Ch 1: Leadership in Nursing Flashcards
traits of leading
-Use of traits or abilities in relationship with others.
-Rapidly interpret situations.
-Inspire and enable through advice and counsel
traits of managing
Determine routines and practices that offer structure and stability to others.
traits of following
-Not passive
-Fulfill role on team
-Fully engage
-Enthusiastic
-Responsible
-Speak and act with integrity
components of quadruple aim
-better care
-more satisfied patients
-lower total medical costs
-more satisfied providers
VUCA IN HEALTHCARE
Volatility
Uncertainty
Complexity
Ambiguity
VUCA: speed of change and fluctuation
volatility
VUCA: predictions are impossible
uncertainty
VUCA: Increased number & variety of interrelated factors
complexity
VUCA: Difficulty interpreting situations or inability to draw clear conclusions
ambiguity
components of the complexity theory
Refers to ways systems adapt/function
Seeks patterns that interact and adapt through relationship.
Relates patterns in aspects.
–Patient care
–Disease processes
–Organizational issues
Never linear
4 principles of leading:
- Employees will self-place into work groups
–Don’t control
–Stimulate creative problem solving - Followers need context
–Catch the vision = solve problems - Model and encourage adaptation
- Tension and contradiction
–Expected during problem solving
–Addressing tensions leads to high-quality
outcomes.
leadership traits
-Vision for future
-Able to see possibilities
-Effective communication
-Adaptable to situations
-Use of experience for judicial decisions
leadership theories
Trait
Style
Situational-contingency theory
Transformational
Hierarchy-of-needs theory
Two-factor theory
Expectancy theory
what is trait theory
Leaders have a certain set of physical and emotional characteristics that are crucial for inspiring others toward a common goal. Some theorists believe that traits are innate and cannot be learned; others believe that leadership traits can be developed in each individual
what is style theory
Style theories focus on what leaders do in relational and contextual terms. The achievement of satisfactory performance measures requires supervisors to pursue effective relationships with their followers while comprehending the factors in the work environment that influence outcomes.
what is situational-contingency theory
Three factors are critical: (1) the degree of trust and respect between and among leaders and followers, (2) the task structure denoting the clarity of goals and the complexity of problems faced, and (3) the position power in terms of where the leader was able to reward followers and exert influence.
what is Transformational theory
Transformational leadership refers to a process whereby the leader attends to the needs and motives of followers so that the interaction raises each to high levels of motivation and morality. The leader is a role model who inspires followers through displayed optimism, provides intellectual stimulation, and encourages follower creativity.
what is Hierarchy-of-needs theory
People are motivated by a hierarchy of human needs, beginning with physiologic needs and then progressing to safety, social, esteem, and self-actualizing needs. In this theory, when the need for food, water, air, and other life-sustaining elements is met, the human spirit reaches out to achieve affiliation with others, which promotes the development of self-esteem, competence, achievement, and creativity. Lower-level needs drive behavior before higher-level needs can be addressed
what is the Two-factor theory
Hygiene factors, such as working conditions, salary, status, and security, motivate workers by meeting safety and security needs and avoiding job dissatisfaction. Motivator factors, such as achievement, recognition, and the satisfaction of the work itself, promote job enrichment by creating job satisfaction.
what is the Expectancy theory
Individuals’ perceived needs influence their behavior. In the work setting, this motivated behavior is increased if a person perceives a positive relationship between effort and performance. Motivated behavior is further increased if a positive relationship exists between good performance and outcomes or rewards, particularly when these are valued.
Gardner’s Tasks of Leadership
-Envisioning goals
-Affirming values
-Motivating
-Managing
-Achieving workable unity
-Developing trust
-Explaining
-Serving as a symbol
-Representing the group
-Renewing
Bleich’s 9 Tasks of Management
1.Identify systems and processes that require responsibility and accountability, and specify who owns the process.
2.Verify minimum and optimum standards/specifications, and identify roles and individuals responsible to adhere to them.
3.Validate the knowledge, skills, and abilities of available staff engaged in the process; capitalize on strengths; and strengthen areas in need of development.
4.Devise and communicate a comprehensive big picture plan for the division of work, honoring the complexity, and variety of assignments made at an individual level.
5.Eliminate barriers/obstacles to work effectiveness.
6.Measure the equity of workload, and use data to support judgments about efficiency and effectiveness.
7.Offer rewards and recognition to individuals and teams.
8.Recommend ways to improve systems and processes.
9.Use a social network to engage others in decision making and for feedback, when appropriate or relevant.
Bleich’s 9 Tasks of Followership
1.Demonstrate individual accountability while working within the context of organizational systems and processes; do not alter the process for personal gain or shortcuts.
2.Honor and implement care to the standards and specifications required for safe and acceptable care/service.
3.Offer knowledge, skills, and abilities to accomplish the task at hand.
4.Collaborate with leaders and managers; avoid passive-aggressive or nonassertive responses to work assignment.
5.Include evidence-based feedback as part of daily work activities as a self-guide to efficiency and effectiveness and to contribute to outcome measurement.
6.Demonstrate accountability to the team effort.
7.Take reasonable risks as an antidote for fearing change or unknown circumstances.
8.Evaluate the efficiency and effectiveness of systems and processes that affect outcomes of care/service; advocate for well-designed work.
9.Give and receive feedback to others to promote a nurturing and generative culture
