing, 8th Edition 2i 2i 2i 2i 2i 2i 2i
MULTIPLE CHOICE 2i
1. A nurse manager of a 20-
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bed medical unit finds that 80% of the patients are older adults. She is asked to assess and ad
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
apt the unit to better meet the unique needs of the older adult patient. Using complexity princi
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
ples, what would be the best approach to take for implementation of this change?
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
a. Leverage the hierarchical management position to get unit staff involved in 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
assessment and planning. 2i 2i
b. Engage involved staff at all levels in the decision-making process. 2i 2i 2i 2i 2i 2i 2i 2i 2i
c. Focus the assessment on the unit and omit the hospital and community
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
environment.
d. Hire a geriatric specialist to oversee and control the project.
2i 2i 2i 2i 2i 2i 2i 2i 2i
ANS: B 2i
Complexity theory suggests that systems interact and adapt and that decision making occurs
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
throughout the systems, as opposed to being held in a hierarchy. In complexity theory, every
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
voice counts, and therefore, all levels of staff would be involved in decision making.
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
TOP: AONE competency: Communication and Relationship-Building
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2. A unit manager of a 25-
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bed medical/surgical area receives a phone call from a nurse who has called in sick five time
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s in the past month. He tells the manager that he very much wants to
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
come to work when scheduled but must often care for his wife, who is undergoing treatment fo
NRaSsIl oGw
B.C
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r breast cancer. According t oUM
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N ’s T
need hiO
e rarchy theory, what would be the best
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i
2 i
2 i
2 i
2
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approach 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.
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurse 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
may be calling in frequently in the future.2i 2i 2i 2i 2i 2i 2i
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
days off around his wife’s treatments. 2i 2i 2i 2i 2i
ANS: D 2i
Placing the nurse on unpaid leave may threaten the nurse’s capacity to meet physiologic needs
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and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patie
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nt care and threaten the needs of staff to feel competent. Arranging the schedule around the w
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
ife’s needs meets the needs of the staff and of patients while satisfying the nurse’s need for af
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
filiation.
TOP: AONE competency: Communication and Relationship-Building
2i 2i 2i 2i 2i
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the first
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2
mediation session, the staff nurse repeatedly calls the unit manager’s actions unfair, and the
i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
unit manager continues to reiterate the reasons for the actions. What would be the best course
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
of action at this time?
2i 2i 2i 2i
a. Send the two disputants away to reach their own resolution.
2i 2i 2i 2i 2i 2i 2i 2i 2i
b. Involve another staff nurse in the discussion for clarity issues. 2i 2i 2i 2i 2i 2i 2i 2i 2i
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank
2i 2i 2i 2i 2i 2i 2i 2i 2i
c. Ask each party to examine their own motives and issues in the conflict.
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
d. Continue to listen as the parties repeat their thoughts and feelings about the
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
conflict.
ANS: C 2i
For resolution of conflict, one should address the interests and involvement of participants in t
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
he conflict by examining the real issues of all parties.
2i 2i 2i 2i 2i 2i 2i 2i 2i
TOP: AONE competency: Communication and Relationship-Building
2i 2i 2i 2i 2i
4. At a second negotiation session, the unit manager and staff nurse are unable to reach a
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
resolution. What is the appropriate next step? 2i 2i 2i 2i 2i 2i
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
b. Elevate the next negation session to the next manager, one level above.
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c. Insist that participants continue to talk until a resolution has been reached.
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
d. Back the unit manager’s actions and end the dispute.
2i 2i 2i 2i 2i 2i 2i 2i
ANS: B 2i
Part of leadership is understanding conflict resolution and ability to negotiate and manage for r
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esolution of issues and concerns. This situation has failed a second negotiation session, elevat
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ion to a manager with additional training to facilitate conflict resolution is important at this p
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
oint.
TOP: AONE competency: Communication and Relationship-Building
2i 2i 2i 2i 2i
5. The manager of a surgical area has a vision for the future that requires the addition of RN as
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sistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff hav
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
e always practiced in a p rN
i m aRr y nIursiGng-B
d e.liC
veryMsys tem and are very resistant to this idea.
U S N T
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What would be the best initial strategy for implementation of this change?
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2i 2i 2i
2i 2i 2i 2i 2i
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 is
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implemented
c. Dropping the idea and trying for the change in a year or so when some of the
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2
present RNs have retired
i 2i 2i 2i
d. Hiring the assistants and allowing the RNs to see what good additions they are
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ANS: A 2i
Influencing others requires emotional intelligence in domains such as empathy, handling relat
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
ionships, deepening self- 2i 2i
awareness in self and others, motivating others, and managing emotions. Motivating others re
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
cognizes that values are powerful forces that influence acceptance of change. Leaving the RN
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
s alone for a period of time before implementation does not provide opportunity to explore dif
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
ferent perspectives and values. Avoiding discussion until the team changes may not promote
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
adoption of the change until there is opportunity to explore perspectives and values related to
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2
the change. Hiring of the assistants demonstrates lack of empathy for the perspectives of the
i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
RN staff. 2i
TOP: AONE competency: Knowledge of the Health Care Environment
2i 2i 2i 2i 2i 2i 2i 2i
NURSINGTB.COM
, Leading and Managing in Nursing 8th Edition Yoder-Wise Test Bank
2i 2i 2i 2i 2i 2i 2i 2i 2i
6. As the RN charge nurse on the night shift in a small long-
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
term care facility, you’ve found that there is little turnover among your LPN and nursing assi
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
stant (NA) staff members, but they are not very motivated to go beyond their job description
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
s in their work. Which of the following strategies might motivate the staff and lead to greater
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
job satisfaction?
2i 2i
a. Ask the director of nursing to offer higher wages and bonuses for extra work for
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
the night LPNs and NAs. 2i 2i 2i 2i
b. Allow the LPNs and NAs greater decision- 2i 2i 2i 2i 2i 2i
making power within the scope of their positions in the institution.
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
c. Hire additional staff so that there are more staff available for enhanced care, and
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
individual workloads are lessened. 2i 2i 2i
d. Ask the director of nursing to increase job security for night staff by having them
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2
sign contracts that guarantee work.
i 2i 2i 2i 2i
ANS: B 2i
Hygiene factors such as salary, working conditions, and security are consistent with Herzberg
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
’s two- 2i
factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factors
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
such as recognition and satisfaction with work promote a satisfying and enriched work enviro
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
nment. Transformational leaders use motivator factors liberally to inspire work performance a
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
nd increase job satisfaction.
2i 2i 2i
TOP: AONE competency: Communication and Relationship-Building
2i 2i 2i 2i 2i
7. The nurse manager wants to increase motivation by providing motivating factors for the nurse
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
on the unit. What action would be appropriate to motivate the staff?
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
a. Collaborate with the human resource/personnel department to develop on-site 2i 2i 2i 2i 2i 2i 2i 2i
daycare services. 2i
b. Provide a hierarchical orgNaniR
zatiI
onalGstrB
uc.
tuCre. M 2i 2i 2i 2i
c. Implement a model of shar U
e d gSoveN
rnanTce. O 2i 2i 2i 2i 2i
d. Promote the development of a flexible benefits package. 2i 2i 2i 2i 2i 2i 2i
ANS: C 2i
Complexity theory suggests that systems interact and adapt and that decision making occurs th
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
roughout systems, as opposed to being held in a hierarchy. In complexity theory, every voice
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
counts, and therefore all levels of staff would be involved in decision making. This principle
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
is the foundation of shared governance.
2i 2i 2i 2i 2i
TOP: AONE competency: Communication and Relationship-Building
2i 2i 2i 2i 2i
8. A charge nurse on a busy 40-
2i 2i 2i 2i 2i 2i
bed medical/surgical unit is approached by a family member who begins to complain loudly
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
about the quality of care his mother is receiving. His behavior is so disruptive that it is overhe
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
ard by staff, physicians, and other visitors. The family member leaves the unit abruptly, and t
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
he nurse is left feeling frustrated. Which behavior by the charge nurse best illustrates refined
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
leadership skills in an emotionally intelligent practitioner? 2i 2i 2i 2i 2i 2i
a. Reflect to gain insight into how the situation could be handled differently in the
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2
future. i
b. Try to catch up with the angry family member to resolve the concern.
2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
c. Discuss the concern with the patient after the family member has left. 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i 2i
d. Notify nursing administration of the situation. 2i 2i 2i 2i 2i
ANS: A 2i
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