,Table of Contents
Chapter 01: Leading, Managing, And Following ........................................................................................... 3
Chapter 02: Clinical Safety: The Core Of Leading, Managing, And Following Yoder-Wise ......................... 17
Chapter 03: Legal And Ethical Issues .......................................................................................................... 29
Chapter 04: Cultural Diversity And Inclusion In Health Care Yoder-Wise .................................................. 42
Chapter 05: Gaining Personal Insight.......................................................................................................... 54
Chapter 06: Being An Effective Follower .................................................................................................... 64
Chapter 09: Power, Politics, And Influence ................................................................................................ 69
Chapter 10: Healthcare Organizations ........................................................................................................ 82
Chapter 11: Organizational Structures ....................................................................................................... 95
Chapter 15: Making Decisions And Solving Problems .............................................................................. 108
Chapter 17: Delegating: Authority, Accountability, Responsibility In Delegation Decisions .................... 120
Chapter 28: Developing The Role Of Leader ............................................................................................. 133
Chapter 29: Developing The Role Of Manager ......................................................................................... 146
,Chapter 01: Leading, Managing, And Following
Yoder-Wise: Leading And Managing In Nursing, 7th Edition
MULTIPLE CHOICE
1. A Nurse 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 Who
Has 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 Toumasslown’s Tneed Hioerarchy Theory, What Would Be The Best
Approach To Satisfying The Needs Of This Nurse, Other Staff, And Patients?
A. Line Up Agency Nurses Who Can Be Called In To Work On Short Notice.
, B. Place The Nurse On Unpaid Leave For The Remainder Of His Wife’s Treatment.
C. Sympathize With The Nurse’s Dilemma And Let The Charge Nurse Know That This Nurse May Be
Calling In Frequently In The Future.
D. Work With The Nurse, Staffing Office, And Other Nurses To Arrange His Scheduled Days Off
Around His Wife’s Treatments.
CORRECT ANSWER: D
Placing The Nurse On Unpaid Leave May Threaten The Nurse’s Capacity To Meet Physiologic Needs And
Demotivate The Nurse. 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’s Need For Affiliation.
TOP: AONE Competency: Communication And Relationship-Building
3. A Grievance Brought By A Staff Nurse Against The Unit Manager Requires Mediation. At The
First Mediation Session, The Staff Nurse 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 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 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.
Chapter 01: Leading, Managing, And Following ........................................................................................... 3
Chapter 02: Clinical Safety: The Core Of Leading, Managing, And Following Yoder-Wise ......................... 17
Chapter 03: Legal And Ethical Issues .......................................................................................................... 29
Chapter 04: Cultural Diversity And Inclusion In Health Care Yoder-Wise .................................................. 42
Chapter 05: Gaining Personal Insight.......................................................................................................... 54
Chapter 06: Being An Effective Follower .................................................................................................... 64
Chapter 09: Power, Politics, And Influence ................................................................................................ 69
Chapter 10: Healthcare Organizations ........................................................................................................ 82
Chapter 11: Organizational Structures ....................................................................................................... 95
Chapter 15: Making Decisions And Solving Problems .............................................................................. 108
Chapter 17: Delegating: Authority, Accountability, Responsibility In Delegation Decisions .................... 120
Chapter 28: Developing The Role Of Leader ............................................................................................. 133
Chapter 29: Developing The Role Of Manager ......................................................................................... 146
,Chapter 01: Leading, Managing, And Following
Yoder-Wise: Leading And Managing In Nursing, 7th Edition
MULTIPLE CHOICE
1. A Nurse 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 Who
Has 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 Toumasslown’s Tneed Hioerarchy Theory, What Would Be The Best
Approach To Satisfying The Needs Of This Nurse, Other Staff, And Patients?
A. Line Up Agency Nurses Who Can Be Called In To Work On Short Notice.
, B. Place The Nurse On Unpaid Leave For The Remainder Of His Wife’s Treatment.
C. Sympathize With The Nurse’s Dilemma And Let The Charge Nurse Know That This Nurse May Be
Calling In Frequently In The Future.
D. Work With The Nurse, Staffing Office, And Other Nurses To Arrange His Scheduled Days Off
Around His Wife’s Treatments.
CORRECT ANSWER: D
Placing The Nurse On Unpaid Leave May Threaten The Nurse’s Capacity To Meet Physiologic Needs And
Demotivate The Nurse. 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’s Need For Affiliation.
TOP: AONE Competency: Communication And Relationship-Building
3. A Grievance Brought By A Staff Nurse Against The Unit Manager Requires Mediation. At The
First Mediation Session, The Staff Nurse 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 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 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.
