LeadinggandgManaginggingNursingg6thgEditiongYoder-
WisegTestgBank
Chapterg01:gLeading,gManaging,gandgFollowing
Yoder-Wise:gLeadinggandgManaginggingNursing,g6thgEdition
MULTIPLEgCHOICE
1. Agnursegmanagergofgag20-
bedgmedicalgunitgfindsgthatg80%gofgthegpatientsgaregoldergadults.gShegisgaskedgtogassessgandgad
aptgthegunitgtogbettergmeetgtheguniquegneedsgofgthegoldergadultgpatient.gUsinggcomplexitygprinc
iples,gwhatgwouldgbegthegbestgapproachgtogtakegingmakinggthisgchange?
a. Leveragegtheghierarchicalgmanagementgpositiongtoggetgunitgstaffginvolvedgingassessmentgan
dgplanning.
b. Engageginvolvedgstaffgatgallglevelsgingthegdecision-makinggprocess.
c. Focusgthegassessmentgongthegunit,gandgomitgtheghospitalgandgcommunitygenvironment.
d. Hiregaggeriatricgspecialistgtogoverseegandgcontrolgthegproject.
ANS:gB
Complexitygtheorygsuggestsgthatgsystemsginteractgandgadaptgandgthatgdecisiongmakinggoccur
sgthroughoutgthegsystems,gasgopposedgtogbeinggheldgingaghierarchy.gIngcomplexitygtheory,gev
erygvoicegcounts,gandgtherefore,gallglevelsgofgstaffgwouldgbeginvolvedgingdecisiongmaking.
REF:gPageg8 TOP:gAONEgcompetency:gCommunicationgandgRelationship-Building
2. Agunitgmanagergofgag25-
bedgmedical/surgicalgareagreceivesgagphonegcallgfromgagnursegwhoghasgcalledgingsickgfivegtimesgi
ngthegpastgmonth.gHegtellsgthegmanagergthatghegverygmuchgwantsgtogcomegtogworkgwhengschedul
edgbutgmustgoftengcaregforghisgwife,gwhogisgundergoinggtreatment
forgbreastgcancer.gAccordinggtogMaslow’sgneedghierarchygtheory,gwhatgwouldgbegthegbestgapproachgtogsa
tisfyinggthegneedsgofgthisgnurse,gothergstaff,gandgpatients?
a. Linegupgagencygnursesgwhogcangbegcalledgingtogworkgongshortgnotice.
b. Placegthegnursegongunpaidgleavegforgthegremaindergofghisgwife’sgtreatment.
c. Sympathizegwithgthegnurse’sgdilemmagandgletgthegchargegnursegknowgthatgthisgnursegmaygb
egcallinggingfrequentlygingthegfuture.
d. Workgwithgthegnurse,gstaffinggoffice,gandgothergnursesgtogarrangeghisgscheduledgdaysgo
ffgaroundghisgwife’sgtreatments.
ANS:gD
Placinggthegnursegongunpaidgleavegmaygthreatengthegnurse’sgcapacitygtogmeetgphysiologicgnee
dsgandgdemotivategthegnurse.gUnsatisfactorygcoveragegofgshiftsgongshortgnoticegcouldgaffectg p
atientgcaregandgthreatengthegneedsgofgstaffgtogfeelgcompetent.gArranginggthegschedulegaroundgt
hegwife’sgneedsgmeetsgthegneedsgofgthegstaffgandgofgpatientsgwhilegsatisfyinggthegnurse’sgneed
gforgaffiliation.
, LeadinggandgManaginggingNursingg6thgEditiongYoder-
WisegTestgBank
REF:gPageg10 TOP:gAONEgcompetency:gCommunicationgandgRelationship-Building
3. Aggrievancegbroughtgbygagstaffgnursegagainstgthegunitgmanagergrequiresgmediation.gAtgthegfirstg
mediationgsession,gthegstaffgnursegrepeatedlygcallsgthegunitgmanager’sgactionsgunfair,gandgthegun
itgmanagergcontinuesgtogreiterategthegreasonsgforghergactions.gWhatgwouldgbegthegbestgcoursegof
gactiongatgthisgtime?
a. Sendgthegtwogdisputantsgawaygtogreachgtheirgowngresolution.
b. Involveganothergstaffgnursegingthegdiscussiongsogasgtogclarifygissues.
c. Askgeachgpartygtogexamineghergowngmotivesgandgissuesgingthegconflict.
d. Continuegtoglistengasgthegpartiesgrepeatgtheirgthoughtsgandgfeelingsgaboutgthegconflict.
ANS:gC
Ury,gBrett,gandgGoldberggoutlinegstepsgtogrestoringgunity,gthegfirstgofgwhichgisgtogaddressgthegi
nterestsgandginvolvementgofgparticipantsgingthegconflictgbygexamininggthegrealgissuesgofgallgpa
rties.
REF:gPageg16 TOP:gAONEgcompetency:gCommunicationgandgRelationship-Building
4. Atgagsecondgnegotiationgsession,gthegunitgmanagergandgstaffgnursegaregunablegtogreachgagresolutio
n.gItgwouldgnowgbegbestgto:
a. Arrangeganothergmeetinggingagweek’sgtimegsogasgtogallowgagcooling-offgperiod.
b. Turngthegdisputegovergtogthegdirectorgofgnursing.
c. Insistgthatgparticipantsgcontinuegtogtalkguntilgagresolutionghasgbeengreached.
d. Backgthegunitgmanager’sgactionsgandgendgthegdispute.
ANS:gB
AccordinggtogthegprinciplesgoutlinedgbygUry,gBrett,gandgGoldberg,gag“cooling-
off”gperiodgisgrecommendedgifgresolutiongfails.
REF:gPageg16 TOP:gAONEgcompetency:gCommunicationgandgRelationship-Building
5. ThegmanagergofgagsurgicalgareaghasgagvisiongforgthegfuturegthatgrequiresgthegadditiongofgRNga
ssistantsgorgunlicensedgpersonsgtogfeed,gbathe,gandgwalkgpatients.gThegRNsgongthegstaffghaveg
alwaysgpracticedgingagprimarygnursing–
deliverygsystemgandgaregverygresistantgtogthisgidea.gThegbestginitialgstrategygingthisgsituationg
wouldginclude:
a. ExploringgthegvaluesgandgfeelingsgofgthegRNggroupgingrelationshipgtogthisgchange.
b. LeavinggthegRNsgalonegforgagtimegsogtheygcangthinkgaboutgthegchangegbeforegitg
isgimplemented.
c. DroppinggthegideagandgtryinggforgthegchangegingagyeargorgsogwhengsomegofgthegpresentgR
Nsghavegretired.
d. HiringgthegassistantsgandgallowinggthegRNsgtogseegwhatggoodgadditionsgtheygare.
, LeadinggandgManaginggingNursingg6thgEditiongYoder-
WisegTestgBank
ANS:gA
Influencinggothersgrequiresgemotionalgintelligencegingdomainsgsuchgasgempathy,ghandlinggrela
tionships,gdeepeninggself-
awarenessgingselfgandgothers,gmotivatinggothers,gandgmanaginggemotions.gMotivatinggothersgr
ecognizesgthatgvaluesgaregpowerfulgforcesgthatginfluencegacceptancegofgchange.gLeavinggtheg
RNsgalonegforgagperiodgofgtimegbeforegimplementationgdoesgnotgprovidegopportunitygtogexplo
regdifferentgperspectivesgandgvalues.gAvoidinggdiscussionguntilgthegteamgchangesgmaygnotgpr
omotegadoptiongofgthegchangeguntilgtheregisgopportunitygtogexploregperspectivesgandgvaluesgre
latedgtogthegchange.gHiringgofgthegassistantsgdemonstratesglackgofgempathygforgthegperspectiv
esgofgthegRNgstaff.
REF:gPageg7g|gPageg15
TOP:gAONEgcompetency:gKnowledgegofgthegHealthgCaregEnvironment
6. AsgthegRNgchargegnursegongthegnightgshiftgingagsmallglong-
termgcaregfacility,gyou’vegfoundgthatgtheregisglittlegturnovergamonggyourgLPNgandgnursinggassi
stantg(NA)gstaffgmembers,gbutgtheygaregnotgverygmotivatedgtoggogbeyondgtheirgjobgdescriptions
gingtheirgwork.gWhichgofgthegfollowinggstrategiesgmightgmotivategthegstaffgandgleadgtoggreaterg
jobgsatisfaction?
a. Askgthegdirectorgofgnursinggtogofferghighergwagesgandgbonusesgforgextragworkgforgthegnig
htgLPNsgandgNAs.
b. AllowgthegLPNsgandgNAsggreatergdecision-
makinggpowergwithingthegscopegofgtheirgpositionsgingtheginstitution.
c. Hiregadditionalgstaffgsogthatgtheregaregmoregstaffgavailablegforgenhancedgcaregandgindividu
algworkloadsgareglessened.
d. Askgthegdirectorgofgnursinggtogincreasegjobgsecuritygforgnightgstaffgbyghavinggthemgsig
ngcontractsgthatgguaranteegwork.
ANS:gB
Hygienegfactorsgsuchgasgsalary,gworkinggconditions,gandgsecuritygaregconsistentgwithgHerzber
g’sgtwo-
factorgtheorygofgmotivation;gmeetinggthesegneedsgavoidsgjobgdissatisfaction.gMotivatorgfactors
gsuchgasgrecognitiongandgsatisfactiongwithgworkgpromotegagsatisfyinggandgenrichedgworkgenvir
onment.gTransformationalgleadersgusegmotivatorgfactorsgliberallygtoginspiregworkgperformance
gandgincreasegjobgsatisfaction.
REF:gPageg9g|gPageg10
TOP:gAONEgcompetency:gCommunicationgandgRelationship-Building
7. Asgthegnursegmanagergwhogwantsgtogincreasegmotivationgbygprovidinggmotivatinggfactors,gwhic
hgactiongwouldgyougselect?
a. Collaborategwithgtheghumangresource/personnelgdepartmentgtogdevelopgon-
sitegdaycaregservices.
b. Providegaghierarchicalgorganizationalgstructure.
c. Implementgagmodelgofgsharedggovernance.
d. Promotegthegdevelopmentgofgagflexiblegbenefitsgpackage.
, LeadinggandgManaginggingNursingg6thgEditiongYoder-
WisegTestgBank
ANS:gC
Complexitygtheorygsuggestsgthatgsystemsginteractgandgadaptgandgthatgdecisiongmakinggoccur
sgthroughoutgsystems,gasgopposedgtogbeinggheldgingaghierarchy.gIngcomplexitygtheory,gevery
gvoicegcounts,gandgthereforegallglevelsgofgstaffgwouldgbeginvolvedgingdecisiongmaking.gThisg
principlegisgthegfoundationgofgsharedggovernance.
REF:gPagesg8-11 TOP:gAONEgcompetency:gCommunicationgandgRelationship-Building
8. Agchargegnursegongagbusyg40-
bedgmedical/surgicalgunitgisgapproachedgbygagfamilygmembergwhogbeginsgtogcomplaingloudlyga
boutgthegqualitygofgcareghisgmothergisgreceiving.gHisgbehaviorgisgsogdisruptivegthatgitgisgoverhea
rdgbygstaff,gphysicians,gandgothergvisitors.gThegfamilygmembergrejectsganygattemptgtogintervenegt
herapeuticallygtogresolvegthegissue.gHegleavesgthegunitgabruptly,gandgthegnursegisgleftgfeelinggfru
strated.gWhichgbehaviorgbygthegchargegnursegbestgillustratesgrefinedgleadershipgskillsgingangemo
tionallygintelligentgpractitioner?
a. Reflectgtoggainginsightgintoghowgthegsituationgcouldgbeghandledgdifferentlygingthegfuture.
b. Trygtogcatchgupgwithgthegangrygfamilygmembergtogresolvegthegconcern.
c. Discussgthegconcerngwithgthegpatientgaftergthegfamilygmemberghasgleft.
d. Notifygnursinggadministrationgofgthegsituation.
ANS:gA
Golemangsuggestsgthatgemotionalgintelligenceginvolvesginsightgandgbeinggablegtogstepgoutsid
egofgthegsituationgtogenvisiongthegcontextgofgwhatgisghappeninggasgwellgasgbeinggablegtogman
agegemotionsgsuchgasgfrustrationgeffectively.
REF:gPageg7g|gPageg8 TOP:gAONEgcompetency:gLeadership
9. Thegchiefgnursinggofficerghasgaskedgthegstaffgdevelopmentgcoordinatorgtogfacilitategthegdeve
lopmentgofgagclinicalgcompetencygprogramgforgthegfacility.gWhilegmakinggroundsgongthegun
its,gthegstaffgdevelopmentgcoordinatorgoverhearsgRNgstaffgcomplaininggthatgtheygfeelgitgisgin
sultinggtogbegrequiredgtogparticipategingagcompetencygprogram.gWhichgbehaviorgbygthegstaffg
developmentgcoordinatorgisgmostgappropriategingthisgsituation?
a. Disregardgstaffgconcernsgandgcontinuegwithgdevelopmentgofgthegprogram.
b. InformgthegnursesgthatgthisgprogramgisgagrequirementgforgJCAHOgaccreditation.
c. Schedulegagmeetinggwithgthegchiefgnursegexecutivegtogappriseghergofgthegsituation.
d. Facilitategagmeetinggsognursesgcangarticulategtheirgvaluesgandgconcernsgaboutgagcompetenc
ygprogram.
ANS:gD
Thegmanagergroleginvolvesgguidinggothersgthroughgagsetgofgderivedgpracticesgthatgaregevidence-
gbasedgandgknowngtogsatisfygpreestablishedgoutcomesgsuchgasgparticipationgingagcompetencygprog
ram.gThisginvolvesgengagementgofgstaffgthroughgsharinggofgconcernsgandgideas.gAgcloseganalysisg
ofgthegIOMgreportgandgthegsummarygofgthegPPACAgsuggestsgthatgnoghealthgreformgcangunfoldgwit
houtgactivegnursinggengagement.gEachgdocumentgemphasizesgthatgnursesgmustglead,
WisegTestgBank
Chapterg01:gLeading,gManaging,gandgFollowing
Yoder-Wise:gLeadinggandgManaginggingNursing,g6thgEdition
MULTIPLEgCHOICE
1. Agnursegmanagergofgag20-
bedgmedicalgunitgfindsgthatg80%gofgthegpatientsgaregoldergadults.gShegisgaskedgtogassessgandgad
aptgthegunitgtogbettergmeetgtheguniquegneedsgofgthegoldergadultgpatient.gUsinggcomplexitygprinc
iples,gwhatgwouldgbegthegbestgapproachgtogtakegingmakinggthisgchange?
a. Leveragegtheghierarchicalgmanagementgpositiongtoggetgunitgstaffginvolvedgingassessmentgan
dgplanning.
b. Engageginvolvedgstaffgatgallglevelsgingthegdecision-makinggprocess.
c. Focusgthegassessmentgongthegunit,gandgomitgtheghospitalgandgcommunitygenvironment.
d. Hiregaggeriatricgspecialistgtogoverseegandgcontrolgthegproject.
ANS:gB
Complexitygtheorygsuggestsgthatgsystemsginteractgandgadaptgandgthatgdecisiongmakinggoccur
sgthroughoutgthegsystems,gasgopposedgtogbeinggheldgingaghierarchy.gIngcomplexitygtheory,gev
erygvoicegcounts,gandgtherefore,gallglevelsgofgstaffgwouldgbeginvolvedgingdecisiongmaking.
REF:gPageg8 TOP:gAONEgcompetency:gCommunicationgandgRelationship-Building
2. Agunitgmanagergofgag25-
bedgmedical/surgicalgareagreceivesgagphonegcallgfromgagnursegwhoghasgcalledgingsickgfivegtimesgi
ngthegpastgmonth.gHegtellsgthegmanagergthatghegverygmuchgwantsgtogcomegtogworkgwhengschedul
edgbutgmustgoftengcaregforghisgwife,gwhogisgundergoinggtreatment
forgbreastgcancer.gAccordinggtogMaslow’sgneedghierarchygtheory,gwhatgwouldgbegthegbestgapproachgtogsa
tisfyinggthegneedsgofgthisgnurse,gothergstaff,gandgpatients?
a. Linegupgagencygnursesgwhogcangbegcalledgingtogworkgongshortgnotice.
b. Placegthegnursegongunpaidgleavegforgthegremaindergofghisgwife’sgtreatment.
c. Sympathizegwithgthegnurse’sgdilemmagandgletgthegchargegnursegknowgthatgthisgnursegmaygb
egcallinggingfrequentlygingthegfuture.
d. Workgwithgthegnurse,gstaffinggoffice,gandgothergnursesgtogarrangeghisgscheduledgdaysgo
ffgaroundghisgwife’sgtreatments.
ANS:gD
Placinggthegnursegongunpaidgleavegmaygthreatengthegnurse’sgcapacitygtogmeetgphysiologicgnee
dsgandgdemotivategthegnurse.gUnsatisfactorygcoveragegofgshiftsgongshortgnoticegcouldgaffectg p
atientgcaregandgthreatengthegneedsgofgstaffgtogfeelgcompetent.gArranginggthegschedulegaroundgt
hegwife’sgneedsgmeetsgthegneedsgofgthegstaffgandgofgpatientsgwhilegsatisfyinggthegnurse’sgneed
gforgaffiliation.
, LeadinggandgManaginggingNursingg6thgEditiongYoder-
WisegTestgBank
REF:gPageg10 TOP:gAONEgcompetency:gCommunicationgandgRelationship-Building
3. Aggrievancegbroughtgbygagstaffgnursegagainstgthegunitgmanagergrequiresgmediation.gAtgthegfirstg
mediationgsession,gthegstaffgnursegrepeatedlygcallsgthegunitgmanager’sgactionsgunfair,gandgthegun
itgmanagergcontinuesgtogreiterategthegreasonsgforghergactions.gWhatgwouldgbegthegbestgcoursegof
gactiongatgthisgtime?
a. Sendgthegtwogdisputantsgawaygtogreachgtheirgowngresolution.
b. Involveganothergstaffgnursegingthegdiscussiongsogasgtogclarifygissues.
c. Askgeachgpartygtogexamineghergowngmotivesgandgissuesgingthegconflict.
d. Continuegtoglistengasgthegpartiesgrepeatgtheirgthoughtsgandgfeelingsgaboutgthegconflict.
ANS:gC
Ury,gBrett,gandgGoldberggoutlinegstepsgtogrestoringgunity,gthegfirstgofgwhichgisgtogaddressgthegi
nterestsgandginvolvementgofgparticipantsgingthegconflictgbygexamininggthegrealgissuesgofgallgpa
rties.
REF:gPageg16 TOP:gAONEgcompetency:gCommunicationgandgRelationship-Building
4. Atgagsecondgnegotiationgsession,gthegunitgmanagergandgstaffgnursegaregunablegtogreachgagresolutio
n.gItgwouldgnowgbegbestgto:
a. Arrangeganothergmeetinggingagweek’sgtimegsogasgtogallowgagcooling-offgperiod.
b. Turngthegdisputegovergtogthegdirectorgofgnursing.
c. Insistgthatgparticipantsgcontinuegtogtalkguntilgagresolutionghasgbeengreached.
d. Backgthegunitgmanager’sgactionsgandgendgthegdispute.
ANS:gB
AccordinggtogthegprinciplesgoutlinedgbygUry,gBrett,gandgGoldberg,gag“cooling-
off”gperiodgisgrecommendedgifgresolutiongfails.
REF:gPageg16 TOP:gAONEgcompetency:gCommunicationgandgRelationship-Building
5. ThegmanagergofgagsurgicalgareaghasgagvisiongforgthegfuturegthatgrequiresgthegadditiongofgRNga
ssistantsgorgunlicensedgpersonsgtogfeed,gbathe,gandgwalkgpatients.gThegRNsgongthegstaffghaveg
alwaysgpracticedgingagprimarygnursing–
deliverygsystemgandgaregverygresistantgtogthisgidea.gThegbestginitialgstrategygingthisgsituationg
wouldginclude:
a. ExploringgthegvaluesgandgfeelingsgofgthegRNggroupgingrelationshipgtogthisgchange.
b. LeavinggthegRNsgalonegforgagtimegsogtheygcangthinkgaboutgthegchangegbeforegitg
isgimplemented.
c. DroppinggthegideagandgtryinggforgthegchangegingagyeargorgsogwhengsomegofgthegpresentgR
Nsghavegretired.
d. HiringgthegassistantsgandgallowinggthegRNsgtogseegwhatggoodgadditionsgtheygare.
, LeadinggandgManaginggingNursingg6thgEditiongYoder-
WisegTestgBank
ANS:gA
Influencinggothersgrequiresgemotionalgintelligencegingdomainsgsuchgasgempathy,ghandlinggrela
tionships,gdeepeninggself-
awarenessgingselfgandgothers,gmotivatinggothers,gandgmanaginggemotions.gMotivatinggothersgr
ecognizesgthatgvaluesgaregpowerfulgforcesgthatginfluencegacceptancegofgchange.gLeavinggtheg
RNsgalonegforgagperiodgofgtimegbeforegimplementationgdoesgnotgprovidegopportunitygtogexplo
regdifferentgperspectivesgandgvalues.gAvoidinggdiscussionguntilgthegteamgchangesgmaygnotgpr
omotegadoptiongofgthegchangeguntilgtheregisgopportunitygtogexploregperspectivesgandgvaluesgre
latedgtogthegchange.gHiringgofgthegassistantsgdemonstratesglackgofgempathygforgthegperspectiv
esgofgthegRNgstaff.
REF:gPageg7g|gPageg15
TOP:gAONEgcompetency:gKnowledgegofgthegHealthgCaregEnvironment
6. AsgthegRNgchargegnursegongthegnightgshiftgingagsmallglong-
termgcaregfacility,gyou’vegfoundgthatgtheregisglittlegturnovergamonggyourgLPNgandgnursinggassi
stantg(NA)gstaffgmembers,gbutgtheygaregnotgverygmotivatedgtoggogbeyondgtheirgjobgdescriptions
gingtheirgwork.gWhichgofgthegfollowinggstrategiesgmightgmotivategthegstaffgandgleadgtoggreaterg
jobgsatisfaction?
a. Askgthegdirectorgofgnursinggtogofferghighergwagesgandgbonusesgforgextragworkgforgthegnig
htgLPNsgandgNAs.
b. AllowgthegLPNsgandgNAsggreatergdecision-
makinggpowergwithingthegscopegofgtheirgpositionsgingtheginstitution.
c. Hiregadditionalgstaffgsogthatgtheregaregmoregstaffgavailablegforgenhancedgcaregandgindividu
algworkloadsgareglessened.
d. Askgthegdirectorgofgnursinggtogincreasegjobgsecuritygforgnightgstaffgbyghavinggthemgsig
ngcontractsgthatgguaranteegwork.
ANS:gB
Hygienegfactorsgsuchgasgsalary,gworkinggconditions,gandgsecuritygaregconsistentgwithgHerzber
g’sgtwo-
factorgtheorygofgmotivation;gmeetinggthesegneedsgavoidsgjobgdissatisfaction.gMotivatorgfactors
gsuchgasgrecognitiongandgsatisfactiongwithgworkgpromotegagsatisfyinggandgenrichedgworkgenvir
onment.gTransformationalgleadersgusegmotivatorgfactorsgliberallygtoginspiregworkgperformance
gandgincreasegjobgsatisfaction.
REF:gPageg9g|gPageg10
TOP:gAONEgcompetency:gCommunicationgandgRelationship-Building
7. Asgthegnursegmanagergwhogwantsgtogincreasegmotivationgbygprovidinggmotivatinggfactors,gwhic
hgactiongwouldgyougselect?
a. Collaborategwithgtheghumangresource/personnelgdepartmentgtogdevelopgon-
sitegdaycaregservices.
b. Providegaghierarchicalgorganizationalgstructure.
c. Implementgagmodelgofgsharedggovernance.
d. Promotegthegdevelopmentgofgagflexiblegbenefitsgpackage.
, LeadinggandgManaginggingNursingg6thgEditiongYoder-
WisegTestgBank
ANS:gC
Complexitygtheorygsuggestsgthatgsystemsginteractgandgadaptgandgthatgdecisiongmakinggoccur
sgthroughoutgsystems,gasgopposedgtogbeinggheldgingaghierarchy.gIngcomplexitygtheory,gevery
gvoicegcounts,gandgthereforegallglevelsgofgstaffgwouldgbeginvolvedgingdecisiongmaking.gThisg
principlegisgthegfoundationgofgsharedggovernance.
REF:gPagesg8-11 TOP:gAONEgcompetency:gCommunicationgandgRelationship-Building
8. Agchargegnursegongagbusyg40-
bedgmedical/surgicalgunitgisgapproachedgbygagfamilygmembergwhogbeginsgtogcomplaingloudlyga
boutgthegqualitygofgcareghisgmothergisgreceiving.gHisgbehaviorgisgsogdisruptivegthatgitgisgoverhea
rdgbygstaff,gphysicians,gandgothergvisitors.gThegfamilygmembergrejectsganygattemptgtogintervenegt
herapeuticallygtogresolvegthegissue.gHegleavesgthegunitgabruptly,gandgthegnursegisgleftgfeelinggfru
strated.gWhichgbehaviorgbygthegchargegnursegbestgillustratesgrefinedgleadershipgskillsgingangemo
tionallygintelligentgpractitioner?
a. Reflectgtoggainginsightgintoghowgthegsituationgcouldgbeghandledgdifferentlygingthegfuture.
b. Trygtogcatchgupgwithgthegangrygfamilygmembergtogresolvegthegconcern.
c. Discussgthegconcerngwithgthegpatientgaftergthegfamilygmemberghasgleft.
d. Notifygnursinggadministrationgofgthegsituation.
ANS:gA
Golemangsuggestsgthatgemotionalgintelligenceginvolvesginsightgandgbeinggablegtogstepgoutsid
egofgthegsituationgtogenvisiongthegcontextgofgwhatgisghappeninggasgwellgasgbeinggablegtogman
agegemotionsgsuchgasgfrustrationgeffectively.
REF:gPageg7g|gPageg8 TOP:gAONEgcompetency:gLeadership
9. Thegchiefgnursinggofficerghasgaskedgthegstaffgdevelopmentgcoordinatorgtogfacilitategthegdeve
lopmentgofgagclinicalgcompetencygprogramgforgthegfacility.gWhilegmakinggroundsgongthegun
its,gthegstaffgdevelopmentgcoordinatorgoverhearsgRNgstaffgcomplaininggthatgtheygfeelgitgisgin
sultinggtogbegrequiredgtogparticipategingagcompetencygprogram.gWhichgbehaviorgbygthegstaffg
developmentgcoordinatorgisgmostgappropriategingthisgsituation?
a. Disregardgstaffgconcernsgandgcontinuegwithgdevelopmentgofgthegprogram.
b. InformgthegnursesgthatgthisgprogramgisgagrequirementgforgJCAHOgaccreditation.
c. Schedulegagmeetinggwithgthegchiefgnursegexecutivegtogappriseghergofgthegsituation.
d. Facilitategagmeetinggsognursesgcangarticulategtheirgvaluesgandgconcernsgaboutgagcompetenc
ygprogram.
ANS:gD
Thegmanagergroleginvolvesgguidinggothersgthroughgagsetgofgderivedgpracticesgthatgaregevidence-
gbasedgandgknowngtogsatisfygpreestablishedgoutcomesgsuchgasgparticipationgingagcompetencygprog
ram.gThisginvolvesgengagementgofgstaffgthroughgsharinggofgconcernsgandgideas.gAgcloseganalysisg
ofgthegIOMgreportgandgthegsummarygofgthegPPACAgsuggestsgthatgnoghealthgreformgcangunfoldgwit
houtgactivegnursinggengagement.gEachgdocumentgemphasizesgthatgnursesgmustglead,
