Chapterl 01:l Leading,l Managing,l andl Following
Yoder-Wise:l Leadingl andl Managingl inl Nursing,l 6thl Edition
MULTIPLElCHOICE
1. Alnurselmanagerloflal20-
bedlmedicallunitlfindslthatl80%loflthelpatientslarelolderl adults.l Shel isl askedl tol assessl
andl adaptl thel unitl tol betterl meetl theluniquelneedsloflthelolderladultlpatient.lUsinglc
omplexitylprinciples,lwhatlwouldlbelthelbestlapproachltoltakelinlmakinglthislchange?
a. Leveragelthelhierarchicallmanagementlpositionltolgetlunitlstafflinvolvedlinlasse
ssmentlandlplanning.
b. Engagelinvolvedlstaflfl atlallllevelsl inlthel decision-makinglprocess.
c. Focuslthelassessmentlonlthelunit,landlomitlthelhospitallandlcommunitylenvir
onment.
d. Hirelalgeriatriclspecialistltoloverseelandlcontrollthelproject.lAN
S:lB
Complexityltheorylsuggestslthatlsystemslinteractlandladaptlandlthatldecisionlmaking
loccurslthroughoutlthelsystems,laslopposedltolbeinglheldlinlalhierarchy. lInlcomplexity
ltheory,leverylvoice lcounts,landltherefore,lallllevelsloflstafflwouldlbelinvolved linldeci
sionlmaking.
REF:lPagel8lTOP:lAONEl competency:lCommunicationlandlRelationship-Building
2. Alunitlmanagerloflal25-
bedlmedical/surgicallarealreceiveslalphonelcalllfromlalnurselwholhaslcalledlinlsicklfiv
eltimeslinlthelpastlmonth.lHeltellslthelmanagerlthatlhelverylmuchlwantsltolcomeltolwo
rklwhenlscheduledlbutlmustloftenlcarelforlhislwife,lwholislundergoingltreatmentlforlbr
eastlcancer.lAccordingltol Maslowslneedlhierarchyltheory,lwhatlwouldlbelthelbestlapp
roachltolsatisfyinglthelneedsloflthislnurse,lotherlstaff,landlpatients?
a. Lineluplagencyl nursesl wholcanl bel calledlinltol workl onl shortl notice.
b. Placelthelnurselonlunpaidlleavelforlthelremainderloflhislwifesltreatment.
c. Sympathizelwithlthelnursesldilemmalandlletlthelchargelnurselknowlthatlthislnursel
maylbelcallinglinlfrequentlylinlthelfuture.
d. Worklwithlthelnurse,lstaffingloffice,landlotherlnursesltolarrangelhislscheduledldaysl
offlaroundlhislwifesltreatments.
ANS:lD
Placinglthelnurselonlunpaidlleavelmaylthreatenlthelnurseslcapacityltolmeetlphysiolo
giclneedslandldemotivatelthelnurse.lUnsatisfactorylcoverageloflshiftslonlshortlnotic
elcouldlaffectlpatientlcarelandlthreatenlthelneedsloflstaffltolfeellcompetent.lArrang
inglthelschedulelaroundlthelwifeslneedslmeetslthelneedsloflthelstafflandloflpatientsl
whilelsatisfyinglthelnurseslneedlforlaffiliation.
REF:lPagel10l TOP:l AONElcompetency:l CommunicationlandlRelationship-Building
3. Algrievancelbroughtlbylalstafflnurselagainstlthelunitlmanagerlrequireslmediatio
n.lAtlthelfirstlmediationlsession,lthelstafflnurselrepeatedlylcallslthelunitlmanagersl
actionslunfair,landlthelunitlmanagerlcontinuesltolreiteratelthelreasonslforlherlacti
ons.lWhatlwouldlbelthelbestlcourseloflactionlatlthisltime?
a. Sendltheltwoldisputantslawayltolreachltheirlownlresolution.
,b. Involvelanotherlstafflnursel inltheldiscussionlsolasl tolclarifylissues.
c. Askleachlpartyltolexaminelherlownlmotiveslandlissueslinlthelconflict.
d. Continueltollistenlaslthelpartieslrepeatltheirlthoughtslandlfeelingslaboutlthelconfl
ict.
ANS:lC
Ury,lBrett,landlGoldbergloutlinelstepsltolrestoringlunity,lthelfirstloflwhichlisltoladdre
sslthelinterestslandlinvolvementloflparticipantslinlthelconflictlbylexamininglthelreall
issuesloflalllparties.
REF:lPagel16l TOP:l AONElcompetency:l CommunicationlandlRelationship-Building
4. Atlalsecondlnegotiationlsession,lthelunitlmanagerlandlstafflnurselarelunableltolrea
chlalresolution.lItlwouldlnowlbelbestlto:
a. Arrangelanotherlmeetinglinlalweeksltimelsolasltolallowlalcooling-offlperiod.
b. Turnltheldisputeloverltoltheldirectorloflnursing.
c. Insistlthatlparticipantslcontinueltoltalkluntillalresolutionlhaslbeenlreached.
d. Backlthelunitlmanagerslactionslandlendltheldispute.lANS
:lB
AccordingltolthelprinciplesloutlinedlbylUry,lBrett,landlGoldberg,lalcooling-
offlperiodlislrecommendedliflresolutionlfails.
REF:lPagel16l TOP:l AONElcompetency:l CommunicationlandlRelationship-Building
5. Thelmanagerloflalsurgicallarealhaslalvisionlforlthelfuturelthatlrequiresltheladditi
onloflRNlassistantslorlunlicensedlpersonsltolfeed,lbathe,landlwalklpatients.lThelRN
slonlthelstafflhavelalwayslpracticedlinlalprimarylnursingdeliverylsystemlandlarelve
rylresistantltolthislidea.lThelbestlinitiallstrategylinlthislsituationlwouldlinclude:
a. ExploringlthelvalueslandlfeelingsloflthelRNlgrouplinlrelationshipltolthisllchang
e.
b. LeavinglthelRNslalonelforlaltimelsoltheylcanlthinklaboutlthelchangelbeforelitlislimpl
emented.
c. Droppinglthelidealandltryinglforlthelchangelinlalyearlorlsolwhenlsomeloflthelprese
ntlRNslhavelretired.
d. HiringlthelassistantslandlallowinglthelRNsltolseelwhatlgoodladditionsltheylare.
ANS:lA
Influencinglotherslrequireslemotionallintelligencelinldomainslsuchlaslempathy,lhan
dlinglrelationships,ldeepeninglself-
awarenesslinlselflandlothers,lmotivatinglothers,landlmanaginglemotions.lMotivatingl
otherslrecognizeslthatlvalueslarelpowerfullforceslthatlinfluencelacceptanceloflchan
ge.lLeavinglthelRNslalonelforlalperiodlofltimelbeforelimplementationldoeslnotlprovid
elopportunityltolexploreldifferentlperspectiveslandlvalues.lAvoidingldiscussionluntill
thelteamlchangeslmaylnotlpromoteladoptionloflthelchangeluntilltherelislopportunityl
tolexplorelperspectiveslandlvalueslrelatedltolthelchange.lHiringloflthelassistantslde
monstratesllackloflempathylforlthelperspectivesloflthelRNlstaff.
REF:lPagel7l|lPagel15
TOP:lAONElcompetency:lKnowledgeloflthelHealthlCarelEnvironment
,6. AslthelRNlchargelnurselonlthelnightlshiftlinlalsmallllong-
termlcarelfacility,lyouvelfoundlthatltherelisllittlelturnoverlamonglyourlLPNlandlnursi
nglassistantl(NA)lstafflmembers,lbutltheylarelnotlverylmotivatedltolgolbeyondltheirlj
obldescriptionslinltheirlwork.lWhichloflthelfollowinglstrategieslmightlmotivatelthels
tafflandlleadltolgreaterljoblsatisfaction?
a. Askltheldirectorloflnursingltolofferlhigherlwageslandlbonuseslforlextralworklforlth
elnightlLPNslandlNAs.
b. AllowlthelLPNslandlNAslgreaterldecision-
makinglpowerlwithinlthelscopeloflltheirlpositionslinlthelinstitution.
c. Hireladditionallstafflsolthatltherelarelmorelstafflavailablelforlenhancedlcarelandli
ndividuallworkloadslarellessened.
d. Askltheldirectorloflnursingltolincreaseljoblsecuritylforlnightlstafflbylhavingltheml
signlcontractslthatlguaranteelwork.
ANS:lB
Hygienelfactorslsuchlaslsalary,lworkinglconditions,landlsecuritylarelconsistentlwithlH
erzbergsltwo-
factorltheoryloflmotivation;lmeetingltheselneedslavoidsljobldissatisfaction.lMotivat
orlfactorslsuchlaslrecognitionlandlsatisfactionlwithlworklpromotelalsatisfyinglandlenri
chedlworklenvironment.lTransformationallleadersluselmotivatorlfactorslliberallyltoli
nspirelworklperformancelandlincreaseljoblsatisfaction.
REF:lPagel9l|lPagel10
TOP:l AONEl competency:lCommunicationl andl Relationship-Building
7. Aslthelnurselmanagerlwholwantsltolincreaselmotivationlbylprovidinglmoti
vatinglfactors,lwhichlactionlwouldlyoulselect?
a. Collaboratelwithlthelhumanlresource/personnelldepartmentltoldeveloplon-
lsiteldaycare lservices.
b. Providelalhierarchicallorganizationallstructure.
c. Implementl almodell oflsharedlgovernance.
d. Promoteltheldevelopmentloflalflexiblelbenefitslpackage.lAN
S:lC
Complexityltheorylsuggestslthatlsystemslinteractlandladaptlandlthatldecisionlmaking
loccurslthroughoutlsystems,laslopposedltolbeinglheldlinlalhierarchy.lInlcomplexity lthe
ory,leverylvoicelcounts,landlthereforelallllevelsloflstafflwouldlbelinvolvedlinldecisionl
making.lThislprinciplelislthelfoundationloflsharedlgovernance.
REF:lPagesl8-11lTOP:lAONElcompetency:lCommunicationlandlRelationship-lBuilding
8. Alchargelnurselonlalbusyl40-
bedlmedical/surgicallunitlislapproachedlbylalfamilylmemberlwholbeginsltolcomplai
nlloudlylaboutlthelqualityloflcarelhislmotherlislreceiving.lHislbehaviorlislsoldisruptiv
elthatlitlisloverheardlbylstaff,lphysicians,landlotherlvisitors.lThelfamilylmemberlrej
ectslanylattemptltolinterveneltherapeuticallyltolresolvelthelissue.lHelleavesltheluni
tlabruptly,landlthelnurselislleftlfeelinglfrustrated.lWhichlbehaviorlbylthelchargelnur
selbestlillustrateslrefinedlleadershiplskillslinlanlemotionallylintelligentlpractitioner
?
a. Reflectltolgainlinsightlintolhowlthelsituationlcouldlbelhandledldifferentlylinl
, thel future.
b. Tryltolcatchluplwithlthelangrylfamilylmemberltolresolvelthelconcern.
c. Discusslthelconcernlwithlthelpatientlafterlthelfamilylmemberlhaslleft.
d. Notifylnursingladministrationloflthelsituation.lA
NS:lA
Golemanlsuggestslthatlemotionallintelligencelinvolveslinsightlandlbeinglableltolsteplo
utsideloflthelsituationltolenvisionlthelcontextloflwhatlislhappeninglaslwelllaslbeinglabl
eltolmanagelemotionslsuchlaslfrustrationleffectively.
REF:lPagel7l|lPagel8lTOP:lAONElcompetency:lLeadership
9. Thelchieflnursinglofficerlhaslaskedlthelstaffldevelopmentlcoordinatorltolfacilitatel
theldevelopmentloflalclinicallcompetencylprogramlforlthelfacility.lWhilelmakinglrou
ndslonlthelunits,lthelstaffldevelopmentlcoordinatorloverhearslRNlstafflcomplaininglt
hatltheylfeellitlislinsultingltolbelrequiredltolparticipatelinlalcompetencylprogram.lWh
ichlbehaviorlbylthelstaffldevelopmentlcoordinatorlislmostlappropriatelinlthislsituatio
n?
a. Disregardlstafflconcernslandlcontinuelwithldevelopmentloflthelprogram.
b. InformlthelnurseslthatlthislprogramlislalrequirementlforlJCAHOlaccreditation.
c. Schedulelalmeetinglwithlthelchieflnurselexecutiveltolappriselherloflthelsitua
tion.
d. Facilitatelalmeetinglsolnurseslcanlarticulateltheirlvalueslandlconcernslaboutllalco
mpetencylprogram.
ANS:lD
Thelmanagerlrolelinvolveslguidinglotherslthroughlalsetloflderivedlpracticeslthatlarele
vidence-
basedlandlknownltolsatisfylpreestablishedloutcomeslsuchlaslparticipationlinlalcompe
tencylprogram.lThislinvolveslengagementloflstafflthroughl sharingl ofl concernsl andl id
eas.l Al closel analysisl ofl thel IOMl reportl andlthelsummaryloflthelPPACAlsuggestslthatln
olhealthlreformlcanlunfoldlwithoutlactivelnursinglengagement.lEachldocumentlemph
asizeslthatlnurseslmustllead,lmanage,landlbehavelaslactivelcollaboratorslwithlotherl
membersloflthelhealthlteamlandlwithlthoselbeinglserved.
REF:lPagel3lTOP:lAONEl competency:lCommunicationlandlRelationship-Building
10. Aslthelmanager,lyoulhavelbeenlaskedltolimplementlanlevidence-
basedlapproachltolteachlostomylpatientslself-
managementlskillslpostoperativelylthatlislbeingloperationalizedlthroughoutlyourlor
ganization.lWhichloflthelfollowinglillustratesleffectivelleadership?
a. Theltraininglmoduleslarelleftlinlthelstafflroomlforltimeslwhenlstafflarelavail
able.
b. Thelcurrentlapproachlislcontinuedlbecauselitlislalsolevidence-
basedlandlislmorelfamiliarltolstaff.
c. Youldecideltolimplementlthelapproachlatlallaterldatelbecauseloflfeedbacklfrom
lthelRNslthatlthelnewlapproach ltakesltoolmuchltime.
d. AlRNlwholislalreadylfamiliarlwithlthelnewlapproachlvolunteersltoltakelthellleadli
nlmentoringlandlteachinglotherslhowltolimplementlit.
ANS:lD
Followershiploccurslwhenltherelislacquiescenceltolalpeerlwholislleadinglinla
Yoder-Wise:l Leadingl andl Managingl inl Nursing,l 6thl Edition
MULTIPLElCHOICE
1. Alnurselmanagerloflal20-
bedlmedicallunitlfindslthatl80%loflthelpatientslarelolderl adults.l Shel isl askedl tol assessl
andl adaptl thel unitl tol betterl meetl theluniquelneedsloflthelolderladultlpatient.lUsinglc
omplexitylprinciples,lwhatlwouldlbelthelbestlapproachltoltakelinlmakinglthislchange?
a. Leveragelthelhierarchicallmanagementlpositionltolgetlunitlstafflinvolvedlinlasse
ssmentlandlplanning.
b. Engagelinvolvedlstaflfl atlallllevelsl inlthel decision-makinglprocess.
c. Focuslthelassessmentlonlthelunit,landlomitlthelhospitallandlcommunitylenvir
onment.
d. Hirelalgeriatriclspecialistltoloverseelandlcontrollthelproject.lAN
S:lB
Complexityltheorylsuggestslthatlsystemslinteractlandladaptlandlthatldecisionlmaking
loccurslthroughoutlthelsystems,laslopposedltolbeinglheldlinlalhierarchy. lInlcomplexity
ltheory,leverylvoice lcounts,landltherefore,lallllevelsloflstafflwouldlbelinvolved linldeci
sionlmaking.
REF:lPagel8lTOP:lAONEl competency:lCommunicationlandlRelationship-Building
2. Alunitlmanagerloflal25-
bedlmedical/surgicallarealreceiveslalphonelcalllfromlalnurselwholhaslcalledlinlsicklfiv
eltimeslinlthelpastlmonth.lHeltellslthelmanagerlthatlhelverylmuchlwantsltolcomeltolwo
rklwhenlscheduledlbutlmustloftenlcarelforlhislwife,lwholislundergoingltreatmentlforlbr
eastlcancer.lAccordingltol Maslowslneedlhierarchyltheory,lwhatlwouldlbelthelbestlapp
roachltolsatisfyinglthelneedsloflthislnurse,lotherlstaff,landlpatients?
a. Lineluplagencyl nursesl wholcanl bel calledlinltol workl onl shortl notice.
b. Placelthelnurselonlunpaidlleavelforlthelremainderloflhislwifesltreatment.
c. Sympathizelwithlthelnursesldilemmalandlletlthelchargelnurselknowlthatlthislnursel
maylbelcallinglinlfrequentlylinlthelfuture.
d. Worklwithlthelnurse,lstaffingloffice,landlotherlnursesltolarrangelhislscheduledldaysl
offlaroundlhislwifesltreatments.
ANS:lD
Placinglthelnurselonlunpaidlleavelmaylthreatenlthelnurseslcapacityltolmeetlphysiolo
giclneedslandldemotivatelthelnurse.lUnsatisfactorylcoverageloflshiftslonlshortlnotic
elcouldlaffectlpatientlcarelandlthreatenlthelneedsloflstaffltolfeellcompetent.lArrang
inglthelschedulelaroundlthelwifeslneedslmeetslthelneedsloflthelstafflandloflpatientsl
whilelsatisfyinglthelnurseslneedlforlaffiliation.
REF:lPagel10l TOP:l AONElcompetency:l CommunicationlandlRelationship-Building
3. Algrievancelbroughtlbylalstafflnurselagainstlthelunitlmanagerlrequireslmediatio
n.lAtlthelfirstlmediationlsession,lthelstafflnurselrepeatedlylcallslthelunitlmanagersl
actionslunfair,landlthelunitlmanagerlcontinuesltolreiteratelthelreasonslforlherlacti
ons.lWhatlwouldlbelthelbestlcourseloflactionlatlthisltime?
a. Sendltheltwoldisputantslawayltolreachltheirlownlresolution.
,b. Involvelanotherlstafflnursel inltheldiscussionlsolasl tolclarifylissues.
c. Askleachlpartyltolexaminelherlownlmotiveslandlissueslinlthelconflict.
d. Continueltollistenlaslthelpartieslrepeatltheirlthoughtslandlfeelingslaboutlthelconfl
ict.
ANS:lC
Ury,lBrett,landlGoldbergloutlinelstepsltolrestoringlunity,lthelfirstloflwhichlisltoladdre
sslthelinterestslandlinvolvementloflparticipantslinlthelconflictlbylexamininglthelreall
issuesloflalllparties.
REF:lPagel16l TOP:l AONElcompetency:l CommunicationlandlRelationship-Building
4. Atlalsecondlnegotiationlsession,lthelunitlmanagerlandlstafflnurselarelunableltolrea
chlalresolution.lItlwouldlnowlbelbestlto:
a. Arrangelanotherlmeetinglinlalweeksltimelsolasltolallowlalcooling-offlperiod.
b. Turnltheldisputeloverltoltheldirectorloflnursing.
c. Insistlthatlparticipantslcontinueltoltalkluntillalresolutionlhaslbeenlreached.
d. Backlthelunitlmanagerslactionslandlendltheldispute.lANS
:lB
AccordingltolthelprinciplesloutlinedlbylUry,lBrett,landlGoldberg,lalcooling-
offlperiodlislrecommendedliflresolutionlfails.
REF:lPagel16l TOP:l AONElcompetency:l CommunicationlandlRelationship-Building
5. Thelmanagerloflalsurgicallarealhaslalvisionlforlthelfuturelthatlrequiresltheladditi
onloflRNlassistantslorlunlicensedlpersonsltolfeed,lbathe,landlwalklpatients.lThelRN
slonlthelstafflhavelalwayslpracticedlinlalprimarylnursingdeliverylsystemlandlarelve
rylresistantltolthislidea.lThelbestlinitiallstrategylinlthislsituationlwouldlinclude:
a. ExploringlthelvalueslandlfeelingsloflthelRNlgrouplinlrelationshipltolthisllchang
e.
b. LeavinglthelRNslalonelforlaltimelsoltheylcanlthinklaboutlthelchangelbeforelitlislimpl
emented.
c. Droppinglthelidealandltryinglforlthelchangelinlalyearlorlsolwhenlsomeloflthelprese
ntlRNslhavelretired.
d. HiringlthelassistantslandlallowinglthelRNsltolseelwhatlgoodladditionsltheylare.
ANS:lA
Influencinglotherslrequireslemotionallintelligencelinldomainslsuchlaslempathy,lhan
dlinglrelationships,ldeepeninglself-
awarenesslinlselflandlothers,lmotivatinglothers,landlmanaginglemotions.lMotivatingl
otherslrecognizeslthatlvalueslarelpowerfullforceslthatlinfluencelacceptanceloflchan
ge.lLeavinglthelRNslalonelforlalperiodlofltimelbeforelimplementationldoeslnotlprovid
elopportunityltolexploreldifferentlperspectiveslandlvalues.lAvoidingldiscussionluntill
thelteamlchangeslmaylnotlpromoteladoptionloflthelchangeluntilltherelislopportunityl
tolexplorelperspectiveslandlvalueslrelatedltolthelchange.lHiringloflthelassistantslde
monstratesllackloflempathylforlthelperspectivesloflthelRNlstaff.
REF:lPagel7l|lPagel15
TOP:lAONElcompetency:lKnowledgeloflthelHealthlCarelEnvironment
,6. AslthelRNlchargelnurselonlthelnightlshiftlinlalsmallllong-
termlcarelfacility,lyouvelfoundlthatltherelisllittlelturnoverlamonglyourlLPNlandlnursi
nglassistantl(NA)lstafflmembers,lbutltheylarelnotlverylmotivatedltolgolbeyondltheirlj
obldescriptionslinltheirlwork.lWhichloflthelfollowinglstrategieslmightlmotivatelthels
tafflandlleadltolgreaterljoblsatisfaction?
a. Askltheldirectorloflnursingltolofferlhigherlwageslandlbonuseslforlextralworklforlth
elnightlLPNslandlNAs.
b. AllowlthelLPNslandlNAslgreaterldecision-
makinglpowerlwithinlthelscopeloflltheirlpositionslinlthelinstitution.
c. Hireladditionallstafflsolthatltherelarelmorelstafflavailablelforlenhancedlcarelandli
ndividuallworkloadslarellessened.
d. Askltheldirectorloflnursingltolincreaseljoblsecuritylforlnightlstafflbylhavingltheml
signlcontractslthatlguaranteelwork.
ANS:lB
Hygienelfactorslsuchlaslsalary,lworkinglconditions,landlsecuritylarelconsistentlwithlH
erzbergsltwo-
factorltheoryloflmotivation;lmeetingltheselneedslavoidsljobldissatisfaction.lMotivat
orlfactorslsuchlaslrecognitionlandlsatisfactionlwithlworklpromotelalsatisfyinglandlenri
chedlworklenvironment.lTransformationallleadersluselmotivatorlfactorslliberallyltoli
nspirelworklperformancelandlincreaseljoblsatisfaction.
REF:lPagel9l|lPagel10
TOP:l AONEl competency:lCommunicationl andl Relationship-Building
7. Aslthelnurselmanagerlwholwantsltolincreaselmotivationlbylprovidinglmoti
vatinglfactors,lwhichlactionlwouldlyoulselect?
a. Collaboratelwithlthelhumanlresource/personnelldepartmentltoldeveloplon-
lsiteldaycare lservices.
b. Providelalhierarchicallorganizationallstructure.
c. Implementl almodell oflsharedlgovernance.
d. Promoteltheldevelopmentloflalflexiblelbenefitslpackage.lAN
S:lC
Complexityltheorylsuggestslthatlsystemslinteractlandladaptlandlthatldecisionlmaking
loccurslthroughoutlsystems,laslopposedltolbeinglheldlinlalhierarchy.lInlcomplexity lthe
ory,leverylvoicelcounts,landlthereforelallllevelsloflstafflwouldlbelinvolvedlinldecisionl
making.lThislprinciplelislthelfoundationloflsharedlgovernance.
REF:lPagesl8-11lTOP:lAONElcompetency:lCommunicationlandlRelationship-lBuilding
8. Alchargelnurselonlalbusyl40-
bedlmedical/surgicallunitlislapproachedlbylalfamilylmemberlwholbeginsltolcomplai
nlloudlylaboutlthelqualityloflcarelhislmotherlislreceiving.lHislbehaviorlislsoldisruptiv
elthatlitlisloverheardlbylstaff,lphysicians,landlotherlvisitors.lThelfamilylmemberlrej
ectslanylattemptltolinterveneltherapeuticallyltolresolvelthelissue.lHelleavesltheluni
tlabruptly,landlthelnurselislleftlfeelinglfrustrated.lWhichlbehaviorlbylthelchargelnur
selbestlillustrateslrefinedlleadershiplskillslinlanlemotionallylintelligentlpractitioner
?
a. Reflectltolgainlinsightlintolhowlthelsituationlcouldlbelhandledldifferentlylinl
, thel future.
b. Tryltolcatchluplwithlthelangrylfamilylmemberltolresolvelthelconcern.
c. Discusslthelconcernlwithlthelpatientlafterlthelfamilylmemberlhaslleft.
d. Notifylnursingladministrationloflthelsituation.lA
NS:lA
Golemanlsuggestslthatlemotionallintelligencelinvolveslinsightlandlbeinglableltolsteplo
utsideloflthelsituationltolenvisionlthelcontextloflwhatlislhappeninglaslwelllaslbeinglabl
eltolmanagelemotionslsuchlaslfrustrationleffectively.
REF:lPagel7l|lPagel8lTOP:lAONElcompetency:lLeadership
9. Thelchieflnursinglofficerlhaslaskedlthelstaffldevelopmentlcoordinatorltolfacilitatel
theldevelopmentloflalclinicallcompetencylprogramlforlthelfacility.lWhilelmakinglrou
ndslonlthelunits,lthelstaffldevelopmentlcoordinatorloverhearslRNlstafflcomplaininglt
hatltheylfeellitlislinsultingltolbelrequiredltolparticipatelinlalcompetencylprogram.lWh
ichlbehaviorlbylthelstaffldevelopmentlcoordinatorlislmostlappropriatelinlthislsituatio
n?
a. Disregardlstafflconcernslandlcontinuelwithldevelopmentloflthelprogram.
b. InformlthelnurseslthatlthislprogramlislalrequirementlforlJCAHOlaccreditation.
c. Schedulelalmeetinglwithlthelchieflnurselexecutiveltolappriselherloflthelsitua
tion.
d. Facilitatelalmeetinglsolnurseslcanlarticulateltheirlvalueslandlconcernslaboutllalco
mpetencylprogram.
ANS:lD
Thelmanagerlrolelinvolveslguidinglotherslthroughlalsetloflderivedlpracticeslthatlarele
vidence-
basedlandlknownltolsatisfylpreestablishedloutcomeslsuchlaslparticipationlinlalcompe
tencylprogram.lThislinvolveslengagementloflstafflthroughl sharingl ofl concernsl andl id
eas.l Al closel analysisl ofl thel IOMl reportl andlthelsummaryloflthelPPACAlsuggestslthatln
olhealthlreformlcanlunfoldlwithoutlactivelnursinglengagement.lEachldocumentlemph
asizeslthatlnurseslmustllead,lmanage,landlbehavelaslactivelcollaboratorslwithlotherl
membersloflthelhealthlteamlandlwithlthoselbeinglserved.
REF:lPagel3lTOP:lAONEl competency:lCommunicationlandlRelationship-Building
10. Aslthelmanager,lyoulhavelbeenlaskedltolimplementlanlevidence-
basedlapproachltolteachlostomylpatientslself-
managementlskillslpostoperativelylthatlislbeingloperationalizedlthroughoutlyourlor
ganization.lWhichloflthelfollowinglillustratesleffectivelleadership?
a. Theltraininglmoduleslarelleftlinlthelstafflroomlforltimeslwhenlstafflarelavail
able.
b. Thelcurrentlapproachlislcontinuedlbecauselitlislalsolevidence-
basedlandlislmorelfamiliarltolstaff.
c. Youldecideltolimplementlthelapproachlatlallaterldatelbecauseloflfeedbacklfrom
lthelRNslthatlthelnewlapproach ltakesltoolmuchltime.
d. AlRNlwholislalreadylfamiliarlwithlthelnewlapproachlvolunteersltoltakelthellleadli
nlmentoringlandlteachinglotherslhowltolimplementlit.
ANS:lD
Followershiploccurslwhenltherelislacquiescenceltolalpeerlwholislleadinglinla
