Chapter 1 leadership
1. 1.ID: 19177872237
A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She is asked
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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?
A. Leverage the hierarchical management position to get unitstaff involved in
assessment and planning.
B. Engage involved staff at all levelsin the decision-making process. Correct
C. Focus the assessment on the unit and omit the hospital and community
environment.
D. Hire a geriatric specialist to oversee and control the project.
2. 2.ID: 19177872235
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?
A. Line up agency nurses who can be called in to work on short notice.
B. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
C. Sympathize with the nurse’s dilemma and let the charge nurse know that this
nurse may be calling in frequently in the future.
D. Work with the nurse, staffing office, and other nursesto arrange hisscheduled
days off around his wife’s treatments. Correct
3. 3.ID: 19177872256
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 the unit manager
continues to reiterate the reasons for the actions. What would be the best course of action at this time?
A. Send the two disputants away to reach their own resolution.
B. Involve anotherstaff nurse in the discussion for clarity issues.
C. Ask each party to examine their own motives and issues in the conflict. Correct
D. Continue to listen as the parties repeat their thoughts and feelings about the
conflict.
4. 4.ID: 19177872245
At a second negotiation session, the unit manager and staff nurse are unable to reach a resolution. What
is the appropriate next step?
A. Arrange another meeting in a week’s time so as to allow a cooling-off period.
B. Elevate the next negation session to the next manager, one level above. Correct
C. Insist that participants continue to talk until a resolution has been reached.
D. Back the unit manager’s actions and end the dispute.
5. 5.ID: 19177872260
The manager of a surgical area has a vision for the future that requires the addition of RN assistants or
unlicensed personsto 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 Correct
B. Leaving the RNs alone for a time so they can think about the change before it is
implemented
C. Dropping the idea and trying for the change in a year or so when some of the
present RNs have retired
D. Hiring the assistants and allowing the RNs to see what good additions they are
6. 6.ID: 19177872278
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?
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