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WISE: LEADING AND MANAGING IN NURSING, 7TH EDITION 2024 LATEST UPD
n n n n n n n n n n
ATED AND GRADED A+
n n n
MULTIPLEnCHOICE
1. Annursenmanagernofnan20-
bednmedicalnunitnfindsnthatn80%nofnthenpatientsnarenoldernadults.nShenisnaskedntonassessnandnadap
tnthenunitntonbetternmeetnthenuniquenneedsnofnthenoldernadultnpatient.nUsingncomplexitynprinciples
,nwhatnwouldnbenthenbestnapproachntontakenfornimplementationnofnthisnchange?
a. Leveragenthenhierarchicalnmanagementnpositionntongetnunitnstaffninvolvedninna
ssessmentnandnplanning.
b. Engageninvolvednstaffnatnallnlevelsninnthendecision-makingnprocess.
c. Focusnthenassessmentnonnthenunitnandnomitnthenhospitalnandncommunityne
nvironment.
d. Hirenangeriatricnspecialistntonoverseenandncontrolnthenproject.
SOLUTION:n B
Complexityntheorynsuggestsnthatnsystemsninteractnandnadaptnandnthatndecisionnmakingnoccursnt
hroughoutnthensystems,nasnopposedntonbeingnheldninnanhierarchy.nInncomplexityntheory,neverynv
oicencounts,nandntherefore,nallnlevelsnofnstaffnwouldnbeninvolvedninndecisionnmaking.
TOP:n AONEncompetency:nCommunicationnandnRelationship-Building
2. Anunitnmanagernofnan25-
bednmedical/surgicalnareanreceivesnanphonencallnfromnannursenwhonhasncalledninnsicknfiventimesni
nnthenpastnmonth.nHentellsnthenmanagernthatnhenverynmuchnwantsntoncomentonworknwhennschedul
ednbutnmustnoftenncarenfornhisnNnRnInGnB.C
wife,nwhonisnundergoingntreatment
U S
fornbreastncancer.nAccordingnto Maslow N’snTneednhiO
erarchyntheory,nwhatnwouldnbenthenbest
approachntonsatisfyingnthenneedsnofnthisnnurse,nothernstaff,nandnpatients?
a. Linenupnagencynnursesnwhoncannbencalledninntonworknonnshortnnotice.
b. Placenthennursenonnunpaidnleavenfornthenremaindernofnhisnwife’sntreatment.
c. Sympathizenwithnthennurse’sndilemmanandnletnthenchargennursenknownthatnthisnnursen
maynbencallingninnfrequentlyninnthenfuture.
d. Worknwithnthennurse,nstaffingnoffice,nandnothernnursesntonarrangenhisnschedulednd
aysnoffnaroundnhisnwife’sntreatments.
SOLUTION:n D
Placingnthennursenonnunpaidnleavenmaynthreatennthennurse’sncapacityntonmeetnphysiologicnneedsna
ndndemotivatenthennurse.nUnsatisfactoryncoveragen ofnshiftsn onnshortnnoticen couldnaffectnpatientnc
arenandnthreatennthenneedsnofnstaffntonfeelncompetent.nArrangingnthenschedulenaroundnthenwife’sn
needsnmeetsnthenneedsnofnthenstaffnandnofnpatientsnwhilensatisfyingnthennurse’snneednfornaffiliatio
n.
TOP:n AONEncompetency:nCommunicationnandnRelationship-Building
3. Angrievancenbroughtnbynanstaffnnursenagainstnthenunitnmanagernrequiresnmediation.nAtnthenfirstnm
ediationnsession,nthenstaffnnursenrepeatedlyncallsnthenunitnmanager’snactionsnunfair,nandnthenunitn
managerncontinuesntonreiteratenthenreasonsnfornthenactions.nWhatnwouldnbenthenbestncoursenofnact
ionnatnthisntime?
a. Sendnthentwondisputantsnawayntonreachntheirnownnresolution.
b. Involvenanothernstaffnnurseninnthendiscussionnfornclaritynissues.
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c. Askneachnpartyntonexaminentheirnownnmotivesnandnissuesninnthenconflict.
d. Continuentonlistennasnthenpartiesnrepeatntheirnthoughtsnandnfeelingsnaboutnthenc
onflict.
SOLUTION:n C
Fornresolutionnofnconflict,nonenshouldnaddressntheninterestsnandninvolvementnofnparticipantsninnt
henconflictnbynexaminingnthenrealnissuesnofnallnparties.
TOP:n AONEncompetency:nCommunicationnandnRelationship-Building
4. Atnansecondnnegotiationnsession,nthenunitnmanagernandnstaffnnursenarenunablentonreachnanr
esolution.nWhatnisnthenappropriatennextnstep?
a. Arrangenanothernmeetingninnanweek’sntimensonasntonallownancooling-offnperiod.
b. Elevatenthennextnnegationnsessionntonthennextnmanager,nonenlevelnabove.
c. Insistnthatnparticipantsncontinuentontalknuntilnanresolutionnhasnbeennreached.
d. Backnthenunitnmanager’snactionsnandnendnthendispute.
SOLUTION:n B
Partnofnleadershipnisnunderstandingnconflictnresolutionnandnabilityntonnegotiatenandnmanagenfornr
esolutionnofnissuesnandnconcerns.nThisnsituationnhasnfailednansecondnnegotiationnsession,nelevati
onntonanmanagernwithnadditionalntrainingntonfacilitatenconflictnresolutionnisnimportantnatnthisnpoi
nt.
TOP:n AONEncompetency:nCommunicationnandnRelationship-Building
5. ThenmanagernofnansurgicalnareanhasnanvisionnfornthenfuturenthatnrequiresnthenadditionnofnRNnas
sistantsnornunlicensednpersonsntonfeed,nbathe,nandnambulatenpatients.nThenRNsnonnthenstaff
havenalwaysnpracticedninnanprN
imaR rynnI
ursiG
ng-
B
de.liC
U nSnNnT
veryMsystemnandnarenverynresistantntonthisnidea.nWhatnwouldnbenthenbestninitialnstrategynfornimpl
ementationnofnthisnchange?
a. ExploringnthenvaluesnandnfeelingsnofnthenRNngroupninnrelationshipntonthisnchange
b. LeavingnthenRNsnalonenfornantimensontheyncannthinknaboutnthenchangenbeforenitnisni
mplemented
c. Droppingnthenideanandntryingnfornthenchangeninnanyearnornsonwhennsomenofnthenp
resentnRNsnhavenretired
d. HiringnthenassistantsnandnallowingnthenRNsntonseenwhatngoodnadditionsntheynare
SOLUTION:n A
Influencingnothersnrequiresnemotionalnintelligenceninndomainsnsuchnasnempathy,nhandlingnrelati
onships,ndeepeningnself-
awarenessninnselfnandnothers,nmotivatingnothers,nandnmanagingnemotions.nMotivatingnothersnrec
ognizesnthatnvaluesnarenpowerfulnforcesnthatninfluencenacceptancenofnchange.nLeavingnthenRNsna
lonenfornanperiodnofntimenbeforenimplementationndoesnnotnprovidenopportunityntonexplorendiffere
ntn perspectivesnandnvalues.nAvoidingndiscussionnuntilnthenteamnchangesnmaynnotnpromotenadopti
onnofnthenchangenuntilntherenisnopportunityntonexplorenperspectivesnandnvaluesnrelatedntonthenchan
ge.nHiringnofnthenassistantsndemonstratesnlacknofnempathynfornthenperspectivesnofnthenRNnstaff.
TOP:n AONEncompetency:nKnowledgenofnthenHealthnCarenEnvironment
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6. AsnthenRNnchargennursenonnthennightnshiftninnansmallnlong-
termncarenfacility,nyou’venfoundnthatntherenisnlittlenturnovernamongnyournLPNnandnnursingnassista
ntn(NA)nstaffnmembers,nbutntheynarennotnverynmotivatedntongonbeyondntheirnjobndescriptionsninnt
heirnwork.nWhichnofnthenfollowingnstrategiesnmightnmotivatenthenstaffnandnleadntongreaternjobnsat
isfaction?
a. Asknthendirectornofnnursingntonoffernhighernwagesnandnbonusesnfornextranworknfornt
hennightnLPNsnandnNAs.
b. AllownthenLPNsnandnNAsngreaterndecision-
makingnpowernwithinnthenscopenofntheirnpositionsninntheninstitution.
c. Hirenadditionalnstaffnsonthatntherenarenmorenstaffnavailablenfornenhancedncare,nandni
ndividualnworkloadsnarenlessened.
d. Asknthendirectornofnnursingntonincreasenjobnsecuritynfornnightnstaffnbynhavingnthemns
ignncontractsnthatnguaranteenwork.
SOLUTION:n B
Hygienenfactorsnsuchnasnsalary,nworkingnconditions,nandnsecuritynarenconsistentnwithnHerzberg’sn
two-
factorntheorynofnmotivation;nmeetingnthesenneedsnavoidsnjobndissatisfaction.nMotivatornfactorsnsu
chnasnrecognitionnandnsatisfactionnwithnworknpromotenansatisfyingnandnenrichednworknenvironme
nt.nTrsolutionformationalnleadersnusenmotivatornfactorsnliberallyntoninspirenworknperformancenan
dnincreasenjobnsatisfaction.
TOP:n AONEncompetency:nCommunicationnandnRelationship-Building
7. Thennursenmanagernwantsntonincreasenmotivationnbynprovidingnmotivatingnfactorsnfornthennurseno
nnthenunit.nWhatnactionnwouldnbenappropriatentonmotivatenthenstaff?
a. Collaboratenwithnthenhumannresource/personnelndepartmentntondevelopnon-
sitendaycarenservices.
N R I G B.C M
b. Providenanhierarchicalnorganizationalnstructure.n
c. Implementnanmodelnofnshared UnnS nNnT
governance. O
d. Promotenthendevelopmentnofnanflexiblenbenefitsnpackage.
SOLUTION:n C
Complexityntheorynsuggestsnthatnsystemsninteractnandnadaptnandnthatndecisionnmakingnoccursnt
hroughoutnsystems,nasnopposedntonbeingnheldninnanhierarchy.nInncomplexityntheory,neverynvoic
encounts,nandnthereforenallnlevelsnofnstaffnwouldnbeninvolvedninndecisionnmaking.nThisnprincipl
enisnthenfoundationnofnsharedngovernance.
TOP:n AONEncompetency:nCommunicationnandnRelationship-Building
8. Anchargennursenonn anbusyn40-
bednmedical/surgicaln unitnisnapproachednbynanfamilynmembernwhonbeginsntoncomplainnloudlynab
outnthenqualitynofncarenhisnmothernisnreceiving.nHisnbehaviornisnsondisruptiventhatnitnisnoverheardn
bynstaff,nphysicisolution,nandnothernvisitors.nThenfamilynmembernleavesnthenunitnabruptly,nandnth
ennursenisnleftnfeelingnfrustrated.nWhichnbehaviornbynthenchargennursenbestnillustratesnrefinednlea
dershipnskillsninnannemotionallynintelligentnpractitioner?
a. Reflectntongainninsightnintonhownthensituationncouldnbenhandledndifferentlyninnthenf
uture.
b. Tryntoncatchnupnwithnthenangrynfamilynmemberntonresolventhenconcern.
c. Discussnthenconcernnwithnthenpatientnafternthenfamilynmembernhasnleft.
d. Notifynnursingnadministrationnofnthensituation.
SOLUTION:n A
DownloadD
edistbryibIusthioanPoafttehlis(sdhorece
un
maeth
njti0is69
ill8e@
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881 637
n n
cP S D| 11
CHAPTER 01: LEADING, MANAGING, AND FOLLOWING
n n n n n
YODER-
WISE: LEADING AND MANAGING IN NURSING, 7TH EDITION 2024 LATEST UPD
n n n n n n n n n n
ATED AND GRADED A+
n n n
MULTIPLEnCHOICE
1. Annursenmanagernofnan20-
bednmedicalnunitnfindsnthatn80%nofnthenpatientsnarenoldernadults.nShenisnaskedntonassessnandnadap
tnthenunitntonbetternmeetnthenuniquenneedsnofnthenoldernadultnpatient.nUsingncomplexitynprinciples
,nwhatnwouldnbenthenbestnapproachntontakenfornimplementationnofnthisnchange?
a. Leveragenthenhierarchicalnmanagementnpositionntongetnunitnstaffninvolvedninna
ssessmentnandnplanning.
b. Engageninvolvednstaffnatnallnlevelsninnthendecision-makingnprocess.
c. Focusnthenassessmentnonnthenunitnandnomitnthenhospitalnandncommunityne
nvironment.
d. Hirenangeriatricnspecialistntonoverseenandncontrolnthenproject.
SOLUTION:n B
Complexityntheorynsuggestsnthatnsystemsninteractnandnadaptnandnthatndecisionnmakingnoccursnt
hroughoutnthensystems,nasnopposedntonbeingnheldninnanhierarchy.nInncomplexityntheory,neverynv
oicencounts,nandntherefore,nallnlevelsnofnstaffnwouldnbeninvolvedninndecisionnmaking.
TOP:n AONEncompetency:nCommunicationnandnRelationship-Building
2. Anunitnmanagernofnan25-
bednmedical/surgicalnareanreceivesnanphonencallnfromnannursenwhonhasncalledninnsicknfiventimesni
nnthenpastnmonth.nHentellsnthenmanagernthatnhenverynmuchnwantsntoncomentonworknwhennschedul
ednbutnmustnoftenncarenfornhisnNnRnInGnB.C
wife,nwhonisnundergoingntreatment
U S
fornbreastncancer.nAccordingnto Maslow N’snTneednhiO
erarchyntheory,nwhatnwouldnbenthenbest
approachntonsatisfyingnthenneedsnofnthisnnurse,nothernstaff,nandnpatients?
a. Linenupnagencynnursesnwhoncannbencalledninntonworknonnshortnnotice.
b. Placenthennursenonnunpaidnleavenfornthenremaindernofnhisnwife’sntreatment.
c. Sympathizenwithnthennurse’sndilemmanandnletnthenchargennursenknownthatnthisnnursen
maynbencallingninnfrequentlyninnthenfuture.
d. Worknwithnthennurse,nstaffingnoffice,nandnothernnursesntonarrangenhisnschedulednd
aysnoffnaroundnhisnwife’sntreatments.
SOLUTION:n D
Placingnthennursenonnunpaidnleavenmaynthreatennthennurse’sncapacityntonmeetnphysiologicnneedsna
ndndemotivatenthennurse.nUnsatisfactoryncoveragen ofnshiftsn onnshortnnoticen couldnaffectnpatientnc
arenandnthreatennthenneedsnofnstaffntonfeelncompetent.nArrangingnthenschedulenaroundnthenwife’sn
needsnmeetsnthenneedsnofnthenstaffnandnofnpatientsnwhilensatisfyingnthennurse’snneednfornaffiliatio
n.
TOP:n AONEncompetency:nCommunicationnandnRelationship-Building
3. Angrievancenbroughtnbynanstaffnnursenagainstnthenunitnmanagernrequiresnmediation.nAtnthenfirstnm
ediationnsession,nthenstaffnnursenrepeatedlyncallsnthenunitnmanager’snactionsnunfair,nandnthenunitn
managerncontinuesntonreiteratenthenreasonsnfornthenactions.nWhatnwouldnbenthenbestncoursenofnact
ionnatnthisntime?
a. Sendnthentwondisputantsnawayntonreachntheirnownnresolution.
b. Involvenanothernstaffnnurseninnthendiscussionnfornclaritynissues.
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c. Askneachnpartyntonexaminentheirnownnmotivesnandnissuesninnthenconflict.
d. Continuentonlistennasnthenpartiesnrepeatntheirnthoughtsnandnfeelingsnaboutnthenc
onflict.
SOLUTION:n C
Fornresolutionnofnconflict,nonenshouldnaddressntheninterestsnandninvolvementnofnparticipantsninnt
henconflictnbynexaminingnthenrealnissuesnofnallnparties.
TOP:n AONEncompetency:nCommunicationnandnRelationship-Building
4. Atnansecondnnegotiationnsession,nthenunitnmanagernandnstaffnnursenarenunablentonreachnanr
esolution.nWhatnisnthenappropriatennextnstep?
a. Arrangenanothernmeetingninnanweek’sntimensonasntonallownancooling-offnperiod.
b. Elevatenthennextnnegationnsessionntonthennextnmanager,nonenlevelnabove.
c. Insistnthatnparticipantsncontinuentontalknuntilnanresolutionnhasnbeennreached.
d. Backnthenunitnmanager’snactionsnandnendnthendispute.
SOLUTION:n B
Partnofnleadershipnisnunderstandingnconflictnresolutionnandnabilityntonnegotiatenandnmanagenfornr
esolutionnofnissuesnandnconcerns.nThisnsituationnhasnfailednansecondnnegotiationnsession,nelevati
onntonanmanagernwithnadditionalntrainingntonfacilitatenconflictnresolutionnisnimportantnatnthisnpoi
nt.
TOP:n AONEncompetency:nCommunicationnandnRelationship-Building
5. ThenmanagernofnansurgicalnareanhasnanvisionnfornthenfuturenthatnrequiresnthenadditionnofnRNnas
sistantsnornunlicensednpersonsntonfeed,nbathe,nandnambulatenpatients.nThenRNsnonnthenstaff
havenalwaysnpracticedninnanprN
imaR rynnI
ursiG
ng-
B
de.liC
U nSnNnT
veryMsystemnandnarenverynresistantntonthisnidea.nWhatnwouldnbenthenbestninitialnstrategynfornimpl
ementationnofnthisnchange?
a. ExploringnthenvaluesnandnfeelingsnofnthenRNngroupninnrelationshipntonthisnchange
b. LeavingnthenRNsnalonenfornantimensontheyncannthinknaboutnthenchangenbeforenitnisni
mplemented
c. Droppingnthenideanandntryingnfornthenchangeninnanyearnornsonwhennsomenofnthenp
resentnRNsnhavenretired
d. HiringnthenassistantsnandnallowingnthenRNsntonseenwhatngoodnadditionsntheynare
SOLUTION:n A
Influencingnothersnrequiresnemotionalnintelligenceninndomainsnsuchnasnempathy,nhandlingnrelati
onships,ndeepeningnself-
awarenessninnselfnandnothers,nmotivatingnothers,nandnmanagingnemotions.nMotivatingnothersnrec
ognizesnthatnvaluesnarenpowerfulnforcesnthatninfluencenacceptancenofnchange.nLeavingnthenRNsna
lonenfornanperiodnofntimenbeforenimplementationndoesnnotnprovidenopportunityntonexplorendiffere
ntn perspectivesnandnvalues.nAvoidingndiscussionnuntilnthenteamnchangesnmaynnotnpromotenadopti
onnofnthenchangenuntilntherenisnopportunityntonexplorenperspectivesnandnvaluesnrelatedntonthenchan
ge.nHiringnofnthenassistantsndemonstratesnlacknofnempathynfornthenperspectivesnofnthenRNnstaff.
TOP:n AONEncompetency:nKnowledgenofnthenHealthnCarenEnvironment
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6. AsnthenRNnchargennursenonnthennightnshiftninnansmallnlong-
termncarenfacility,nyou’venfoundnthatntherenisnlittlenturnovernamongnyournLPNnandnnursingnassista
ntn(NA)nstaffnmembers,nbutntheynarennotnverynmotivatedntongonbeyondntheirnjobndescriptionsninnt
heirnwork.nWhichnofnthenfollowingnstrategiesnmightnmotivatenthenstaffnandnleadntongreaternjobnsat
isfaction?
a. Asknthendirectornofnnursingntonoffernhighernwagesnandnbonusesnfornextranworknfornt
hennightnLPNsnandnNAs.
b. AllownthenLPNsnandnNAsngreaterndecision-
makingnpowernwithinnthenscopenofntheirnpositionsninntheninstitution.
c. Hirenadditionalnstaffnsonthatntherenarenmorenstaffnavailablenfornenhancedncare,nandni
ndividualnworkloadsnarenlessened.
d. Asknthendirectornofnnursingntonincreasenjobnsecuritynfornnightnstaffnbynhavingnthemns
ignncontractsnthatnguaranteenwork.
SOLUTION:n B
Hygienenfactorsnsuchnasnsalary,nworkingnconditions,nandnsecuritynarenconsistentnwithnHerzberg’sn
two-
factorntheorynofnmotivation;nmeetingnthesenneedsnavoidsnjobndissatisfaction.nMotivatornfactorsnsu
chnasnrecognitionnandnsatisfactionnwithnworknpromotenansatisfyingnandnenrichednworknenvironme
nt.nTrsolutionformationalnleadersnusenmotivatornfactorsnliberallyntoninspirenworknperformancenan
dnincreasenjobnsatisfaction.
TOP:n AONEncompetency:nCommunicationnandnRelationship-Building
7. Thennursenmanagernwantsntonincreasenmotivationnbynprovidingnmotivatingnfactorsnfornthennurseno
nnthenunit.nWhatnactionnwouldnbenappropriatentonmotivatenthenstaff?
a. Collaboratenwithnthenhumannresource/personnelndepartmentntondevelopnon-
sitendaycarenservices.
N R I G B.C M
b. Providenanhierarchicalnorganizationalnstructure.n
c. Implementnanmodelnofnshared UnnS nNnT
governance. O
d. Promotenthendevelopmentnofnanflexiblenbenefitsnpackage.
SOLUTION:n C
Complexityntheorynsuggestsnthatnsystemsninteractnandnadaptnandnthatndecisionnmakingnoccursnt
hroughoutnsystems,nasnopposedntonbeingnheldninnanhierarchy.nInncomplexityntheory,neverynvoic
encounts,nandnthereforenallnlevelsnofnstaffnwouldnbeninvolvedninndecisionnmaking.nThisnprincipl
enisnthenfoundationnofnsharedngovernance.
TOP:n AONEncompetency:nCommunicationnandnRelationship-Building
8. Anchargennursenonn anbusyn40-
bednmedical/surgicaln unitnisnapproachednbynanfamilynmembernwhonbeginsntoncomplainnloudlynab
outnthenqualitynofncarenhisnmothernisnreceiving.nHisnbehaviornisnsondisruptiventhatnitnisnoverheardn
bynstaff,nphysicisolution,nandnothernvisitors.nThenfamilynmembernleavesnthenunitnabruptly,nandnth
ennursenisnleftnfeelingnfrustrated.nWhichnbehaviornbynthenchargennursenbestnillustratesnrefinednlea
dershipnskillsninnannemotionallynintelligentnpractitioner?
a. Reflectntongainninsightnintonhownthensituationncouldnbenhandledndifferentlyninnthenf
uture.
b. Tryntoncatchnupnwithnthenangrynfamilynmemberntonresolventhenconcern.
c. Discussnthenconcernnwithnthenpatientnafternthenfamilynmembernhasnleft.
d. Notifynnursingnadministrationnofnthensituation.
SOLUTION:n A
DownloadD
edistbryibIusthioanPoafttehlis(sdhorece
un
maeth
njti0is69
ill8e@
gaglmail.com)
