Test Bank –
Leading And Managing In Canadian Nursing
,
Author: Patricia S. Yoder-Wise,
3rd Edition
, Contents
PART 1 Core Concepts
1. Leading, Managing, and Following
2. Developing the Role of Leader
3. The Multidimensional Role of the Nurse Manager: Developing for Success
4. Nursing Leadership in Indigenous Health
5. Nursing Students as Leaders
6. Ethical Concerns and Challenges
7. Legal Concerns in Nursing Leadership and Management
8. Making Decisions and Solving Problems
9. The Canadian Health Care System
10. Understanding and Designing Organizational Structures
11. Equity, Diversity, Inclusion, Accessibility, and Decolonization: Responsive Leading and Managing in Health Care
12. Power, Politics, and Influence
PART 2 Managing Resources
13. Caring and Communicating in Nursing With Technology
14. Managing Costs and Budgets
15. Care Delivery Strategies
16. Staffing and Scheduling
17. Selecting, Developing, and Evaluating Staff
PART 3 Changing the Status Quo
18. Strategic Planning and Goal Setting
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social Action
20. Building Teams Through Communication and Partnership
21. Collective Nursing Advocacy
22. Understanding Safety, Quality, and Risk
23. Translating Research Into Practice
PART 4 Interpersonal and Personal Skills
24. Understanding and Resolving Conflict
25. Managing Personnel Challenges
26. Workplace Violence and Incivility
27. Interprofessional and Intraprofessional Practice and Leading in Professional Practice Settings
28. Role Transition
29. Self-Management: Stress and Time
30. Leading and Managing Your Career
,Chapter 01: Leading, Managing, And Following
Yoder-Wise: Leading And Managing In Nursing, 3rd Edition
Multiple Choice
1. A Nurse(Nannie) Manager Of A 20-Bed Medical Unit Finds That 80% Of The Patients
Are Older Adults. She Is Asked To Assess And Adapt The Unit To Better Meet The Unique
Needs Of The Older Adult Patient. Using Complexity Principles, What Would Be The
Best Approach To Take For Implementation Of 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 Answer: B
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, Every Voice Counts, And Therefore, All Levels Of Staff Would Be Involved In
Decision Making.
Top: Aone Competency: Communication And Relationship-Building
2. A Unit Manager Of A 25-Bed Medical/Surgical Area Receives A Phone Call From A
Nurse(Nannie) Whohas 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. According To
Maslow‘S Need Hierarchy Theory, What Would Be The Best Approach To Satisfying The
Needs Of This Nurse(Nannie) , Other Staff, And Patients?
a. Line Up Agency Nurse(Nannie) S Who Can Be Called In To Work On Short Notice.
b. Place The Nurse(Nannie) On Unpaid Leave For The Remainder Of His Wife‘S Treatment.
c. Sympathize With The Nurse(Nannie) ‘S Dilemma And Let The Charge
Nurse(Nannie) Know That This Nurse(Nannie) May Be Calling In Frequently
In The Future.
d. Work With The Nurse(Nannie) , Staffing Office, And Other
Nurse(Nannie) S To Arrange Hisscheduled Days Off Around His Wife‘S
Treatments.
Correct Answer: D
Placing The Nurse(Nannie) On Unpaid Leave May Threaten The Nurse(Nannie) ‘S
Capacity To Meet Physiologic Needs And Demotivate The Nurse(Nannie) . 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(Nannie) ‘S Need For Affiliation.
Top: Aone Competency: Communication And Relationship-Building
3. A Grievance Brought By A Staff Nurse(Nannie) Against The Unit Manager Requires
Mediation. At The First Mediation Session, The Staff Nurse(Nannie) 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(Nannie) In The Discussion For Clarity Issues.
, c. Ask Each Party To Examine Their Own Motives And Issues In The Conflict.
d. Continue To Listen As The Parties Repeat Their Thoughts And Feelings
About The Conflict.
Correct Answer: 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
4. At A Second Negotiation Session, The Unit Manager And Staff Nurse(Nannie) Are
Unable To Reach A Resolution. What Is The Appropriate Next Step?
a. Arrange Another Meeting In A Week‘S Time So As To Allow A Cooling-Off Period.
b. Elevate The Next Negation Session To The Next Manager, One Level Above.
c. Insist That Participants Continue To Talk Until A Resolution Has Been Reached.
d. Back The Unit Manager‘S Actions And End The Dispute.
Correct Answer: 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
5. 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 Have Always Practiced In A Primary Nursing-Delivery System And Are Very
Resistant To This Idea. What Would Be The Best Initial Strategy For Implementation Of
This Change?
a. Exploring The Values And Feelings Of The Rn Group In Relationship To This Change
b. Leaving The Rns Alone For A Time So They Can Think About The Change
Before It Is Implemented
c. Dropping The Idea And Trying For The Change In A Year Or So When
Some Of The Present Rns Have Retired
d. Hiring The Assistants And Allowing The Rns To See What Good Additions They Are
Correct Answer: 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
Leading And Managing In Canadian Nursing
,
Author: Patricia S. Yoder-Wise,
3rd Edition
, Contents
PART 1 Core Concepts
1. Leading, Managing, and Following
2. Developing the Role of Leader
3. The Multidimensional Role of the Nurse Manager: Developing for Success
4. Nursing Leadership in Indigenous Health
5. Nursing Students as Leaders
6. Ethical Concerns and Challenges
7. Legal Concerns in Nursing Leadership and Management
8. Making Decisions and Solving Problems
9. The Canadian Health Care System
10. Understanding and Designing Organizational Structures
11. Equity, Diversity, Inclusion, Accessibility, and Decolonization: Responsive Leading and Managing in Health Care
12. Power, Politics, and Influence
PART 2 Managing Resources
13. Caring and Communicating in Nursing With Technology
14. Managing Costs and Budgets
15. Care Delivery Strategies
16. Staffing and Scheduling
17. Selecting, Developing, and Evaluating Staff
PART 3 Changing the Status Quo
18. Strategic Planning and Goal Setting
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social Action
20. Building Teams Through Communication and Partnership
21. Collective Nursing Advocacy
22. Understanding Safety, Quality, and Risk
23. Translating Research Into Practice
PART 4 Interpersonal and Personal Skills
24. Understanding and Resolving Conflict
25. Managing Personnel Challenges
26. Workplace Violence and Incivility
27. Interprofessional and Intraprofessional Practice and Leading in Professional Practice Settings
28. Role Transition
29. Self-Management: Stress and Time
30. Leading and Managing Your Career
,Chapter 01: Leading, Managing, And Following
Yoder-Wise: Leading And Managing In Nursing, 3rd Edition
Multiple Choice
1. A Nurse(Nannie) Manager Of A 20-Bed Medical Unit Finds That 80% Of The Patients
Are Older Adults. She Is Asked To Assess And Adapt The Unit To Better Meet The Unique
Needs Of The Older Adult Patient. Using Complexity Principles, What Would Be The
Best Approach To Take For Implementation Of 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 Answer: B
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, Every Voice Counts, And Therefore, All Levels Of Staff Would Be Involved In
Decision Making.
Top: Aone Competency: Communication And Relationship-Building
2. A Unit Manager Of A 25-Bed Medical/Surgical Area Receives A Phone Call From A
Nurse(Nannie) Whohas 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. According To
Maslow‘S Need Hierarchy Theory, What Would Be The Best Approach To Satisfying The
Needs Of This Nurse(Nannie) , Other Staff, And Patients?
a. Line Up Agency Nurse(Nannie) S Who Can Be Called In To Work On Short Notice.
b. Place The Nurse(Nannie) On Unpaid Leave For The Remainder Of His Wife‘S Treatment.
c. Sympathize With The Nurse(Nannie) ‘S Dilemma And Let The Charge
Nurse(Nannie) Know That This Nurse(Nannie) May Be Calling In Frequently
In The Future.
d. Work With The Nurse(Nannie) , Staffing Office, And Other
Nurse(Nannie) S To Arrange Hisscheduled Days Off Around His Wife‘S
Treatments.
Correct Answer: D
Placing The Nurse(Nannie) On Unpaid Leave May Threaten The Nurse(Nannie) ‘S
Capacity To Meet Physiologic Needs And Demotivate The Nurse(Nannie) . 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(Nannie) ‘S Need For Affiliation.
Top: Aone Competency: Communication And Relationship-Building
3. A Grievance Brought By A Staff Nurse(Nannie) Against The Unit Manager Requires
Mediation. At The First Mediation Session, The Staff Nurse(Nannie) 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(Nannie) In The Discussion For Clarity Issues.
, c. Ask Each Party To Examine Their Own Motives And Issues In The Conflict.
d. Continue To Listen As The Parties Repeat Their Thoughts And Feelings
About The Conflict.
Correct Answer: 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
4. At A Second Negotiation Session, The Unit Manager And Staff Nurse(Nannie) Are
Unable To Reach A Resolution. What Is The Appropriate Next Step?
a. Arrange Another Meeting In A Week‘S Time So As To Allow A Cooling-Off Period.
b. Elevate The Next Negation Session To The Next Manager, One Level Above.
c. Insist That Participants Continue To Talk Until A Resolution Has Been Reached.
d. Back The Unit Manager‘S Actions And End The Dispute.
Correct Answer: 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
5. 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 Have Always Practiced In A Primary Nursing-Delivery System And Are Very
Resistant To This Idea. What Would Be The Best Initial Strategy For Implementation Of
This Change?
a. Exploring The Values And Feelings Of The Rn Group In Relationship To This Change
b. Leaving The Rns Alone For A Time So They Can Think About The Change
Before It Is Implemented
c. Dropping The Idea And Trying For The Change In A Year Or So When
Some Of The Present Rns Have Retired
d. Hiring The Assistants And Allowing The Rns To See What Good Additions They Are
Correct Answer: 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
