TEST BANK LEADING AND
MANAGING IN NURSING 6TH
EDITION YODER-WISE
{CHAPTERS 01 – 10}
Chapter 01: Leading, Managing, and Following ....................................................................... 2
Chapter 02: Safe Care: The Core of Leading and Managing................................................... 13
Chapter 03: Developing the Role of Leader ............................................................................ 22
Chapter 04: Developing the Role of Manager ......................................................................... 32
Chapter 05: Legal and Ethical Issues ....................................................................................... 42
Chapter 06: Making Decisions and Solving Problems ............................................................ 51
Chapter 07: Healthcare Organizations ..................................................................................... 60
Chapter 08: Understanding and Designing Organizational Structures .................................... 70
Chapter 09: Cultural Diversity in Health Care ........................................................................ 79
Chapter 10: Power, Politics, and Influence .............................................................................. 89
, Yoder-Wise: Leading and Managing in Nursing, 6th Edition
MULTIPLE CHOICE
1. Joan, the nursing unit manager, finds it difficult to work with Thomas, a new graduate.
Thomas has many ideas, and his manner of presenting them irks Joan. After reflection
and discussion with others, Joan recognizes that she also feels threatened by his
behavior. She comes to understand that Thomas is trying to establish his own role on
the unit, is not trying to challenge her, and needs guidance, coaching, and affirmation.
Joan is demonstrating:
a. A positive self-concept.
b. Deepening self-awareness.
c. Leadership.
d. Acquiescence.
ANS: B
According to Goleman (1995), stepping outside oneself to envision the situation while
assuming ownership is a component of emotional intelligence.
REF: Page 7 | Page 8
TOP: AONE competency: Professionalism
2. As the head of a nursing program, you consistently invite the ideas of your team about
innovations in teaching, community partnerships, and curriculum design and invite
participation in decisions. Many of these ideas have been implemented successfully,
and your staff members are keen to try on other ideas. You are employing _____
leadership.
a. Situational
b. Trait-based
c. Contingency-based
d. Transformational
ANS: D
Transformational leadership involves attending to the needs and motives of followers,
which results in creativity, improvement, and employee development.
REF: Page 10 | Page 11
TOP: AONE competency: Professionalism
3. As a leader on a rehab unit, you encourage all staff members to see themselves as
having a role in decision making and quality care. You see your role as involving
particular responsibilities in decision making but not as a hierarchal role. This view of
decision making and leadership is consistent with:
a. Trait theories.
b. Complexity theory.
, c. Situated theory.
d. Emotional intelligence.
ANS: B
Complexity theory involves envisioning each member of the team involved in
decision making, management, and leadership, with the leader not seen in a hierarchal
relationship to other team members.
REF: Pages 8-11
TOP: AONE competency: Leadership
4. You recently acquired a position as a unit manager. During your time on the unit, you
have formed a strong social network among your staff, have promoted the development
of relationships between your staff and workers in other areas of the organization, and
have formed relationships that generate ideas from patient organizations and the local
nursing education program. According to complexity theory, you are engaging which
principle?
a. Empowerment
b. Systematic thinking
c. Development of networks
d. Bottom-up interactions
ANS: C
According to complexity theory, social networks evolve around areas of common
interest and are able to respond to problems in creative and novel ways.
REF: Page 12
TOP: AONE competency: Knowledge of the Health Care Environment
5. According to the complexity theory, which of the following should be the focus of
measurement?
a. Cost per hospital day
b. Bed utilization
c. Infection rates
d. Staff morale and budgets
ANS: D
According to complexity theory and the principle “Think systematically,” you cannot
ignore objective data or nonmeasurable data, as both inform decisions.
REF: Page 13
TOP: AONE competency: Business Skills
6. During a staff meeting held to discuss developing a mission statement for the unit, the
idea of placing patient needs first is:
a. Empowering.
b. A leadership tag.
c. A symbol.
d. A management task.
, ANS: B
According to complexity theory, leadership tags, which are similar to values, reflect
the patient-centered philosophies and values-driven characteristics that define an
organization and give it personality.
REF: Page 12
TOP: AONE competency: Knowledge of the Health Care Environment
7. A dispute arises between an RN staff member and an LPN over a patient issue. The
tension between the two begins to affect other staff members, who are drawn into the
conflict; eventually, the team becomes polarized toward either the RN or the LPN. This
situation might have been prevented through:
a. Expediency in responding to the initial dispute, once it became apparent that it
could not be resolved by the two parties themselves.
b. Asking other staff members what the real issues were in the dispute between the
RN and the LPN.
c. Reassigning one of the parties to another unit when it became apparent that the
two individuals could not resolve the dispute themselves.
d. Calling a staff meeting at the onset of the dispute to allow the team and the RN
and LPN to discuss the initial dispute.
ANS: A
The initial step in conflict resolution should have involved an expedient response to
the issues and putting a focus on the issues involved in the dispute between the LPN
and RN through negotiation involving the two parties, before the dispute involved
others.
REF: Page 16
TOP: AONE competency: Communication and Relationship-Building
8. The unit is shifting from primary nursing to a team model in an effort to contain costs.
Staff members are angry and ask for a meeting to discuss the change. After hearing
their concerns related to reduction in professional autonomy and care quality, you:
a. Acknowledge the loss.
b. Explain the reasons for change, emphasizing the need to reduce costs.
c. Repeat the information several times, giving detailed budget overviews.
d. Adjourn the meeting and provide explanation through e-mail.
ANS: A
Visioning involves engaging with others to assess the current reality, specify the end
point, and then strategize to reduce differences. This requires trusting relationships
that acknowledge the differences in values and ideas. When done well, the nurse and
the nurses within a unit experience creative tension that inspires working in concert to
achieve desired goals.
REF: Page 15
TOP: AONE competency: Communication and Relationship-Building
9. As the RN charge nurse on the night shift in a small long-term care facility, you’ve
found that there is little turnover among your LPN and nursing assistant (NA) staff
MANAGING IN NURSING 6TH
EDITION YODER-WISE
{CHAPTERS 01 – 10}
Chapter 01: Leading, Managing, and Following ....................................................................... 2
Chapter 02: Safe Care: The Core of Leading and Managing................................................... 13
Chapter 03: Developing the Role of Leader ............................................................................ 22
Chapter 04: Developing the Role of Manager ......................................................................... 32
Chapter 05: Legal and Ethical Issues ....................................................................................... 42
Chapter 06: Making Decisions and Solving Problems ............................................................ 51
Chapter 07: Healthcare Organizations ..................................................................................... 60
Chapter 08: Understanding and Designing Organizational Structures .................................... 70
Chapter 09: Cultural Diversity in Health Care ........................................................................ 79
Chapter 10: Power, Politics, and Influence .............................................................................. 89
, Yoder-Wise: Leading and Managing in Nursing, 6th Edition
MULTIPLE CHOICE
1. Joan, the nursing unit manager, finds it difficult to work with Thomas, a new graduate.
Thomas has many ideas, and his manner of presenting them irks Joan. After reflection
and discussion with others, Joan recognizes that she also feels threatened by his
behavior. She comes to understand that Thomas is trying to establish his own role on
the unit, is not trying to challenge her, and needs guidance, coaching, and affirmation.
Joan is demonstrating:
a. A positive self-concept.
b. Deepening self-awareness.
c. Leadership.
d. Acquiescence.
ANS: B
According to Goleman (1995), stepping outside oneself to envision the situation while
assuming ownership is a component of emotional intelligence.
REF: Page 7 | Page 8
TOP: AONE competency: Professionalism
2. As the head of a nursing program, you consistently invite the ideas of your team about
innovations in teaching, community partnerships, and curriculum design and invite
participation in decisions. Many of these ideas have been implemented successfully,
and your staff members are keen to try on other ideas. You are employing _____
leadership.
a. Situational
b. Trait-based
c. Contingency-based
d. Transformational
ANS: D
Transformational leadership involves attending to the needs and motives of followers,
which results in creativity, improvement, and employee development.
REF: Page 10 | Page 11
TOP: AONE competency: Professionalism
3. As a leader on a rehab unit, you encourage all staff members to see themselves as
having a role in decision making and quality care. You see your role as involving
particular responsibilities in decision making but not as a hierarchal role. This view of
decision making and leadership is consistent with:
a. Trait theories.
b. Complexity theory.
, c. Situated theory.
d. Emotional intelligence.
ANS: B
Complexity theory involves envisioning each member of the team involved in
decision making, management, and leadership, with the leader not seen in a hierarchal
relationship to other team members.
REF: Pages 8-11
TOP: AONE competency: Leadership
4. You recently acquired a position as a unit manager. During your time on the unit, you
have formed a strong social network among your staff, have promoted the development
of relationships between your staff and workers in other areas of the organization, and
have formed relationships that generate ideas from patient organizations and the local
nursing education program. According to complexity theory, you are engaging which
principle?
a. Empowerment
b. Systematic thinking
c. Development of networks
d. Bottom-up interactions
ANS: C
According to complexity theory, social networks evolve around areas of common
interest and are able to respond to problems in creative and novel ways.
REF: Page 12
TOP: AONE competency: Knowledge of the Health Care Environment
5. According to the complexity theory, which of the following should be the focus of
measurement?
a. Cost per hospital day
b. Bed utilization
c. Infection rates
d. Staff morale and budgets
ANS: D
According to complexity theory and the principle “Think systematically,” you cannot
ignore objective data or nonmeasurable data, as both inform decisions.
REF: Page 13
TOP: AONE competency: Business Skills
6. During a staff meeting held to discuss developing a mission statement for the unit, the
idea of placing patient needs first is:
a. Empowering.
b. A leadership tag.
c. A symbol.
d. A management task.
, ANS: B
According to complexity theory, leadership tags, which are similar to values, reflect
the patient-centered philosophies and values-driven characteristics that define an
organization and give it personality.
REF: Page 12
TOP: AONE competency: Knowledge of the Health Care Environment
7. A dispute arises between an RN staff member and an LPN over a patient issue. The
tension between the two begins to affect other staff members, who are drawn into the
conflict; eventually, the team becomes polarized toward either the RN or the LPN. This
situation might have been prevented through:
a. Expediency in responding to the initial dispute, once it became apparent that it
could not be resolved by the two parties themselves.
b. Asking other staff members what the real issues were in the dispute between the
RN and the LPN.
c. Reassigning one of the parties to another unit when it became apparent that the
two individuals could not resolve the dispute themselves.
d. Calling a staff meeting at the onset of the dispute to allow the team and the RN
and LPN to discuss the initial dispute.
ANS: A
The initial step in conflict resolution should have involved an expedient response to
the issues and putting a focus on the issues involved in the dispute between the LPN
and RN through negotiation involving the two parties, before the dispute involved
others.
REF: Page 16
TOP: AONE competency: Communication and Relationship-Building
8. The unit is shifting from primary nursing to a team model in an effort to contain costs.
Staff members are angry and ask for a meeting to discuss the change. After hearing
their concerns related to reduction in professional autonomy and care quality, you:
a. Acknowledge the loss.
b. Explain the reasons for change, emphasizing the need to reduce costs.
c. Repeat the information several times, giving detailed budget overviews.
d. Adjourn the meeting and provide explanation through e-mail.
ANS: A
Visioning involves engaging with others to assess the current reality, specify the end
point, and then strategize to reduce differences. This requires trusting relationships
that acknowledge the differences in values and ideas. When done well, the nurse and
the nurses within a unit experience creative tension that inspires working in concert to
achieve desired goals.
REF: Page 15
TOP: AONE competency: Communication and Relationship-Building
9. As the RN charge nurse on the night shift in a small long-term care facility, you’ve
found that there is little turnover among your LPN and nursing assistant (NA) staff
