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Leading and Managing in Nursing, 7th
Edition, Chapter 01: Leading, Managing,
and FollowingYoder-Wise: Chapter 02:
Clinical Safety: The Core of Leading,
Managing, and FollowingYoder-Wise:
Leading and Managing in Nursing, 7th
Edition, Chapter 03: Leg… Questions and
Correct Answers the Latest Update and
Recommended Version
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
She is asked to assess and adapt the unit to better meet the unique needs of the older adult
patient. Using complexity principles, what would be the best approach to take for
implementation of this change?
→ b. Engage involved staff at all levels in the decision-making process.
2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who
has called in sick five times in the past month. He tells the manager that he very much wants to
come to work when scheduled but must often care for his wife, who is undergoing treatment
for breast cancer. According to Maslow's need hierarchy theory, what would be the best
approach to satisfying the needs of this nurse, other staff, and patients?
→ d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
→ days off around his wife's treatments.
3. A grievance brought by a staff nurse against the unit manager requires mediation. At the
first mediation session, the staff nurse repeatedly calls the unit manager's actions unfair, and
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the unit manager continues to reiterate the reasons for the actions. What would be the best
course of action at this time?
→ c. Ask each party to examine their own motives and issues in the conflict.
4. At a second negotiation session, the unit manager and staff nurse are unable to reach a
resolution. What is the appropriate next step?
→ b. Elevate the next negation session to the next manager, one level above.
5. The manager of a surgical area has a vision for the future that requires the addition of RN
assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff
have always practiced in a primary nursing-delivery system and are very resistant to this
idea. What would be the best initial strategy for implementation of this change?
→ a. Exploring the values and feelings of the RN group in relationship to this change
6. As the RN charge nurse on the night shift in a small long-term care facility, you've found that
there is little turnover among your LPN and nursing assistant (NA) staff members, but they are
not very motivated to go beyond their job descriptions in their work. Which of the following
strategies might motivate the staff and lead to greater job satisfaction?
→ b. Allow the LPNs and NAs greater decision-making power within the scope of their
→ positions in the institution.
7. The nurse manager wants to increase motivation by providing motivating factors for the
nurse on the unit. What action would be appropriate to motivate the staff?
→ c. Implement a model of shared governance.
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8. A charge nurse on a busy 40-bed medical/surgical unit is approached by a family member
who begins to complain loudly about the quality of care his mother is receiving. His behavior is
so disruptive that it is overheard by staff, physicians, and other visitors. The family member
leaves the unit abruptly, and the nurse is left feeling frustrated. Which behavior by the charge
nurse best illustrates refined leadership skills in an emotionally intelligent practitioner?
→ a. Reflect to gain insight into how the situation could be handled differently in the
→ future.
9. The chief nursing officer has asked the staff development coordinator to facilitate the
development of a clinical competency program for the facility. While making rounds on the
units, the staff development coordinator overhears RN staff complaining that they feel it is
insulting to be required to participate in a competency program. What behavior by the staff
development coordinator is most appropriate in this situation?
→ d. Facilitate a meeting so nurses can articulate their values and concerns about a
→ competency program.
10. The nurse manager has been asked to implement an evidence-based approach to teach
ostomy patients self-management skills postoperatively. The program is to be implemented
across the entire facility. What illustrates effective leadership in this situation?
→ d. An RN who is already familiar with the new approach of volunteers to take the
→ lead in mentoring and teaching others how to implement it.
11. You overhear a new graduate RN telling a nurse colleague that leadership and
management belong to the unit manager, not to her. As a nursing colleague, what do you
know to be true in regard to the statement?
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→ b. The new graduate would benefit from further understanding of her role as a
→ professional, whose influence may affect the decision making of patients,
→ colleagues, and other professionals.
12. The charge nurse walks into Mr. Smith's room and finds him yelling at the LPN. He is
obviously very upset. The charge nurse determines that he has not slept for three nights
because of unrelieved pain levels. The LPN is very upset and calls Mr. Smith an "ugly, old
man." The charge nurse acknowledges the LPN's feelings and concerns and then suggests that
Mr. Smith's behavior was aggressive but was related to lack of sleep and to pain. The charge
nurse asks, "Can you, together with Mr. Smith, determine triggers for the pain and effective
approaches to controlling his pain?" This situation is an example of what?
→ c. Leadership behavior
13. After assessing an older adult patient in long-term care who has been slowly deteriorating
for weeks, the nurse manager calls the family and asks them to come in, as the patient is
dying. What is the most likely basis for the nurse manager's request?
→ d. Experience
14. Chart audits have revealed significant omissions of data that could have legal and
financial guideline ramifications. The unit manager meets with the staff to discuss audit findings
and to find approaches that will address the gaps in charting and achieve desired goals.
What is the manager demonstrating?
→ b. Management
15. A family is keeping vigil at a critically ill patient's bedside. Distant family members call
the unit continuously asking for updates and expressing concern. The nurse speaks with the
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