Test Bank for Yoder-Wise’s Leading and Managing in Canadian Nursing 2nd Edition (Elsevier, 2019) by Patricia S. Yoder's-Wise, Janice Waddell and Nancy Walton, Isbn no; 9781771721684, all 32 Chapters Covered (NEWEST 2025)

, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND
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EDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
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ISBN: 9781771721684,
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ISBN: 9781771721745,
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ISBN: 9781771721677
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Table of Contents
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f Part I: Core Concepts
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f Overview
1. Leading, Managing, and Following f f f




2. Developing the Role of Leader f f f f




3. Developing the Role of Manager f f f f




4. Nursing Leadership and Indigenous Health f f f f




5. Patient Focus f




Context
6. Ethical Issues f




7. Legal Issues f




8. Making Decisions and Solving Problemsf f f f




9. Health Care Organizations f f




10. Understanding and Designing Organizational Structures f f f f




11. Cultural Diversity in Health Care f f f f




12. Power, Politics, and Influence f f f




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology
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14. Managing Costs and Budgets f f f




15. Care Delivery Strategies
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16. Staffing and Scheduling (available only on Evolve)
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17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
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,Part III: Changing the Status Quo
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18. Strategic Planning, Goal-Setting, and Marketing
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19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social
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Action
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy
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22. Understanding Quality, Risk, and Safety f f f f




23. Translating Research into Practice
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Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict f f f




25. Managing Personal/Personnel Problems
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26. Workplace Violence and Incivility
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27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
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Personal
28. Role Transition
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29. Self-Management: Stress and Time f f f




Future
30. Thriving for the Future
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31. Leading and Managing Your Career
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32. Nursing Students as Leaders
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, Yoder-Wise's Leading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test Bank
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Chapter 01: Leading, Managing, and Following
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Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second f f f f f f f f


Edition
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MULTIPLE CHOICE f




1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She is
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asked to assess and adapt the unit to better meet the unique needs of older adult patients.
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According to complexity principles, what would be the best approach to take in making this
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change?
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a. Leverage the hierarchical management position to get unit staff involved in f f f f f f f f f f


assessment and planning.
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b. Engage involved staff at all levels in the decision-making process. f f f f f f f f f


c. Focus the assessment on the unit, and omit the hospital and community
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environment. f


d. Hire a geriatric specialist to oversee and control the project.
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ANS: B f


Complexity theory suggests that systems interact and adapt and that decision making occurs
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throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
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everybody‘s opinion counts; therefore, all levels of staff would be involved in decision
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making.
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DIF: Cognitive Level: Apply f f REF: Page 14 f f


TOP: Nursing Process: Implementation
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U S N T area receives
O N R I G B.C M
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2. A unit manager of a 25-bed medical/surgical
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called in sick five times in the past month. He tells the manager that he very much wants to
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come to work when scheduled, but must often care for his wife, who is undergoing treatment
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for breast cancer. In the practice of a strengths-based nursing leader, what would be the best
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approach to satisfying the needs of this nurse, other staff, and patients?
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a. Line up agency nurses who can be called in to work on short notice.
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b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
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c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nurse f f f f f f f f f f f f f


may be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
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days off around his wife‘s treatments.
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ANS: D f


Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse.
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Unsatisfactory coverage of shifts on short notice could affect patient care and threaten staff
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members‘ sense of competence. Strengths-based nurse leaders honour the uniqueness of
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individuals, teams, systems, and organizations; therefore arranging the schedule around the
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wife‘s needs would result in a win-win situation, also creating a work environment that
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promotes the health of all the nurses and facilitates their development.
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DIF: Cognitive Level: Analyze f f REF: Page 6 f f


TOP: Nursing Process: Implementation
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