Test Bank for Leading and Managing in Nur
5 5 5 5 5 5 5
sing 7th Edition by Yoder Wise ( chapters 1-
5 5 5 5 5 5 5 5
30) complete. 5
Chapter 01: Leading, Managing, and Following
5 5 5 5 5
,Leading5and5Managing5in5Nursing57th5Edition5Yoder-Wise5Test5Bank
Yoder-Wise: Leading and Managing in Nursing, 7th Edition
5 5 5 5 5 5 5
MULTIPLE5CHOICE
1. A5nurse5manager5of5a520-
bed5medical5unit5finds5that580%5of5the5patients5are5older5adults.5She5is5asked5to5asse
ss5and5adapt5the5unit5to5better5meet5the5unique5needs5of5the5older5adult5patient.5Usin
g5complexity5principles,5what5would5be5the5best5approach5to5take5for5implementati
on5of5this5change?
a. Leverage5the5hierarchical5management5position5to5get5unit5staff5involved5in5
assessment5and5planning.
b. Engage5involved5staff5at5all5levels5in5the5decision-making5process.
c. Focus5the5assessment5on5the5unit5and5omit5the5hospital5and5community5environment.
d. Hire5a5geriatric5specialist5to5oversee5and5control5the5project.
ANS:5B
Complexity5theory5suggests5that5systems5interact5and5adapt5and5that5decision5making5occurs5t
hroughout5the5systems,5as5opposed5to5being5held5in5a5hierarchy.5In5complexity5theory,5every5v
oice5counts,5and5therefore,5all5levels5of5staff5would5be5involved5in5decision5making.
TOP:5AONE5competency:5Communication5and5Relationship-Building
2. A5unit5manager5of5a525-
bed5medical/surgical5area5receives5a5phone5call5from5a5nurse5who5has5called5in5sick5fiv
e5times5in5the5past5month.5He5tells5the5manager5that5he5very5much5wants5to
come5to5work5when5scheduled5but5must5often5care5for5his5wife,5who5is5undergoing5trefor5breast5
cancer.5According5to5Maslow’s5need5hierarchy5theory,5what5would5be5the5best
NURSINGTB.COMatment approach to satisfying the needs of this nurse, other staff,
5 5 5 5 5 5 5 5 5 5 5
and5patients?
a. Line5up5agency5nurses5who5can5be5called5in5to5work5on5short5notice.
b. Place5the5nurse5on5unpaid5leave5for5the5remainder5of5his5wife’s5treatment.
c. Sympathize5with5the5nurse’s5dilemma5and5let5the5charge5nurse5know5that5this5nurse5
may5be5calling5in5frequently5in5the5future.
d. Work5with5the5nurse,5staffing5office,5and5other5nurses5to5arrange5his5scheduled5days5off5a
round5his5wife’s5treatments.
ANS:5D
Placing5the5nurse5on5unpaid5leave5may5threaten5the5nurse’s5capacity5to5meet5physiologic5needs5
and5demotivate5the5nurse.5Unsatisfactory5coverage5of5shifts5on5short5notice5could5affect5patient5
care5and5threaten5the5needs5of5staff5to5feel5competent.5Arranging5the5schedule5around5the5wife’
s5needs5meets5the5needs5of5the5staff5and5of5patients5while5satisfying5the5nurse’s5need5for5affiliat
ion.
TOP:5AONE5competency:5Communication5and5Relationship-Building
NURSINGTB.COM
,Leading5and5Managing5in5Nursing57th5Edition5Yoder-Wise5Test5Bank
Stuvia.com5-5The5Marketplace5to5Buy5and5Sell5your5Study5Material
3. A5grievance5brought5by5a5staff5nurse5against5the5unit5manager5requires5mediation.5At5t
he5first5mediation5session,5the5staff5nurse5repeatedly5calls5the5unit5manager’s5actions5u
nfair,5and5the5unit5manager5continues5to5reiterate5the5reasons5for5the5actions.5What5wo
uld5be5the5best5course5of5action5at5this5time?
a. Send5the5two5disputants5away5to5reach5their5own5resolution.
b. Involve5another5staff5nurse5in5the5discussion5for5clarity5issues.
c. Ask5each5party5to5examine5their5own5motives5and5issues5in5the5conflict.
d. Continue5to5listen5as5the5parties5repeat5their5thoughts5and5feelings5about5the5conflict.
ANS:5C
For5resolution5of5conflict,5one5should5address5the5interests5and5involvement5of5participants5in5th
e5conflict5by5examining5the5real5issues5of5all5parties.
TOP:5AONE5competency:5Communication5and5Relationship-Building
4. At5a5second5negotiation5session,5the5unit5manager5and5staff5nurse5are5unable5to5reach5a
5resolution.5What5is5the5appropriate5next5step?
a. Arrange5another5meeting5in5a5week’s5time5so5as5to5allow5a5cooling-off5period.
b. Elevate5the5next5negation5session5to5the5next5manager,5one5level5above.
c. Insist5that5participants5continue5to5talk5until5a5resolution5has5been5reached.
d. Back5the5unit5manager’s5actions5and5end5the5dispute.
ANS:5B
Part5of5leadership5is5understanding5conflict5resolution5and5ability5to5negotiate5and5manage5for5r
esolution5of5issues5and5concerns.5This5situation5has5failed5a5second5negotiation5session,5elevati
on5to5a5manager5with5additional5training5to5facilitate5conflict5resolution5is5important5at5this5poi
nt.
TOP:5AONE5competency:5Communication5and5Relationship-Building
5. The5manager5of5a5surgical5area5has5a5vision5for5the5future5that5requires5the5addition5o
f5RN5assistants5or5unlicensed5persons5to5feed,5bathe,5and5ambulate5patients.5The5RN
s5on5the5staff
have5always5practiced5in5a5primary5nursingWhat5would5be5the5best5initial5strategy5for5impleme
ntation5of5this5change?5NURSINGT-
Bdelivery system and are very resistant to this idea. .COM
5 5 5 5 5 5 5 5 5
a. Exploring5the5values5and5feelings5of5the5RN5group5in5relationship5to5this5change
b. Leaving5the5RNs5alone5for5a5time5so5they5can5think5about5the5change5before5it5is5i
mplemented
c. Dropping5the5idea5and5trying5for5the5change5in5a5year5or5so5when5some5of5the5present5RNs5h
ave5retired
d. Hiring5the5assistants5and5allowing5the5RNs5to5see5what5good5additions5they5are
ANS:5A
NURSINGTB.COM
, Leading5and5Managing5in5Nursing57th5Edition5Yoder-Wise5Test5Bank
Influencing5others5requires5emotional5intelligence5in5domains5such5as5empathy,5handling5relati
onships,5deepening5self-
awareness5in5self5and5others,5motivating5others,5and5managing5emotions.5Motivating5others5rec
ognizes5that5values5are5powerful5forces5that5influence5acceptance5of5change.5Leaving5the5RNs5a
lone5for5a5period5of5time5before5implementation5does5not5provide5opportunity5to5explore5differe
nt5perspectives5and5values.5Avoiding5discussion5until5the5team5changes5may5not5promote5adopt
ion5of5the5change5until5there5is5opportunity5to5explore5perspectives5and5values5related5to5the5cha
nge.5Hiring5of5the5assistants5demonstrates5lack5of5empathy5for5the5perspectives5of5the5RN5staff.
TOP:5AONE5competency:5Knowledge5of5the5Health5Care5Environment
NURSINGTB.COM
5 5 5 5 5 5 5
sing 7th Edition by Yoder Wise ( chapters 1-
5 5 5 5 5 5 5 5
30) complete. 5
Chapter 01: Leading, Managing, and Following
5 5 5 5 5
,Leading5and5Managing5in5Nursing57th5Edition5Yoder-Wise5Test5Bank
Yoder-Wise: Leading and Managing in Nursing, 7th Edition
5 5 5 5 5 5 5
MULTIPLE5CHOICE
1. A5nurse5manager5of5a520-
bed5medical5unit5finds5that580%5of5the5patients5are5older5adults.5She5is5asked5to5asse
ss5and5adapt5the5unit5to5better5meet5the5unique5needs5of5the5older5adult5patient.5Usin
g5complexity5principles,5what5would5be5the5best5approach5to5take5for5implementati
on5of5this5change?
a. Leverage5the5hierarchical5management5position5to5get5unit5staff5involved5in5
assessment5and5planning.
b. Engage5involved5staff5at5all5levels5in5the5decision-making5process.
c. Focus5the5assessment5on5the5unit5and5omit5the5hospital5and5community5environment.
d. Hire5a5geriatric5specialist5to5oversee5and5control5the5project.
ANS:5B
Complexity5theory5suggests5that5systems5interact5and5adapt5and5that5decision5making5occurs5t
hroughout5the5systems,5as5opposed5to5being5held5in5a5hierarchy.5In5complexity5theory,5every5v
oice5counts,5and5therefore,5all5levels5of5staff5would5be5involved5in5decision5making.
TOP:5AONE5competency:5Communication5and5Relationship-Building
2. A5unit5manager5of5a525-
bed5medical/surgical5area5receives5a5phone5call5from5a5nurse5who5has5called5in5sick5fiv
e5times5in5the5past5month.5He5tells5the5manager5that5he5very5much5wants5to
come5to5work5when5scheduled5but5must5often5care5for5his5wife,5who5is5undergoing5trefor5breast5
cancer.5According5to5Maslow’s5need5hierarchy5theory,5what5would5be5the5best
NURSINGTB.COMatment approach to satisfying the needs of this nurse, other staff,
5 5 5 5 5 5 5 5 5 5 5
and5patients?
a. Line5up5agency5nurses5who5can5be5called5in5to5work5on5short5notice.
b. Place5the5nurse5on5unpaid5leave5for5the5remainder5of5his5wife’s5treatment.
c. Sympathize5with5the5nurse’s5dilemma5and5let5the5charge5nurse5know5that5this5nurse5
may5be5calling5in5frequently5in5the5future.
d. Work5with5the5nurse,5staffing5office,5and5other5nurses5to5arrange5his5scheduled5days5off5a
round5his5wife’s5treatments.
ANS:5D
Placing5the5nurse5on5unpaid5leave5may5threaten5the5nurse’s5capacity5to5meet5physiologic5needs5
and5demotivate5the5nurse.5Unsatisfactory5coverage5of5shifts5on5short5notice5could5affect5patient5
care5and5threaten5the5needs5of5staff5to5feel5competent.5Arranging5the5schedule5around5the5wife’
s5needs5meets5the5needs5of5the5staff5and5of5patients5while5satisfying5the5nurse’s5need5for5affiliat
ion.
TOP:5AONE5competency:5Communication5and5Relationship-Building
NURSINGTB.COM
,Leading5and5Managing5in5Nursing57th5Edition5Yoder-Wise5Test5Bank
Stuvia.com5-5The5Marketplace5to5Buy5and5Sell5your5Study5Material
3. A5grievance5brought5by5a5staff5nurse5against5the5unit5manager5requires5mediation.5At5t
he5first5mediation5session,5the5staff5nurse5repeatedly5calls5the5unit5manager’s5actions5u
nfair,5and5the5unit5manager5continues5to5reiterate5the5reasons5for5the5actions.5What5wo
uld5be5the5best5course5of5action5at5this5time?
a. Send5the5two5disputants5away5to5reach5their5own5resolution.
b. Involve5another5staff5nurse5in5the5discussion5for5clarity5issues.
c. Ask5each5party5to5examine5their5own5motives5and5issues5in5the5conflict.
d. Continue5to5listen5as5the5parties5repeat5their5thoughts5and5feelings5about5the5conflict.
ANS:5C
For5resolution5of5conflict,5one5should5address5the5interests5and5involvement5of5participants5in5th
e5conflict5by5examining5the5real5issues5of5all5parties.
TOP:5AONE5competency:5Communication5and5Relationship-Building
4. At5a5second5negotiation5session,5the5unit5manager5and5staff5nurse5are5unable5to5reach5a
5resolution.5What5is5the5appropriate5next5step?
a. Arrange5another5meeting5in5a5week’s5time5so5as5to5allow5a5cooling-off5period.
b. Elevate5the5next5negation5session5to5the5next5manager,5one5level5above.
c. Insist5that5participants5continue5to5talk5until5a5resolution5has5been5reached.
d. Back5the5unit5manager’s5actions5and5end5the5dispute.
ANS:5B
Part5of5leadership5is5understanding5conflict5resolution5and5ability5to5negotiate5and5manage5for5r
esolution5of5issues5and5concerns.5This5situation5has5failed5a5second5negotiation5session,5elevati
on5to5a5manager5with5additional5training5to5facilitate5conflict5resolution5is5important5at5this5poi
nt.
TOP:5AONE5competency:5Communication5and5Relationship-Building
5. The5manager5of5a5surgical5area5has5a5vision5for5the5future5that5requires5the5addition5o
f5RN5assistants5or5unlicensed5persons5to5feed,5bathe,5and5ambulate5patients.5The5RN
s5on5the5staff
have5always5practiced5in5a5primary5nursingWhat5would5be5the5best5initial5strategy5for5impleme
ntation5of5this5change?5NURSINGT-
Bdelivery system and are very resistant to this idea. .COM
5 5 5 5 5 5 5 5 5
a. Exploring5the5values5and5feelings5of5the5RN5group5in5relationship5to5this5change
b. Leaving5the5RNs5alone5for5a5time5so5they5can5think5about5the5change5before5it5is5i
mplemented
c. Dropping5the5idea5and5trying5for5the5change5in5a5year5or5so5when5some5of5the5present5RNs5h
ave5retired
d. Hiring5the5assistants5and5allowing5the5RNs5to5see5what5good5additions5they5are
ANS:5A
NURSINGTB.COM
, Leading5and5Managing5in5Nursing57th5Edition5Yoder-Wise5Test5Bank
Influencing5others5requires5emotional5intelligence5in5domains5such5as5empathy,5handling5relati
onships,5deepening5self-
awareness5in5self5and5others,5motivating5others,5and5managing5emotions.5Motivating5others5rec
ognizes5that5values5are5powerful5forces5that5influence5acceptance5of5change.5Leaving5the5RNs5a
lone5for5a5period5of5time5before5implementation5does5not5provide5opportunity5to5explore5differe
nt5perspectives5and5values.5Avoiding5discussion5until5the5team5changes5may5not5promote5adopt
ion5of5the5change5until5there5is5opportunity5to5explore5perspectives5and5values5related5to5the5cha
nge.5Hiring5of5the5assistants5demonstrates5lack5of5empathy5for5the5perspectives5of5the5RN5staff.
TOP:5AONE5competency:5Knowledge5of5the5Health5Care5Environment
NURSINGTB.COM
