Part 1 Overview 1
Complete Test Bank For
Leading And Managing In Nursing 8th Edition
By Patricia S. Yoder-Wise ,Susan Sportsman || Latest Edition (2024-2025)
8th Edition
, Part 1 Overview 2
Part 1 Overview ______________________________________________________________ 3
Chapter 01: Leading, Managing, And Following __________________________________________ 3
Chapter 02: Quality And Safety ______________________________________________________ 15
Chapter 03: Ethical And Legal Issues In Nursing _________________________________________ 26
Chapter 04: Toward Justice _________________________________________________________ 37
Chapter 05: Healthy Workplaces, Healthy Workforce ____________________________________ 49
Chapter 06: Translating Research Into Practice _________________________________________ 60
Part 2 Know Yourself _________________________________________________________ 72
Chapter 07: Gaining Personal Insight: Being An Effective Follower And Leader ________________ 72
Chapter 08: Communication And Conflict ______________________________________________ 82
Part 3 Know The Organization __________________________________________________ 94
Chapter 09: Healthcare Organizations And Structures ____________________________________ 94
Chapter 10: Person-Centered Care __________________________________________________ 106
Chapter 11: Staffing And Scheduling _________________________________________________ 117
Chapter 12: Workforce Engagement Through Collective Action And Governance _____________ 128
Chapter 13: Solving Problems And Influencing Positive __________________________________ 143
Chapter 14: Delegating: Authority, Accountability, And Responsibility In Delegation Decisions __ 158
Chapter 15: Effecting Change, Large And Small ________________________________________ 172
Chapter 16: Building Effective Teams ________________________________________________ 186
Part 4 Use Your Skills ________________________________________________________ 201
Chapter 17: The Impact Of Technology _______________________________________________ 201
Chapter 18: Artificial Intelligence ___________________________________________________ 216
Chapter 19: Managing Costs And Budgets ____________________________________________ 228
Chapter 20: Selecting, Developing, And Evaluating Staff _________________________________ 243
Chapter 21: Managing Personal And Personnel Problems ________________________________ 257
Part 5 Prepare For The Future _________________________________________________ 269
Chapter 22: Role Transition ________________________________________________________ 269
Chapter 23: Managing Your Career __________________________________________________ 280
Chapter 24: Developing Leaders, Managers, And Followers ______________________________ 291
Chapter 25: Thriving For The Future _________________________________________________ 304
, Part 1 Overview 3
Part 1 Overview
Chapter 01: Leading, Managing, And Following
Yoder-Wise: Leading And Managing In Nursing, 8th Edition
1. A Nurse Manager Of A 20-Bed Medical Unit Finds That 80% Of The Patients Are Older Adults.
Sheis 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 Inassessment 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 Communityenvironment.
D. Hire A Geriatric Specialist To Oversee And Control The Project.
ACCURATE ANS>>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 To Maslow‘S Need Hierarchy 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.
ACCURATE ANS>>D
, Part 1 Overview 4
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.
ACCURATE ANS>>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.
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.
ACCURATE ANS>>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
Complete Test Bank For
Leading And Managing In Nursing 8th Edition
By Patricia S. Yoder-Wise ,Susan Sportsman || Latest Edition (2024-2025)
8th Edition
, Part 1 Overview 2
Part 1 Overview ______________________________________________________________ 3
Chapter 01: Leading, Managing, And Following __________________________________________ 3
Chapter 02: Quality And Safety ______________________________________________________ 15
Chapter 03: Ethical And Legal Issues In Nursing _________________________________________ 26
Chapter 04: Toward Justice _________________________________________________________ 37
Chapter 05: Healthy Workplaces, Healthy Workforce ____________________________________ 49
Chapter 06: Translating Research Into Practice _________________________________________ 60
Part 2 Know Yourself _________________________________________________________ 72
Chapter 07: Gaining Personal Insight: Being An Effective Follower And Leader ________________ 72
Chapter 08: Communication And Conflict ______________________________________________ 82
Part 3 Know The Organization __________________________________________________ 94
Chapter 09: Healthcare Organizations And Structures ____________________________________ 94
Chapter 10: Person-Centered Care __________________________________________________ 106
Chapter 11: Staffing And Scheduling _________________________________________________ 117
Chapter 12: Workforce Engagement Through Collective Action And Governance _____________ 128
Chapter 13: Solving Problems And Influencing Positive __________________________________ 143
Chapter 14: Delegating: Authority, Accountability, And Responsibility In Delegation Decisions __ 158
Chapter 15: Effecting Change, Large And Small ________________________________________ 172
Chapter 16: Building Effective Teams ________________________________________________ 186
Part 4 Use Your Skills ________________________________________________________ 201
Chapter 17: The Impact Of Technology _______________________________________________ 201
Chapter 18: Artificial Intelligence ___________________________________________________ 216
Chapter 19: Managing Costs And Budgets ____________________________________________ 228
Chapter 20: Selecting, Developing, And Evaluating Staff _________________________________ 243
Chapter 21: Managing Personal And Personnel Problems ________________________________ 257
Part 5 Prepare For The Future _________________________________________________ 269
Chapter 22: Role Transition ________________________________________________________ 269
Chapter 23: Managing Your Career __________________________________________________ 280
Chapter 24: Developing Leaders, Managers, And Followers ______________________________ 291
Chapter 25: Thriving For The Future _________________________________________________ 304
, Part 1 Overview 3
Part 1 Overview
Chapter 01: Leading, Managing, And Following
Yoder-Wise: Leading And Managing In Nursing, 8th Edition
1. A Nurse Manager Of A 20-Bed Medical Unit Finds That 80% Of The Patients Are Older Adults.
Sheis 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 Inassessment 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 Communityenvironment.
D. Hire A Geriatric Specialist To Oversee And Control The Project.
ACCURATE ANS>>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 To Maslow‘S Need Hierarchy 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.
ACCURATE ANS>>D
, Part 1 Overview 4
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.
ACCURATE ANS>>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.
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.
ACCURATE ANS>>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
