LeadingnandnManagingninnNursingn6thnEditionnYoder-WisenTestnBank
Chapter 01: Leading, Managing, and Following
n n n n n
Yoder-Wise: Leading and Managing in Nursing, 6th Edition
n n n n n n n
MULTIPLEnCHOICE
1. Annursenmanagernofnan20-
bednmedicalnunitnfindsnthatn80%nofnthenpatientsnarenoldernadults.nShenisnaskedntonassessnandnadaptnt
henunitntonbetternmeetnthenuniquenneedsnofnthenoldernadultnpatient.nUsingncomplexitynprinciples,nw
hatnwouldnbenthenbestnapproachntontakeninnmakingnthisnchange?
a. Leveragenthenhierarchicalnmanagementnpositionntongetnunitnstaffninvolvedninnassessmentnandnp
lanning.
b. Engageninvolvednstaffnatnallnlevelsninnthendecision-makingnprocess.
c. Focusnthenassessmentnonnthenunit,nandnomitnthenhospitalnandncommunitynenvironment.
d. Hirenangeriatricnspecialistntonoverseenandncontrolnthenproject.
ANS:nB
Complexityntheorynsuggestsnthatnsystemsninteractnandnadaptnandnthatndecisionnmakingnoccursnt
hroughoutnthensystems,nasnopposedntonbeingnheldninnanhierarchy.nInncomplexityntheory,neverynv
oicencounts,nandntherefore,nallnlevelsnofnstaffnwouldnbeninvolvedninndecisionnmaking.
REF:nPagen8 TOP:nAONEncompetency:nCommunicationnandnRelationship-Building
2. Anunitnmanagernofnan25-
bednmedical/surgicalnareanreceivesnanphonencallnfromnannursenwhonhasncalledninnsicknfiventimesninnth
enpastnmonth.nHentellsnthenmanagernthatnhenverynmuchnwantsntoncomentonworknwhennschedulednbutnm
ustnoftenncarenfornhisnwife,nwhonisnundergoingntreatment
fornbreastncancer.nAccordingntonMaslow’snneednhierarchyntheory,nwhatnwouldnbenthenbestnapproachntosn
atisfyingnthenneedsnofnthisnnurse,nothernstaff,nandnpatients?
a. Linenupnagencynnursesnwhoncannbencalledninntonworknonnshortnnotice.
b. Placenthennursenonnunpaidnleavenfornthenremaindernofnhisnwife’sntreatment.
c. Sympathizenwithnthennurse’sndilemmanandnletnthenchargennursenknownthatnthisnnursenmaynbenc
allingninnfrequentlyninnthenfuture.
d. Worknwithnthennurse,nstaffingnoffice,nandnothernnursesntonarrangenhisnscheduledndaysnoffna
roundnhisnwife’sntreatments.
ANS:nD
Placingnthennursenonnunpaidnleavenmaynthreatennthennurse’sncapacityntonmeetnphysiologicnneedsna
ndndemotivatenthennurse.nUnsatisfactoryncoveragen ofnshiftsnonnshortnnoticencouldnaffectnpatientnc
arenandnthreatennthenneedsnofnstaffntonfeelncompetent.nArrangingnthenschedulenaroundnthenwife’sn
needsnmeetsnthenneedsnofnthenstaffnandnofnpatientsnwhilensatisfyingnthennurse’snneednfornaffiliatio
n.
NURSINGTB.COM
, LeadingnandnManagingninnNursingn6thnEditionnYoder-WisenTestnBank
REF:nPagen10 TOP:nAONEncompetency:nCommunicationnandnRelationship-Building
3. Angrievancenbroughtnbynanstaffnnursenagainstnthenunitnmanagernrequiresnmediation.nAtnthenfirstnme
diationnsession,nthenstaffnnursenrepeatedlyncallsnthenunitnmanager’snactionsnunfair,nandnthenunitnman
agerncontinuesntonreiteratenthenreasonsnfornhernactions.nWhatnwouldnbenthenbestncoursenofnactionnatn
thisntime?
a. Sendnthentwondisputantsnawayntonreachntheirnownnresolution.
b. Involvenanothernstaffnnurseninnthendiscussionnsonasntonclarifynissues.
c. Askneachnpartyntonexaminenhernownnmotivesnandnissuesninnthenconflict.
d. Continuentonlistennasnthenpartiesnrepeatntheirnthoughtsnandnfeelingsnaboutnthenconflict.
ANS:nC
Ury,nBrett,nandnGoldbergnoutlinenstepsntonrestoringnunity,nthenfirstnofnwhichnisntonaddressntheni
nterestsnandninvolvementnofnparticipantsninnthenconflictnbynexaminingnthenrealnissuesnofnallnpa
rties.
REF:nPagen16 TOP:nAONEncompetency:nCommunicationnandnRelationship-Building
4. Atnansecondnnegotiationnsession,nthenunitnmanagernandnstaffnnursenarenunablentonreachnanresolution.nIt
n wouldnnownbenbestnto:
a. Arrangenanothernmeetingninnanweek’sntimensonasntonallownancooling-offnperiod.
b. Turnnthendisputenoverntonthendirectornofnnursing.
c. Insistnthatnparticipantsncontinuentontalknuntilnanresolutionnhasnbeennreached.
d. Backnthenunitnmanager’snactionsnandnendnthendispute.
ANS:nB
AccordingntonthenprinciplesnoutlinednbynUry,nBrett,nandnGoldberg,nan“cooling-
off”nperiodnisnrecommendednifnresolutionnfails.
REF:nPagen16 TOP:nAONEncompetency:nCommunicationnandnRelationship-Building
5. ThenmanagernofnansurgicalnareanhasnanvisionnfornthenfuturenthatnrequiresnthenadditionnofnRNnassis
tantsnornunlicensednpersonsntonfeed,nbathe,nandnwalknpatients.nThenRNsnonnthenstaffnhavenalways
npracticedninnanprimarynnursing–
deliverynsystemnandnarenverynresistantntonthisnidea.nThenbestninitialnstrategyninnthisnsituationnwou
ldninclude:
a. ExploringnthenvaluesnandnfeelingsnofnthenRNngroupninnrelationshipntonthisnchange.
b. LeavingnthenRNsnalonenfornantimensontheyncannthinknaboutnthenchangenbeforenitnisni
mplemented.
c. Droppingnthenideanandntryingnfornthenchangeninnan yearnornsonwhennsomenofnthenpresentnRNsnh
avenretired.
d. HiringnthenassistantsnandnallowingnthenRNsntonseenwhatngoodnadditionsntheynare.
NURSINGTB.COM
, LeadingnandnManagingninnNursingn6thnEditionnYoder-WisenTestnBank
ANS:nA
Influencingnothersnrequiresnemotionalnintelligenceninndomainsnsuchnasnempathy,nhandlingnrelati
onships,ndeepeningnself-
awarenessninnselfnandnothers,nmotivatingnothers,nandnmanagingnemotions.nMotivatingnothersnrec
ognizesnthatnvaluesnarenpowerfulnforcesnthatninfluencenacceptancenofnchange.nLeavingnthenRNsna
lonenfornanperiodnofntimenbeforenimplementationndoesnnotnprovidenopportunityntonexplorendiffere
ntnperspectivesnandnvalues.nAvoidingndiscussionnuntilnthenteamnchangesnmaynnotnpromotenadopti
onnofnthenchangenuntilntherenisnopportunityntonexplorenperspectivesnandnvaluesnrelatedntonthencha
nge.nHiringnofnthenassistantsndemonstratesnlacknofnempathynfornthenperspectivesnofnthenRNnstaff.
REF:nPagen7n|nPagen15
TOP:nAONEncompetency:nKnowledgenofnthenHealthnCarenEnvironment
6. AsnthenRNnchargennursenonnthennightnshiftninnansmallnlong-
termncarenfacility,nyou’venfoundnthatntherenisnlittlenturnovernamongnyournLPNnandnnursingnassista
ntn(NA)nstaffnmembers,nbutntheynarennotnverynmotivatedntongonbeyondntheirnjobndescriptionsninnthe
irnwork.nWhichnofnthenfollowingnstrategiesnmightnmotivatenthenstaffnandnleadntongreaternjobnsatisf
action?
a. AsknthendirectornofnnursingntonoffernhighernwagesnandnbonusesnfornextranworknfornthennightnL
PNsnandnNAs.
b. AllownthenLPNsnandnNAsngreaterndecision-
makingnpowernwithinnthenscopenofntheirnpositionsninntheninstitution.
c. Hirenadditionalnstaffnsonthatntherenarenmorenstaffnavailablenfornenhancedncarenandnindividualn
workloadsnarenlessened.
d. Asknthendirectornofnnursingntonincreasenjobnsecuritynfornnightnstaffnbynhavingnthemnsignnc
ontractsnthatnguaranteenwork.
ANS:nB
Hygienenfactorsnsuchnasnsalary,nworkingnconditions,nandnsecuritynarenconsistentnwithnHerzberg’sn
two-
factorntheorynofnmotivation;nmeetingnthesenneedsnavoidsnjobndissatisfaction.nMotivatornfactorsnsu
chnasnrecognitionnandnsatisfactionnwithnworknpromotenansatisfyingnandnenrichednworknenvironme
nt.nTransformationalnleadersnusenmotivatornfactorsnliberallyntoninspirenworknperformancenandninc
reasenjobnsatisfaction.
REF:nPagen9n|nPagen10
TOP:nAONEncompetency:nCommunicationnandnRelationship-Building
7. Asnthennursenmanagernwhonwantsntonincreasenmotivationnbynprovidingnmotivatingnfactors,nwhichna
ctionnwouldnyounselect?
a. Collaboratenwithnthenhumannresource/personnelndepartmentntondevelopnon-
sitendaycarenservices.
b. Providenanhierarchicalnorganizationalnstructure.
c. Implementnanmodelnofnsharedngovernance.
d. Promotenthendevelopmentnofnanflexiblenbenefitsnpackage.
NURSINGTB.COM
, LeadingnandnManagingninnNursingn6thnEditionnYoder-WisenTestnBank
ANS:nC
Complexityntheorynsuggestsnthatnsystemsninteractnandnadaptnandnthatndecisionnmakingnoccursnt
hroughoutnsystems,nasnopposedntonbeingnheldninnanhierarchy.nInncomplexityntheory,neverynvoic
encounts,nandnthereforenallnlevelsnofnstaffnwouldnbeninvolvedninndecisionnmaking.nThisnprincipl
enisnthenfoundationnofnsharedngovernance.
REF:nPagesn8-11 TOP:nAONEncompetency:nCommunicationnandnRelationship-Building
8. Anchargennursenonnanbusyn40-
bednmedical/surgicalnunitnisnapproachednbynanfamilynmembernwhonbeginsntoncomplainnloudlynabo
utnthenqualitynofncarenhisnmothernisnreceiving.nHisnbehaviornisnsondisruptiventhatnitnisnoverheardnbyns
taff,nphysicians,nandnothernvisitors.nThenfamilynmembernrejectsnanynattemptntonintervenentherapeuti
callyntonresolventhenissue.nHenleavesnthenunitnabruptly,nandnthennursenisnleftnfeelingnfrustrated.nWhic
hnbehaviornbynthenchargennursenbestnillustratesnrefinednleadershipnskillsninnannemotionallynintellige
ntnpractitioner?
a. Reflectntongainninsightnintonhownthensituationncouldnbenhandledndifferentlyninnthenfuture.
b. Tryntoncatchnupnwithnthenangrynfamilynmemberntonresolventhenconcern.
c. Discussnthenconcernnwithnthenpatientnafternthenfamilynmembernhasnleft.
d. Notifynnursingnadministrationnofnthensituation.
ANS:nA
Golemannsuggestsnthatnemotionalnintelligenceninvolvesninsightnandnbeingnablentonstepnoutsideno
fnthensituationntonenvisionnthencontextnofnwhatnisnhappeningnasnwellnasnbeingnablentonmanagenem
otionsnsuchnasnfrustrationneffectively.
REF:nPagen7n|nPagen8 TOP:nAONEncompetency:nLeadership
9. Thenchiefnnursingnofficernhasnaskednthenstaffndevelopmentncoordinatorntonfacilitatenthendevelo
pmentnofnanclinicalncompetencynprogramnfornthenfacility.nWhilenmakingnroundsnonnthenunits,nth
enstaffndevelopmentncoordinatornoverhearsnRNnstaffncomplainingnthatntheynfeelnitnisninsultingnt
onbenrequiredntonparticipateninnancompetencynprogram.nWhichnbehaviornbynthenstaffndevelopme
ntncoordinatornisnmostnappropriateninnthisnsituation?
a. Disregardnstaffnconcernsnandncontinuenwithndevelopmentnofnthenprogram.
b. InformnthennursesnthatnthisnprogramnisnanrequirementnfornJCAHOnaccreditation.
c. Schedulenanmeetingnwithnthenchiefnnursenexecutiventonapprisenhernofnthensituation.
d. Facilitatenanmeetingnsonnursesncannarticulatentheirnvaluesnandnconcernsnaboutnancompetencynp
rogram.
ANS:nD
Thenmanagernroleninvolvesnguidingnothersnthroughnansetnofnderivednpracticesnthatnarenevidence-
nbasednandnknownntonsatisfynpreestablishednoutcomesnsuchnasnparticipationninnancompetencynprog
ram.nThisninvolvesnengagementnofnstaffnthroughnsharingnofnconcernsnandnideas.nAnclosenanalysis
nofnthenIOMnreportnandnthensummarynofnthenPPACAnsuggestsnthatnnonhealthnreformncannunfoldnwi
thoutnactivennursingnengagement.nEachndocumentnemphasizesnthatnnursesnmustnlead,
NURSINGTB.COM
Chapter 01: Leading, Managing, and Following
n n n n n
Yoder-Wise: Leading and Managing in Nursing, 6th Edition
n n n n n n n
MULTIPLEnCHOICE
1. Annursenmanagernofnan20-
bednmedicalnunitnfindsnthatn80%nofnthenpatientsnarenoldernadults.nShenisnaskedntonassessnandnadaptnt
henunitntonbetternmeetnthenuniquenneedsnofnthenoldernadultnpatient.nUsingncomplexitynprinciples,nw
hatnwouldnbenthenbestnapproachntontakeninnmakingnthisnchange?
a. Leveragenthenhierarchicalnmanagementnpositionntongetnunitnstaffninvolvedninnassessmentnandnp
lanning.
b. Engageninvolvednstaffnatnallnlevelsninnthendecision-makingnprocess.
c. Focusnthenassessmentnonnthenunit,nandnomitnthenhospitalnandncommunitynenvironment.
d. Hirenangeriatricnspecialistntonoverseenandncontrolnthenproject.
ANS:nB
Complexityntheorynsuggestsnthatnsystemsninteractnandnadaptnandnthatndecisionnmakingnoccursnt
hroughoutnthensystems,nasnopposedntonbeingnheldninnanhierarchy.nInncomplexityntheory,neverynv
oicencounts,nandntherefore,nallnlevelsnofnstaffnwouldnbeninvolvedninndecisionnmaking.
REF:nPagen8 TOP:nAONEncompetency:nCommunicationnandnRelationship-Building
2. Anunitnmanagernofnan25-
bednmedical/surgicalnareanreceivesnanphonencallnfromnannursenwhonhasncalledninnsicknfiventimesninnth
enpastnmonth.nHentellsnthenmanagernthatnhenverynmuchnwantsntoncomentonworknwhennschedulednbutnm
ustnoftenncarenfornhisnwife,nwhonisnundergoingntreatment
fornbreastncancer.nAccordingntonMaslow’snneednhierarchyntheory,nwhatnwouldnbenthenbestnapproachntosn
atisfyingnthenneedsnofnthisnnurse,nothernstaff,nandnpatients?
a. Linenupnagencynnursesnwhoncannbencalledninntonworknonnshortnnotice.
b. Placenthennursenonnunpaidnleavenfornthenremaindernofnhisnwife’sntreatment.
c. Sympathizenwithnthennurse’sndilemmanandnletnthenchargennursenknownthatnthisnnursenmaynbenc
allingninnfrequentlyninnthenfuture.
d. Worknwithnthennurse,nstaffingnoffice,nandnothernnursesntonarrangenhisnscheduledndaysnoffna
roundnhisnwife’sntreatments.
ANS:nD
Placingnthennursenonnunpaidnleavenmaynthreatennthennurse’sncapacityntonmeetnphysiologicnneedsna
ndndemotivatenthennurse.nUnsatisfactoryncoveragen ofnshiftsnonnshortnnoticencouldnaffectnpatientnc
arenandnthreatennthenneedsnofnstaffntonfeelncompetent.nArrangingnthenschedulenaroundnthenwife’sn
needsnmeetsnthenneedsnofnthenstaffnandnofnpatientsnwhilensatisfyingnthennurse’snneednfornaffiliatio
n.
NURSINGTB.COM
, LeadingnandnManagingninnNursingn6thnEditionnYoder-WisenTestnBank
REF:nPagen10 TOP:nAONEncompetency:nCommunicationnandnRelationship-Building
3. Angrievancenbroughtnbynanstaffnnursenagainstnthenunitnmanagernrequiresnmediation.nAtnthenfirstnme
diationnsession,nthenstaffnnursenrepeatedlyncallsnthenunitnmanager’snactionsnunfair,nandnthenunitnman
agerncontinuesntonreiteratenthenreasonsnfornhernactions.nWhatnwouldnbenthenbestncoursenofnactionnatn
thisntime?
a. Sendnthentwondisputantsnawayntonreachntheirnownnresolution.
b. Involvenanothernstaffnnurseninnthendiscussionnsonasntonclarifynissues.
c. Askneachnpartyntonexaminenhernownnmotivesnandnissuesninnthenconflict.
d. Continuentonlistennasnthenpartiesnrepeatntheirnthoughtsnandnfeelingsnaboutnthenconflict.
ANS:nC
Ury,nBrett,nandnGoldbergnoutlinenstepsntonrestoringnunity,nthenfirstnofnwhichnisntonaddressntheni
nterestsnandninvolvementnofnparticipantsninnthenconflictnbynexaminingnthenrealnissuesnofnallnpa
rties.
REF:nPagen16 TOP:nAONEncompetency:nCommunicationnandnRelationship-Building
4. Atnansecondnnegotiationnsession,nthenunitnmanagernandnstaffnnursenarenunablentonreachnanresolution.nIt
n wouldnnownbenbestnto:
a. Arrangenanothernmeetingninnanweek’sntimensonasntonallownancooling-offnperiod.
b. Turnnthendisputenoverntonthendirectornofnnursing.
c. Insistnthatnparticipantsncontinuentontalknuntilnanresolutionnhasnbeennreached.
d. Backnthenunitnmanager’snactionsnandnendnthendispute.
ANS:nB
AccordingntonthenprinciplesnoutlinednbynUry,nBrett,nandnGoldberg,nan“cooling-
off”nperiodnisnrecommendednifnresolutionnfails.
REF:nPagen16 TOP:nAONEncompetency:nCommunicationnandnRelationship-Building
5. ThenmanagernofnansurgicalnareanhasnanvisionnfornthenfuturenthatnrequiresnthenadditionnofnRNnassis
tantsnornunlicensednpersonsntonfeed,nbathe,nandnwalknpatients.nThenRNsnonnthenstaffnhavenalways
npracticedninnanprimarynnursing–
deliverynsystemnandnarenverynresistantntonthisnidea.nThenbestninitialnstrategyninnthisnsituationnwou
ldninclude:
a. ExploringnthenvaluesnandnfeelingsnofnthenRNngroupninnrelationshipntonthisnchange.
b. LeavingnthenRNsnalonenfornantimensontheyncannthinknaboutnthenchangenbeforenitnisni
mplemented.
c. Droppingnthenideanandntryingnfornthenchangeninnan yearnornsonwhennsomenofnthenpresentnRNsnh
avenretired.
d. HiringnthenassistantsnandnallowingnthenRNsntonseenwhatngoodnadditionsntheynare.
NURSINGTB.COM
, LeadingnandnManagingninnNursingn6thnEditionnYoder-WisenTestnBank
ANS:nA
Influencingnothersnrequiresnemotionalnintelligenceninndomainsnsuchnasnempathy,nhandlingnrelati
onships,ndeepeningnself-
awarenessninnselfnandnothers,nmotivatingnothers,nandnmanagingnemotions.nMotivatingnothersnrec
ognizesnthatnvaluesnarenpowerfulnforcesnthatninfluencenacceptancenofnchange.nLeavingnthenRNsna
lonenfornanperiodnofntimenbeforenimplementationndoesnnotnprovidenopportunityntonexplorendiffere
ntnperspectivesnandnvalues.nAvoidingndiscussionnuntilnthenteamnchangesnmaynnotnpromotenadopti
onnofnthenchangenuntilntherenisnopportunityntonexplorenperspectivesnandnvaluesnrelatedntonthencha
nge.nHiringnofnthenassistantsndemonstratesnlacknofnempathynfornthenperspectivesnofnthenRNnstaff.
REF:nPagen7n|nPagen15
TOP:nAONEncompetency:nKnowledgenofnthenHealthnCarenEnvironment
6. AsnthenRNnchargennursenonnthennightnshiftninnansmallnlong-
termncarenfacility,nyou’venfoundnthatntherenisnlittlenturnovernamongnyournLPNnandnnursingnassista
ntn(NA)nstaffnmembers,nbutntheynarennotnverynmotivatedntongonbeyondntheirnjobndescriptionsninnthe
irnwork.nWhichnofnthenfollowingnstrategiesnmightnmotivatenthenstaffnandnleadntongreaternjobnsatisf
action?
a. AsknthendirectornofnnursingntonoffernhighernwagesnandnbonusesnfornextranworknfornthennightnL
PNsnandnNAs.
b. AllownthenLPNsnandnNAsngreaterndecision-
makingnpowernwithinnthenscopenofntheirnpositionsninntheninstitution.
c. Hirenadditionalnstaffnsonthatntherenarenmorenstaffnavailablenfornenhancedncarenandnindividualn
workloadsnarenlessened.
d. Asknthendirectornofnnursingntonincreasenjobnsecuritynfornnightnstaffnbynhavingnthemnsignnc
ontractsnthatnguaranteenwork.
ANS:nB
Hygienenfactorsnsuchnasnsalary,nworkingnconditions,nandnsecuritynarenconsistentnwithnHerzberg’sn
two-
factorntheorynofnmotivation;nmeetingnthesenneedsnavoidsnjobndissatisfaction.nMotivatornfactorsnsu
chnasnrecognitionnandnsatisfactionnwithnworknpromotenansatisfyingnandnenrichednworknenvironme
nt.nTransformationalnleadersnusenmotivatornfactorsnliberallyntoninspirenworknperformancenandninc
reasenjobnsatisfaction.
REF:nPagen9n|nPagen10
TOP:nAONEncompetency:nCommunicationnandnRelationship-Building
7. Asnthennursenmanagernwhonwantsntonincreasenmotivationnbynprovidingnmotivatingnfactors,nwhichna
ctionnwouldnyounselect?
a. Collaboratenwithnthenhumannresource/personnelndepartmentntondevelopnon-
sitendaycarenservices.
b. Providenanhierarchicalnorganizationalnstructure.
c. Implementnanmodelnofnsharedngovernance.
d. Promotenthendevelopmentnofnanflexiblenbenefitsnpackage.
NURSINGTB.COM
, LeadingnandnManagingninnNursingn6thnEditionnYoder-WisenTestnBank
ANS:nC
Complexityntheorynsuggestsnthatnsystemsninteractnandnadaptnandnthatndecisionnmakingnoccursnt
hroughoutnsystems,nasnopposedntonbeingnheldninnanhierarchy.nInncomplexityntheory,neverynvoic
encounts,nandnthereforenallnlevelsnofnstaffnwouldnbeninvolvedninndecisionnmaking.nThisnprincipl
enisnthenfoundationnofnsharedngovernance.
REF:nPagesn8-11 TOP:nAONEncompetency:nCommunicationnandnRelationship-Building
8. Anchargennursenonnanbusyn40-
bednmedical/surgicalnunitnisnapproachednbynanfamilynmembernwhonbeginsntoncomplainnloudlynabo
utnthenqualitynofncarenhisnmothernisnreceiving.nHisnbehaviornisnsondisruptiventhatnitnisnoverheardnbyns
taff,nphysicians,nandnothernvisitors.nThenfamilynmembernrejectsnanynattemptntonintervenentherapeuti
callyntonresolventhenissue.nHenleavesnthenunitnabruptly,nandnthennursenisnleftnfeelingnfrustrated.nWhic
hnbehaviornbynthenchargennursenbestnillustratesnrefinednleadershipnskillsninnannemotionallynintellige
ntnpractitioner?
a. Reflectntongainninsightnintonhownthensituationncouldnbenhandledndifferentlyninnthenfuture.
b. Tryntoncatchnupnwithnthenangrynfamilynmemberntonresolventhenconcern.
c. Discussnthenconcernnwithnthenpatientnafternthenfamilynmembernhasnleft.
d. Notifynnursingnadministrationnofnthensituation.
ANS:nA
Golemannsuggestsnthatnemotionalnintelligenceninvolvesninsightnandnbeingnablentonstepnoutsideno
fnthensituationntonenvisionnthencontextnofnwhatnisnhappeningnasnwellnasnbeingnablentonmanagenem
otionsnsuchnasnfrustrationneffectively.
REF:nPagen7n|nPagen8 TOP:nAONEncompetency:nLeadership
9. Thenchiefnnursingnofficernhasnaskednthenstaffndevelopmentncoordinatorntonfacilitatenthendevelo
pmentnofnanclinicalncompetencynprogramnfornthenfacility.nWhilenmakingnroundsnonnthenunits,nth
enstaffndevelopmentncoordinatornoverhearsnRNnstaffncomplainingnthatntheynfeelnitnisninsultingnt
onbenrequiredntonparticipateninnancompetencynprogram.nWhichnbehaviornbynthenstaffndevelopme
ntncoordinatornisnmostnappropriateninnthisnsituation?
a. Disregardnstaffnconcernsnandncontinuenwithndevelopmentnofnthenprogram.
b. InformnthennursesnthatnthisnprogramnisnanrequirementnfornJCAHOnaccreditation.
c. Schedulenanmeetingnwithnthenchiefnnursenexecutiventonapprisenhernofnthensituation.
d. Facilitatenanmeetingnsonnursesncannarticulatentheirnvaluesnandnconcernsnaboutnancompetencynp
rogram.
ANS:nD
Thenmanagernroleninvolvesnguidingnothersnthroughnansetnofnderivednpracticesnthatnarenevidence-
nbasednandnknownntonsatisfynpreestablishednoutcomesnsuchnasnparticipationninnancompetencynprog
ram.nThisninvolvesnengagementnofnstaffnthroughnsharingnofnconcernsnandnideas.nAnclosenanalysis
nofnthenIOMnreportnandnthensummarynofnthenPPACAnsuggestsnthatnnonhealthnreformncannunfoldnwi
thoutnactivennursingnengagement.nEachndocumentnemphasizesnthatnnursesnmustnlead,
NURSINGTB.COM
