Chapter 01: Leading, Managing, and Following ....................................................................... 3
Chapter 02: Safe Care: The Core of Leading and Managing................................................... 19
Chapter 03: Developing the Role of Leader ............................................................................ 32
Chapter 04: Developing the Role of Manager ......................................................................... 47
Chapter 05: Legal and Ethical Issues ....................................................................................... 61
Chapter 06: Making Decisions and Solving Problems ............................................................ 74
Chapter 07: Healthcare Organizations ..................................................................................... 87
Chapter 08: Understanding and Designing Organizational Structures .................................. 101
Chapter 09: Cultural Diversity in Health Care ...................................................................... 114
Chapter 10: Power, Politics, and Influence ............................................................................ 128
Chapter 11: Caring, Communicating, and Managing with Technology ................................ 143
,Chapter 12: Managing Costs and Budgets ............................................................................. 157
Chapter 13: Care Delivery Strategies .................................................................................... 171
Chapter 14: Staffing and Scheduling ..................................................................................... 185
Chapter 15: Selecting, Developing, and Evaluating Staff ..................................................... 197
Chapter 16: Strategic Planning, Goal-Setting, and Marketing .............................................. 209
Chapter 17: Leading Change ................................................................................................. 221
Chapter 18: Building Teams through Communication and Partnerships .............................. 235
Chapter 19: Workforce Engagement and Collective Action ................................................. 249
Chapter 20: Managing Quality and Risk ............................................................................... 264
Chapter 21: Translating Research into Practice ..................................................................... 277
Chapter 22: Consumer Relationships..................................................................................... 292
Chapter 23: Conflict: The Cutting Edge of Change............................................................... 307
Chapter 24: Managing Personal/Personnel Problems ............................................................ 321
Chapter 25: Workplace Violence and Incivility .................................................................... 334
Chapter 26: Delegation: An Art of Professional Nursing Practice ........................................ 348
Chapter 27: Role Transition ................................................................................................... 363
Chapter 28: Self-Management: Stress and Time ................................................................... 377
Chapter 29: Managing Your Career ....................................................................................... 390
Chapter 30: Thriving for the Future ....................................................................................... 403
, 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
Chapter 02: Safe Care: The Core of Leading and Managing................................................... 19
Chapter 03: Developing the Role of Leader ............................................................................ 32
Chapter 04: Developing the Role of Manager ......................................................................... 47
Chapter 05: Legal and Ethical Issues ....................................................................................... 61
Chapter 06: Making Decisions and Solving Problems ............................................................ 74
Chapter 07: Healthcare Organizations ..................................................................................... 87
Chapter 08: Understanding and Designing Organizational Structures .................................. 101
Chapter 09: Cultural Diversity in Health Care ...................................................................... 114
Chapter 10: Power, Politics, and Influence ............................................................................ 128
Chapter 11: Caring, Communicating, and Managing with Technology ................................ 143
,Chapter 12: Managing Costs and Budgets ............................................................................. 157
Chapter 13: Care Delivery Strategies .................................................................................... 171
Chapter 14: Staffing and Scheduling ..................................................................................... 185
Chapter 15: Selecting, Developing, and Evaluating Staff ..................................................... 197
Chapter 16: Strategic Planning, Goal-Setting, and Marketing .............................................. 209
Chapter 17: Leading Change ................................................................................................. 221
Chapter 18: Building Teams through Communication and Partnerships .............................. 235
Chapter 19: Workforce Engagement and Collective Action ................................................. 249
Chapter 20: Managing Quality and Risk ............................................................................... 264
Chapter 21: Translating Research into Practice ..................................................................... 277
Chapter 22: Consumer Relationships..................................................................................... 292
Chapter 23: Conflict: The Cutting Edge of Change............................................................... 307
Chapter 24: Managing Personal/Personnel Problems ............................................................ 321
Chapter 25: Workplace Violence and Incivility .................................................................... 334
Chapter 26: Delegation: An Art of Professional Nursing Practice ........................................ 348
Chapter 27: Role Transition ................................................................................................... 363
Chapter 28: Self-Management: Stress and Time ................................................................... 377
Chapter 29: Managing Your Career ....................................................................................... 390
Chapter 30: Thriving for the Future ....................................................................................... 403
, 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
