, TESTqBANKqFORqYODER-
WISE’SqLEADINGqANDqMANAGINGqINqCANADIANqNURSING,q2NDqEDITION,qPATRICIAqS.q
YODER-WISE,qJANICEqWADDELL,qNANCYqWALTON
TableqofqContentsqPat
I:qCoreqConceptsqOve
q
rview
1. Leading,qManaging,qandqFollowing
2. DevelopingqtheqRoleqofqLeader
3. DevelopingqtheqRoleqofqManager
4. NursingqLeadershipqandqIndigenousqHealth
5. PatientqFocus
Context
6. EthicalqIssues
7. LegalqIssues
8. MakingqDecisionsqandqSolvingqProblems
9. HealthqCareqOrganizations
10. UnderstandingqandqDesigningqOrganizationalqStructures
11. CulturalqDiversityqinqHealthqCare
12. Power,qPolitics,qandqInfluence
PartqII:qManagingqResources
13. Caring,qCommunicating,qandqManagingqwithqTechnology
14. ManagingqCostsqandqBudgets
15. CareqDeliveryqStrategies
16. StaffingqandqSchedulingq(availableqonlyqonqEvolve)
17. Selecting,qDeveloping,qandqEvaluatingqStaffq(availableqonlyqonqEvolve)
,PartqIII:qChangingqtheqStatusqQuo
18. StrategicqPlanning,qGoal-Setting,qandqMarketing
19. NursesqLeadingqChange:qAqRelationalqEmancipatoryqFrameworkqforqHealthqandqSocialq
Action
20. BuildingqTeamsqThroughqCommunicationqandqPartnerships
21. CollectiveqNursingqAdvocacy
22. UnderstandingqQuality,qRisk,qandqSafety
23. TranslatingqResearchqintoqPractice
PartqIV:qInterpersonalqandqPersonalqSkills
Interpersonal
24. UnderstandingqandqResolvingqConflict
25. ManagingqPersonal/PersonnelqProblems
26. WorkplaceqViolenceqandqIncivility
27. InterqandqIntraprofessionalqPracticeqandqLeadingqinqProfessionalqPracticeqSettings
Personal
28. RoleqTransition
29. Self-Management:qStressqandqTime
Future
30. ThrivingqforqtheqFuture
31. LeadingqandqManagingqYourqCareer
32. NursingqStudentsqasqLeaders
, Yoder-Wise'sqLeadingqandqManagingqinqCanadianqNursingq2ndqEditionqYoder-WiseqTestqBank
Chapter 01: Leading, Managing, and Following
q q q q q
Waddell/Walton: Yoder- q
Wise’s Leading and Managing in Canadian Nursing, Second Edition
q q q q q q q q
MULTIPLEqCHOICE
1. Aqnurseqmanagerqofqaq20-
bedqmedicalqunitqfindsqthatq80%qofqtheqpatientsqareqolderqadults.qSheqisqaskedqtoqassessqandqadap
tqthequnitqtoqbetterqmeetqthequniqueqneedsqofqolderqadultqpatients.qAccordingqtoqcomplexityqprin
ciples,qwhatqwouldqbeqtheqbestqapproachqtoqtakeqinqmakingqthisqchange?
a. Leverageqtheqhierarchicalqmanagementqpositionqtoqgetqunitqstaffqinvolvedqinq
assessmentqandqplanning.
b. Engageqinvolvedqstaffqatqallqlevelsqinqtheqdecision-makingqprocess.
c. Focusqtheqassessmentqonqthequnit,qandqomitqtheqhospitalqandqcommunityqe
nvironment.
d. Hireqaqgeriatricqspecialistqtoqoverseeqandqcontrolqtheqproject.
ANS:q B
Complexityqtheoryqsuggestsqthatqsystemsqinteractqandqadaptqandqthatqdecisionqmakingqoccursqth
roughoutqtheqsystems,qasqopposedqtoqbeingqheldqinqaqhierarchy.qInqcomplexityqtheory,qeverybod
y’sqopinionqcounts;qtherefore,qallqlevelsqofqstaffqwouldqbeqinvolvedqinqdecisionqmaking.
DIF: CognitiveqLevel:qApply
REF:qPageq14qTOP:q NursingqProcess:qImplementat
ion
N R I G B.C M
UqSqNqT qareaqreceives
q
O q q q q
2. Aqunitqmanagerqofqaq25-bedqmedical/surgical qaqphoneqcallqfromqaqnurseqwhoqhas
calledqinqsickqfiveqtimesqinqtheqpastqmonth.qHeqtellsqtheqmanagerqthatqheqveryqmuchqwantsqtoqco
meqtoqworkqwhenqscheduled,qbutqmustqoftenqcareqforqhisqwife,qwhoqisqundergoingqtreatmentqforq
breastqcancer.qInqtheqpracticeqofqaqstrengths-
basedqnursingqleader,qwhatqwouldqbeqtheqbestqapproachqtoqsatisfyingqtheqneedsqofqthisqnurse,qot
herqstaff,qandqpatients?
a. Linequpqagencyqnursesqwhoqcanqbeqcalledqinqtoqworkqonqshortqnotice.
b. Placeqtheqnurseqonqunpaidqleaveqforqtheqremainderqofqhisqwife’sqtreatment.
c. Sympathizeqwithqtheqnurse’sqdilemmaqandqletqtheqchargeqnurseqknowqthatqthisqnurseq
mayqbeqcallingqinqfrequentlyqinqtheqfuture.
d. Workqwithqtheqnurse,qstaffingqoffice,qandqotherqnursesqtoqarrangeqhisqscheduledq
daysqoffqaroundqhisqwife’sqtreatments.
ANS:q D
Placingqtheqnurseqonqunpaidqleaveqmayqthreatenqphysiologicqneedsqandqdemotivateqtheqnurse.qU
nsatisfactoryqcoverageqofqshiftsqonqshortqnoticeqcouldqaffectqpatientqcareqandqthreatenqstaffqme
mbers’qsenseqofqcompetence.qStrengths-
basedqnurseqleadersqhonourqthequniquenessqofqindividuals,qteams,qsystems,qandqorganizations;qt
hereforeqarrangingqtheqscheduleqaroundqtheqwife’sqneedsqwouldqresultqinqaqwin-
winqsituation,qalsoqcreatingqaqworkqenvironmentqthatqpromotesqtheqhealthqofqallqtheqnursesqandqf
acilitatesqtheirqdevelopment.
DIF: CognitiveqLevel:qAnalyze
REF:qPageq6qTOP:q NursingqProcess:qImplementat
ion
NURSINGTB.COM
WISE’SqLEADINGqANDqMANAGINGqINqCANADIANqNURSING,q2NDqEDITION,qPATRICIAqS.q
YODER-WISE,qJANICEqWADDELL,qNANCYqWALTON
TableqofqContentsqPat
I:qCoreqConceptsqOve
q
rview
1. Leading,qManaging,qandqFollowing
2. DevelopingqtheqRoleqofqLeader
3. DevelopingqtheqRoleqofqManager
4. NursingqLeadershipqandqIndigenousqHealth
5. PatientqFocus
Context
6. EthicalqIssues
7. LegalqIssues
8. MakingqDecisionsqandqSolvingqProblems
9. HealthqCareqOrganizations
10. UnderstandingqandqDesigningqOrganizationalqStructures
11. CulturalqDiversityqinqHealthqCare
12. Power,qPolitics,qandqInfluence
PartqII:qManagingqResources
13. Caring,qCommunicating,qandqManagingqwithqTechnology
14. ManagingqCostsqandqBudgets
15. CareqDeliveryqStrategies
16. StaffingqandqSchedulingq(availableqonlyqonqEvolve)
17. Selecting,qDeveloping,qandqEvaluatingqStaffq(availableqonlyqonqEvolve)
,PartqIII:qChangingqtheqStatusqQuo
18. StrategicqPlanning,qGoal-Setting,qandqMarketing
19. NursesqLeadingqChange:qAqRelationalqEmancipatoryqFrameworkqforqHealthqandqSocialq
Action
20. BuildingqTeamsqThroughqCommunicationqandqPartnerships
21. CollectiveqNursingqAdvocacy
22. UnderstandingqQuality,qRisk,qandqSafety
23. TranslatingqResearchqintoqPractice
PartqIV:qInterpersonalqandqPersonalqSkills
Interpersonal
24. UnderstandingqandqResolvingqConflict
25. ManagingqPersonal/PersonnelqProblems
26. WorkplaceqViolenceqandqIncivility
27. InterqandqIntraprofessionalqPracticeqandqLeadingqinqProfessionalqPracticeqSettings
Personal
28. RoleqTransition
29. Self-Management:qStressqandqTime
Future
30. ThrivingqforqtheqFuture
31. LeadingqandqManagingqYourqCareer
32. NursingqStudentsqasqLeaders
, Yoder-Wise'sqLeadingqandqManagingqinqCanadianqNursingq2ndqEditionqYoder-WiseqTestqBank
Chapter 01: Leading, Managing, and Following
q q q q q
Waddell/Walton: Yoder- q
Wise’s Leading and Managing in Canadian Nursing, Second Edition
q q q q q q q q
MULTIPLEqCHOICE
1. Aqnurseqmanagerqofqaq20-
bedqmedicalqunitqfindsqthatq80%qofqtheqpatientsqareqolderqadults.qSheqisqaskedqtoqassessqandqadap
tqthequnitqtoqbetterqmeetqthequniqueqneedsqofqolderqadultqpatients.qAccordingqtoqcomplexityqprin
ciples,qwhatqwouldqbeqtheqbestqapproachqtoqtakeqinqmakingqthisqchange?
a. Leverageqtheqhierarchicalqmanagementqpositionqtoqgetqunitqstaffqinvolvedqinq
assessmentqandqplanning.
b. Engageqinvolvedqstaffqatqallqlevelsqinqtheqdecision-makingqprocess.
c. Focusqtheqassessmentqonqthequnit,qandqomitqtheqhospitalqandqcommunityqe
nvironment.
d. Hireqaqgeriatricqspecialistqtoqoverseeqandqcontrolqtheqproject.
ANS:q B
Complexityqtheoryqsuggestsqthatqsystemsqinteractqandqadaptqandqthatqdecisionqmakingqoccursqth
roughoutqtheqsystems,qasqopposedqtoqbeingqheldqinqaqhierarchy.qInqcomplexityqtheory,qeverybod
y’sqopinionqcounts;qtherefore,qallqlevelsqofqstaffqwouldqbeqinvolvedqinqdecisionqmaking.
DIF: CognitiveqLevel:qApply
REF:qPageq14qTOP:q NursingqProcess:qImplementat
ion
N R I G B.C M
UqSqNqT qareaqreceives
q
O q q q q
2. Aqunitqmanagerqofqaq25-bedqmedical/surgical qaqphoneqcallqfromqaqnurseqwhoqhas
calledqinqsickqfiveqtimesqinqtheqpastqmonth.qHeqtellsqtheqmanagerqthatqheqveryqmuchqwantsqtoqco
meqtoqworkqwhenqscheduled,qbutqmustqoftenqcareqforqhisqwife,qwhoqisqundergoingqtreatmentqforq
breastqcancer.qInqtheqpracticeqofqaqstrengths-
basedqnursingqleader,qwhatqwouldqbeqtheqbestqapproachqtoqsatisfyingqtheqneedsqofqthisqnurse,qot
herqstaff,qandqpatients?
a. Linequpqagencyqnursesqwhoqcanqbeqcalledqinqtoqworkqonqshortqnotice.
b. Placeqtheqnurseqonqunpaidqleaveqforqtheqremainderqofqhisqwife’sqtreatment.
c. Sympathizeqwithqtheqnurse’sqdilemmaqandqletqtheqchargeqnurseqknowqthatqthisqnurseq
mayqbeqcallingqinqfrequentlyqinqtheqfuture.
d. Workqwithqtheqnurse,qstaffingqoffice,qandqotherqnursesqtoqarrangeqhisqscheduledq
daysqoffqaroundqhisqwife’sqtreatments.
ANS:q D
Placingqtheqnurseqonqunpaidqleaveqmayqthreatenqphysiologicqneedsqandqdemotivateqtheqnurse.qU
nsatisfactoryqcoverageqofqshiftsqonqshortqnoticeqcouldqaffectqpatientqcareqandqthreatenqstaffqme
mbers’qsenseqofqcompetence.qStrengths-
basedqnurseqleadersqhonourqthequniquenessqofqindividuals,qteams,qsystems,qandqorganizations;qt
hereforeqarrangingqtheqscheduleqaroundqtheqwife’sqneedsqwouldqresultqinqaqwin-
winqsituation,qalsoqcreatingqaqworkqenvironmentqthatqpromotesqtheqhealthqofqallqtheqnursesqandqf
acilitatesqtheirqdevelopment.
DIF: CognitiveqLevel:qAnalyze
REF:qPageq6qTOP:q NursingqProcess:qImplementat
ion
NURSINGTB.COM
