Test Bank For Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition, Patricia S. Yoder-Wise,Chapters 1 - 32|2026 A+

Test Bank For Yoder-Wise’s Leading And Managing In
Canadian Nursing, 2nd Edition,
Patricia S. Yoder-Wise, Chapters 1 - 32

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Table of Contents
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Part I: Core
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ConceptsOverview

1. Leading, Managing, and Following u u u




2. Developing the Role of Leader u u u u




3. Developing the Role of Manager u u u u




4. Nursing Leadership and Indigenous Health
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5. Patient Focus u




Context

6. Ethical Issues u




7. Legal Issues u




8. Making Decisions and Solving Problems
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9. Health Care Organizations
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10. Understanding and Designing Organizational Structures u u u u




11. Cultural Diversity in Health Care u u u u




12. Power, Politics, and Influence u u u




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology
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14. Managing Costs and Budgets u u u




15. Care Delivery Strategies
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16. Staffing and Scheduling (available only on Evolve)
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17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
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,Part III: Changing the Status Quo
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18. Strategic Planning, Goal-Setting, and Marketing
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19. Nurses Leading Change: A Relational Emancipatory Framework for Health a
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nd SocialAction
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy
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22. Understanding Quality, Risk, and Safety u u u u




23. Translating Research into Practiceu u u




Part IV: Interpersonal and Personal Skills
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Interpersonal

24. Understanding and Resolving Conflict u u u




25. Managing Personal/Personnel Problems
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26. Workplace Violence and Incivility
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27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
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Personal

28. Role Transition
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29. Self-Management: Stress and Time u u u




Future

30. Thriving for the Future
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31. Leading and Managing Your Career
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32. Nursing Students as Leaders
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, Chapter 01: Leading, Managing, and Following
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Waddell/Walton: Yoder- u




Wise’s Leading and Managing in Canadian Nursing, SecondEdition
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MULTIPLE CHOICE u




1. A nurse manager of a 20-
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bed medical unit finds that 80% of the patients are older adults. Sheis asked to assess
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and adapt the unit to better meet the unique needs of older adult patients. According
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to complexity principles, what would be the best approach to take in making this ch
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ange?
a. Leverage the hierarchical management position to get unit staff i u u u u u u u u u




nvolved inassessment and planning. u u u




b. Engage involved staff at all levels in the decision-making process.
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c. Focus the assessment on the unit, and omit the hospital and co
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mmunityenvironment.
d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: B u




Complexity theory suggests that systems interact and adapt and that decision making
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occursthroughout the systems, as opposed to being held in a hierarchy. In complexity
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theory, everybody’s opinion counts; therefore, all levels of staff would be involved in
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decision making. u




DIF: Cognitive Level: Apply u u



REF: Page 14TOP: Nursing Process: Implem u u u u u



entation
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2. A unit manager of a 25-
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USNT u u u O
bed medical/surgical area receives a phone call from a nurse who has
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called in sick five times in the past month. He tells the manager that he very much wan
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ts to come to work when scheduled, but must often care for his wife, who is undergoin
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g treatmentfor breast cancer. In the practice of a strengths-
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based nursing leader, what would be the best approach to satisfying the needs of this n
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urse, 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.
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c. Sympathize with the nurse’s dilemma and let the charge nurse know that th u u u u u u u u u u u u




is nursemay be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his sc
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heduleddays off around his wife’s treatments. u u u u u




ANSWER: D u




Placing the nurse on unpaid leave may threaten physiologic needs and demotivate th
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e nurse.Unsatisfactory coverage of shifts on short notice could affect patient care and t
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hreaten staff members’ sense of competence. Strengths-
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