TEST BANK COMPLETE- Yoder-Wise’s Leading And
Managing In Canadian Nursing, 2nd Edition (Janice I.
Waddell, Nancy A. Walton · 2019) All Chapters 1-32
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
older adult patients. According to complexity principles, what would be the best
approach to take in making 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. - ANSWERB
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. In the practice of a strengths-based
nursing leader, 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. - ANSWERD
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 so as to clarify issues.
c. Ask each party to examine her own motives and issues in the conflict.
d. Continue to listen as the parties repeat their thoughts and feelings about the
conflict. - ANSWERC
Shortly after being informed of fetal death, a labouring woman asks why she is not
able to hear her baby's heartbeat on the monitor anymore. Although the monitor
volume had been turned off so that the patient would be able to sleep between
contractions, the nurse responded that there was no heartbeat to hear because the
baby had died in utero; then the nurse asked whether the patient would like to talk
about how she was feeling. This response demonstrates:
a. Lack of empathy.
b. Ethical leadership.
,c. Complexity science.
d. A coercive relationship. - ANSWERB
The manager of a surgical area envisions a future that requires the addition of
registered nurse (RN) assistants or unlicensed persons to feed, bathe, and walk
patients. The RNs on the staff have always practiced in a primary nursing-delivery
system and are very resistant to this idea.
The best initial strategy in this situation would include:
a. Exploring the values of the RNs in relation to this change.
b. Leaving the RNs alone for a time so they can think about the change before they
are approached again.
c. Dropping the idea and trying for the change in another year or so.
d. Hiring the assistants and allowing the RNs to see what good additions they are. -
ANSWERA
As the charge nurse on the night shift in a small long-term care facility, you have
found that there is little turnover among your licensed practical nurse and nursing
assistant (NA) staff members, but they are not very motivated to work beyond their
job descriptions. Which of the following strategies might motivate the staff and lead
to greater job satisfaction?
a. Ask the director of nursing to offer higher wages and bonuses for extra work for
the night licensed practical nurses and NAs.
b. Allow the licensed practical nurses and NAs greater decision-making power within
the scope of their positions in the institution.
c. Help the licensed practical nurses and NAs with their work, whenever possible.
d. Ask the director of nursing to increase job security for night staff by having them
sign contracts that guarantee work. - ANSWERB
As the nurse manager, you want to increase motivation by providing motivating
factors. Which action would you select?
a. Collaborate with the human resources/personnel department to develop on-site
daycare services.
b. Provide a hierarchical organizational structure.
c. Implement a model of shared governance.
d. Promote the development of a flexible benefits package. - ANSWERC
A charge nurse on a busy 40-bed medical/surgical unit is approached by a patient's
son, who begins to complain loudly about the quality of care his mother is receiving.
His behaviour is so disruptive that it is overheard by staff, physicians, and other
visitors. The family member rejects any attempt to intervene therapeutically to
resolve the issue. He leaves the unit abruptly, and the nurse is left feeling frustrated.
Which behaviour by the charge nurse best illustrates refined leadership skills in an
emotionally intelligent practitioner?
a. Reflection to obtain insight into how the situation could be handled differently in
the future
b. Trying to catch up with the angry family member to resolve the concern
c. Discussing the concern with the patient after the family member has left
,d. Notifying nursing administration of the situation - ANSWERA
The chief nursing officer has asked the staff development coordinator to facilitate
the development of a clinical competency program for the facility. While making
rounds on the units, the staff development coordinator overhears RN staff
complaining that they believe it is insulting to be required to participate in a
competency program. Which behaviour by the staff development coordinator is
most appropriate in this situation?
a. Disregard staff concerns and continue with development of the program.
b. Inform the nurses that this program is a requirement for accreditation by the Joint
Commission on Accreditation of Healthcare Organizations (JCAHO).
c. Schedule a meeting with the chief nurse executive to apprise her of the situation.
d. Facilitate a meeting so nurses can articulate their values and concerns about a
competency program. - ANSWERD
Which category is unique to leadership but is not part of management?
a. Initiating change
b. Personal qualities
c. Developing people
d. Information management - ANSWERC
You overhear a newly graduated RN telling one of your colleagues that leadership
and management belong to the unit manager and not to her. Because you are a
nursing colleague, your response demonstrates understanding that the perception of
the new graduate:
a. Is accurately reflected in the new graduate's statement.
b. Would benefit from further understanding of her role as a professional in relation
to decision-making.
c. Has been influenced by nurse leaders and managers who leave for other positions.
d. Is related to the general perception that nurse leaders and managers are not
satisfied in their jobs. - ANSWERB
You walk into a patient's room and find him yelling at the licensed practical nurse.
The patient is obviously very upset, and after you speak with him regarding his
behaviour, you determine that he has not slept for three nights because of
unrelieved pain levels. The licensedpractical nurse is very upset with him and calls
him an "ugly, old man." You acknowledge her feelings and concerns and then
suggest that the patient's behaviour was aggressive but is related to lack of sleep and
to pain. You ask, "Can both you and the patient together determine triggers for the
pain and effective approaches to controlling his pain?" This approach demonstrates:
a. Lack of empathy and understanding for the licensed practical nurse.
b. Concern with placating the patient.
c. Leadership behaviour.
d. Management behaviour. - ANSWERC
Which category is unique to management but is not part of leadership?
a. Initiating change
, b. Personal qualities
c. Developing people
d. Information management - ANSWERD
Chart audits have revealed significant omissions of data that could have legal and
funding guidelines. As the unit manager, you meet with the staff to discuss audit
findings and to find approaches that will address the gaps in charting and achieve
desired goals. This is an example of:
a. Leadership.
b. Management.
c. Decision making.
d. Vision. - ANSWERB
A family is keeping vigil at a critically ill patient's bedside. Other distant family
members, not yet able to come, call the unit continuously, asking for updates and
wanting to express concern. You speak with the distant family members and suggest
that you are going to refer them to the hospital social worker, whose role is to work
with such situations. What role are you assuming through this action?
a. Manager
b. Leader
c. Follower
d. Laissez faire - ANSWERA
After a meeting with members of the family of a dying patient, the nursing manager
discusses with you the family's desired approach to care, and you support the
manager's decision. Your actions indicate that you are acting in what role?
a. Leadership
b. Management
c. Followership
d. Evidence-informed - ANSWERC
You pull staff together to assess a situation in which the family of a seriously ill
patient is anxious and is absorbing a great deal of staff time in consultation,
discussion, and questioning of treatment decisions. Staff members are beginning to
distance themselves from the family. After inviting the concerns of staff, you explain
that the organization values patient-centred care and suggest that evidence
indicates that acting as an advocate and a listener is helpful to families. You ask the
staff for ideas as to strategies that are effectively patient-centred in these situations.
In this situation, you are taking on which role?
a. Leadership
b. Management
c. Follower
d. Visionary
ANS:A - ANSWER
Managing In Canadian Nursing, 2nd Edition (Janice I.
Waddell, Nancy A. Walton · 2019) All Chapters 1-32
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
older adult patients. According to complexity principles, what would be the best
approach to take in making 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. - ANSWERB
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. In the practice of a strengths-based
nursing leader, 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. - ANSWERD
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 so as to clarify issues.
c. Ask each party to examine her own motives and issues in the conflict.
d. Continue to listen as the parties repeat their thoughts and feelings about the
conflict. - ANSWERC
Shortly after being informed of fetal death, a labouring woman asks why she is not
able to hear her baby's heartbeat on the monitor anymore. Although the monitor
volume had been turned off so that the patient would be able to sleep between
contractions, the nurse responded that there was no heartbeat to hear because the
baby had died in utero; then the nurse asked whether the patient would like to talk
about how she was feeling. This response demonstrates:
a. Lack of empathy.
b. Ethical leadership.
,c. Complexity science.
d. A coercive relationship. - ANSWERB
The manager of a surgical area envisions a future that requires the addition of
registered nurse (RN) assistants or unlicensed persons to feed, bathe, and walk
patients. The RNs on the staff have always practiced in a primary nursing-delivery
system and are very resistant to this idea.
The best initial strategy in this situation would include:
a. Exploring the values of the RNs in relation to this change.
b. Leaving the RNs alone for a time so they can think about the change before they
are approached again.
c. Dropping the idea and trying for the change in another year or so.
d. Hiring the assistants and allowing the RNs to see what good additions they are. -
ANSWERA
As the charge nurse on the night shift in a small long-term care facility, you have
found that there is little turnover among your licensed practical nurse and nursing
assistant (NA) staff members, but they are not very motivated to work beyond their
job descriptions. Which of the following strategies might motivate the staff and lead
to greater job satisfaction?
a. Ask the director of nursing to offer higher wages and bonuses for extra work for
the night licensed practical nurses and NAs.
b. Allow the licensed practical nurses and NAs greater decision-making power within
the scope of their positions in the institution.
c. Help the licensed practical nurses and NAs with their work, whenever possible.
d. Ask the director of nursing to increase job security for night staff by having them
sign contracts that guarantee work. - ANSWERB
As the nurse manager, you want to increase motivation by providing motivating
factors. Which action would you select?
a. Collaborate with the human resources/personnel department to develop on-site
daycare services.
b. Provide a hierarchical organizational structure.
c. Implement a model of shared governance.
d. Promote the development of a flexible benefits package. - ANSWERC
A charge nurse on a busy 40-bed medical/surgical unit is approached by a patient's
son, who begins to complain loudly about the quality of care his mother is receiving.
His behaviour is so disruptive that it is overheard by staff, physicians, and other
visitors. The family member rejects any attempt to intervene therapeutically to
resolve the issue. He leaves the unit abruptly, and the nurse is left feeling frustrated.
Which behaviour by the charge nurse best illustrates refined leadership skills in an
emotionally intelligent practitioner?
a. Reflection to obtain insight into how the situation could be handled differently in
the future
b. Trying to catch up with the angry family member to resolve the concern
c. Discussing the concern with the patient after the family member has left
,d. Notifying nursing administration of the situation - ANSWERA
The chief nursing officer has asked the staff development coordinator to facilitate
the development of a clinical competency program for the facility. While making
rounds on the units, the staff development coordinator overhears RN staff
complaining that they believe it is insulting to be required to participate in a
competency program. Which behaviour by the staff development coordinator is
most appropriate in this situation?
a. Disregard staff concerns and continue with development of the program.
b. Inform the nurses that this program is a requirement for accreditation by the Joint
Commission on Accreditation of Healthcare Organizations (JCAHO).
c. Schedule a meeting with the chief nurse executive to apprise her of the situation.
d. Facilitate a meeting so nurses can articulate their values and concerns about a
competency program. - ANSWERD
Which category is unique to leadership but is not part of management?
a. Initiating change
b. Personal qualities
c. Developing people
d. Information management - ANSWERC
You overhear a newly graduated RN telling one of your colleagues that leadership
and management belong to the unit manager and not to her. Because you are a
nursing colleague, your response demonstrates understanding that the perception of
the new graduate:
a. Is accurately reflected in the new graduate's statement.
b. Would benefit from further understanding of her role as a professional in relation
to decision-making.
c. Has been influenced by nurse leaders and managers who leave for other positions.
d. Is related to the general perception that nurse leaders and managers are not
satisfied in their jobs. - ANSWERB
You walk into a patient's room and find him yelling at the licensed practical nurse.
The patient is obviously very upset, and after you speak with him regarding his
behaviour, you determine that he has not slept for three nights because of
unrelieved pain levels. The licensedpractical nurse is very upset with him and calls
him an "ugly, old man." You acknowledge her feelings and concerns and then
suggest that the patient's behaviour was aggressive but is related to lack of sleep and
to pain. You ask, "Can both you and the patient together determine triggers for the
pain and effective approaches to controlling his pain?" This approach demonstrates:
a. Lack of empathy and understanding for the licensed practical nurse.
b. Concern with placating the patient.
c. Leadership behaviour.
d. Management behaviour. - ANSWERC
Which category is unique to management but is not part of leadership?
a. Initiating change
, b. Personal qualities
c. Developing people
d. Information management - ANSWERD
Chart audits have revealed significant omissions of data that could have legal and
funding guidelines. As the unit manager, you meet with the staff to discuss audit
findings and to find approaches that will address the gaps in charting and achieve
desired goals. This is an example of:
a. Leadership.
b. Management.
c. Decision making.
d. Vision. - ANSWERB
A family is keeping vigil at a critically ill patient's bedside. Other distant family
members, not yet able to come, call the unit continuously, asking for updates and
wanting to express concern. You speak with the distant family members and suggest
that you are going to refer them to the hospital social worker, whose role is to work
with such situations. What role are you assuming through this action?
a. Manager
b. Leader
c. Follower
d. Laissez faire - ANSWERA
After a meeting with members of the family of a dying patient, the nursing manager
discusses with you the family's desired approach to care, and you support the
manager's decision. Your actions indicate that you are acting in what role?
a. Leadership
b. Management
c. Followership
d. Evidence-informed - ANSWERC
You pull staff together to assess a situation in which the family of a seriously ill
patient is anxious and is absorbing a great deal of staff time in consultation,
discussion, and questioning of treatment decisions. Staff members are beginning to
distance themselves from the family. After inviting the concerns of staff, you explain
that the organization values patient-centred care and suggest that evidence
indicates that acting as an advocate and a listener is helpful to families. You ask the
staff for ideas as to strategies that are effectively patient-centred in these situations.
In this situation, you are taking on which role?
a. Leadership
b. Management
c. Follower
d. Visionary
ANS:A - ANSWER
