3514 final EXAM Flashcards
What is Leadership as Influence (definition)
Leadership is the art of influencing others to their maximum performance to accomplish any task, objective or project
What is leadership as change
leadership is the capacity of individuals to spark the capacity of a human community-people living and working together to bring forth new realities
What is leadership as character
Leadership is a combination of strategy and character. If you must be without one, be without strategy
What is leadership as service
Leadership is about service to others and a commitment to developing more servants as leaders. It involves co-creation of a commitment to admission
What is leadership as development
Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others
What is autocratic leader
DO this, or DO that
Need this in emergency situations, with students
What is democratic leader
Do this or that, as you see fit group related
What is laissez - Faire leadership style
What do you think we should do - leave the decision to others
- hands - off approach
What is a transactional leader
similar to autocratic - help organize current objectives more efficiently
- use reward and punishment, focus on tasks, critical situations
- similar to managers, focus on the day to day operations
What is transformational leader and the four elements
similar to democratic - work together to achieve goals
– inspiration, visionary, coach, catalyst for change, empowering
- engages peoples to work with to promote organizational goal and performance
FOUR ELEMENTS
– idealized influence (role model, values, beliefs)
–Inspirational motivation (articulating vision, energies)
– Intellectual stimulation (challenge, status quo, challenge other to think creatively, critically and innovatively)
– Individual consideration (demonstrates empathy and a genuine concern for the needs and feelings of others )
What is charismatic leader (what is the relation to transformational leader)
Personal ability of the leader to inspire - high degree of trust, respect and devotion towards the leader.
- communication, deep, emotional level
- **NOTES can be charismatic and transformational (use personal ability to work toward goal of all but can also be charismatic and non transformational and work toward own personal goals and not of greater good)
Define emotional intelligence and what are the 5 main attributes
EI - is a core set of competencies for identifying, processing and managing emotions that enable nurse leaders to cope with daily demand in a knowledge, approachable and supportive manner - channel emotion, passion and motivation to mobilize team - coach and create vision for the future
Self-awareness, self-regulation, motivation, empathy, social skills
What are the two preferences for general attitude
Extraversion – engagement with others and initiating contact with people (assertive, sociables, enthusiastic, various good friends, oral communication, like to be noticed, respond quick
Introversion – inner words, contemplation, respond to contact with others, (calm, reserved, happy alone, do not like being centre of attention, think carefully, absorbed in ideas and thoughts, concentrate deeply cautious when meeting people’s, territorial)
What are the two preferences of perception
Sensing - preference for perceiving the world through facts, evidence, data, details
Intuition - preference for perceived world through concepts, theories and abstractions
What are the two preferences of how a personal processes information
Thinking - capacity to decide objectively based on the evidence and applicable principles
Feeling - preference for making decision based on values and effects on people rather than logic
What are the two preferences of how a person implements the information that has been processed
Judging - preference for living a planned and organized life
Receiving - preference for living spontaneously with many options tin the central world
Describe Lewin change theory and a problem with it
Unfreezing (change is needed, examine status quo, increase driving force, motivation - initiation & engaging)
Moving (changing 0 take action, make changes, involve peoples, new attitudes/beliefs )
Refreezing ( achieving, make changes permanent, new way, reward desired outcomes, establishment of new attitudes, values and behaviours )
Problem - very simplistic does not account for barriers
What are the 8 stages of Kotter change process
- Establish a sense of urgency
- form a coalition
- create a new vision
- communicate the vision
- empower others by removing barriers
- create and reward short -term wines
- consolidate, reassess and adjust
- reinforce the changes -
Describe Rogers diffusion of innovation model ( the 5 groups)
- innovators - risk takers, enjoy new things, spread work
- Early adopters - are KEY bc they bridge the gap to early majority when they see other leaders or people they respect using new innovation they come on board
- Early majority - once come on board late majority follow
- Late majority - vulnerable to peer pressure, also need lots of information before using it
- Laggers - can be hard to reach, wait till new way is mainstream to adopt or sometimes never do
What is the complexity science
Pattern of relationships within healthcare system - complex interaction of all different parts.
- examine interrelationship of the emotional, physiological, spiritual, cultural, social and other partners influencing each individuals reality at any given point
What is positive deviance (the 5 steps)
Focus on individuals and strategies that are successful rather than what is going wrong - expands on practise and strengths within the environment without additional resources
Define, Determine, Discover, Design, and Monitor
What is self - awareness / reflexivity
self awareness is an ongoing interpersonal relational, extra-personal and contextual process of becoming aware of ones physical and psychological traits, emotional states and feelings and meaningful life patterns, actions, beliefs and preconceived ideas
What are the 4 components of awareness/ reflexivity
Intrapersonal - focusing on your personal self and examining personal thoughts influence of historical, cultural, social understanding of self and family values
Relational – allows oneself to analyze oneself in relation to other people and examine own thoughts and feelings with that of others
Extrapersonal - expands beyond self and focuses on the analysis of the internal and external environment
Multi-dimensional - recognizes the influence of social, environment, culture and political factor on self-awareness
Describe intrapersonal VS interpersonal self-awareness
Intrapersonal – what are my own historical, sociopolitical, material, economic, physical and linguistic contexts. How do these influence my identity, values and beliefs, attitude and behaviours. How are my contexts influencing the way I relate to others
Interpersonal – how do i relate to others form different cultures. What stereotypes do I attach to others and what am I assuming about them and why. What knowledge supports and challenges my assumptions. What contexts may be influencing how others relate to me.
What are the 4 Johari Window types of self
Open self - information about you that both you & others know
Blind self - information about you that you don’t see about others know
Hidden self - information that you know but others don’t
Unknown self - information about you that neither you nor others know
What are the 4 self-awareness archetypes
Seekers - low internal and low external self awareness - don’t know who they are, or what they stand for
introspector - high internal but low external -
Pleasers - low internal but high external - focus on appearing certain way
Aware- high internal and external - know who they are and value others opinions
What are the components of maslows motivation theory
What is work motivation and what are sources
Intensity and persistence of an employee’s work-related behaviours. Drive
Sources : workplace characteristics, workplace conditions, personal characteristic, individual priorities, internal psychological states, and characteristics of good team
What is work engagement
Opposite of burnout - refers to positive feelings of enthusiasm dedication towards ones work
What are factors that increase self- efficacy
- Actual performance (success of task)
- Vicarious experience (observing others)
- verbal persuasion / coaching
- Psychological feedback
What are competencies for a successful team
- -Conflict resolution, group norms, problem solving
- roles - role bending, role overlap
- communication, decision making skills, goal setting and performance management skills
- planning and task coordination, co-location
What are the stages of group process
Forming (establish ground rules)
Storming (start to communicate feelings, still see as individual)
Norming ( feel part of team, can achieve work together)
Performing ( team works in open/trusting environment, flexible)
Adjourning (team conducts assessment of year, plan for transition out of roles, recognize group members contributions)
what are the 5 responses to conflict
Competition : win-lose Accommodation - win -lose Compromise - lose-lose Avoidance : lose-lose Collaboration : win-win
What is difference between vertical and horizontal bullying
Vertical – Violence between a person with more power than another (manager to staff, clinical supervisor to student)
Horizontal – Hostile and aggressive behaviours by individual or group members towards another member (ex. rumours)
What is difference between overt and covert bullying
Overt : Name calling, intimidating, criticism, blaming, put downs, gossiping
Covert: Eye rolling, ignoring, refusing to help, excluding, sabotaging, speaking different language, shunning, unfair patient assignments
More nonverbal
What characteristics are often seen in bully and receiver
Bully – often perceived as powerful, low self-worth, impulsive, reactive
Receiver - low perceived power, low self esteem, submissive, insecure, (race or gender play a role)
Why don’t staff always report bullying
- Fear of retribution, belief nothing will change
- Not recognizing behaviour as bullying, unfamiliarity with reporting procedure, labelled as complainer
- -career prospects
- Manager is friends with bully, staff want to fit in
Where should you focus energy/intervention for resolving bullying
focus intervention at peer group rather than at individual bullies & victims to mobilize team members - look at units with positive cultures, new patterns to shift culture - bullies loose power
What are factors or things seen in healthy work environment related to nursing
Nurse have more autonomy, more in control of decision making
Collaboration, support from co-worker and supervisors
Effective leadership
Manageable workload
Work together support
What is organizational empowerment / workplace
Organizational efforts that generate individual empowerment among members and organizational effectiveness needed for goal achievement
Workplace empowerment has been shown to be an important precursor of employees positive relationships with their work, thereby improving job satisfaction and enhancing organizational commitment
What are Kanters 4 organizational structures
Access to information
— Having knowledge of recognition decisions policies goals
—-Technical knowledge, expertise, sense of purpose for employees
—-Enhanced employee’s ability to make decisions that contribute to organizational goals
Access to support
—–Includes feedback, guidance received from superiors, peers, subordinates, emotional support, helpful advice, assistance
Access to resources needed to do the job
—–Ability of individuals to access the material money, supplies time and equipment required to accomplish organizational goal
Opportunities to learn and grow
——Opportunities for mobility and growth, access to achieving professional development to increase knowledge and skills
What is burnout and what is something it leads to within an organization
Burnout is psychological syndrome of exhaustion, and inefficiency, emotional exhaustion - depleted of emotional resources
Linked to lower job satisfaction, turnover, and patient outcomes
Burnout related to all of maslow’s needs - a lack of any can contribute
Turnover - employees leaving organization - can be stress or burnout
—–Costly to organization increase workload of training nurses, poor staffing linked to decreased patient outcomes
What is the importance of organizational culture
Culture promotes outcomes that are either beneficial or harmful to the organisation, impact on productivity, commitment and morale
Strong culture with shared assumptions values and beliefs may increase organisational commitment or not
Innovative culture is needed for innovation, and adaptive culture is needed to respond to changing conditions
What are the three aspects of culture (values, habits, beliefs)
Beliefs - unexamined taken for granted assumptions
Values - exposed strategies, goals & justification
Habits - observable patterns of interaction
NOTE
Personal values and attitudes less visible but can be talked about
Cultural values and assumptions - usually not bible are rarely talked about
What are the steps in changing organizational culture
Leaders together with local peoples closest to the work or challenge, identify a shared need or a desired change
With support from a leader, local peoples generate a purpose, desires outcomes a plan for action research, and implement their own plan
Hidden positive practices are discovered, new approaches are invented and local peoples see results for themselves
Successful practices are adapted to local conditions, spread via informal social networks, and sustained (and owned) by local groups
What are liberating structures
Liberating structures provide strategies to identity new patterns of working together, make sustainable change need to change how people interact with one another
Tap into collective intelligence and creativity and unleashing the power of self-organization
Generate purpose, outcomes, plan of action, identify partners, generate ideas, positive practices discovered, new approaches created, easy to implement, doesn’t cost lots of money
Focus on habits to spark change - versus conventional change effort focus on values
What are 8 types of liberating structures
Impromtu 1-2-4-ALL Heard, seen, respected Discovery & action dialogues TRIZ (innovative problem solving) What, So What, Now What 15% solution Design team
What is the impromptu network
Rapidly share challenges and expectations and build new connections
Generate energy and start a meeting through having focus on what they want to improve
What challenge do you bring, what to hope to get, and give
Allows for ideas and commitment to be generated
What are client factors regarding controlled acts
Complexity
–Degree to which client condition needs care, variables influencing health status, variability of clients condition. Usually less complex RPN more complex RN
Predictability - stable, can condition be anticipated
Risk of negative outcomes
–Likely that a client will experience negative outcomes as a result of the client’s health condition or as a response to treatment
What are environmental factors in regards to controlled acts
Practice supports
—Clear procedures, policies, assessments. What Are number of expert nurse who are families with the environment
Consultation resources
–Are nurses available to consult, other resources to manage outcomes
Stability and predictability
—What is rate of client turnover, frequency of unpredictable events
