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CNE Exam > Ch. 13: Functioning as a Change Agent & Leader > Flashcards

Ch. 13: Functioning as a Change Agent & Leader Flashcards

1
Q

Democratic (leadership style)

A

Decisions made w/ input from each team member

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2
Q

Autocratic (leadership style)

A

AKA Authoritarian
Leader makes decisions w/o input from team members or w/o any consideration of the impact on the team

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3
Q

Laissez-Faire (leadership style)

A

Leader gives up decision-making authority to the team

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4
Q

Strategic (leadership style)

A

Leader = able to communicate vision for org that motivates/persuades others to share & work towards that vision

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5
Q

Transformational (leadership style)

A

-Leader is empathetic & creates environ that is intellectually stimulating, inspiring, & challenging to support subordinates’ development & maximize performance outcomes
-Develops a common vision, take risks, share power

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6
Q

Transactional (leadership style)

A

-Communicates effectively, esp in clarifying instructions
-Will also establish contractual reward or punishment system for performance outcomes
-Uses a patriarchal award & punishment system that is dehumanizing

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7
Q

Affiliative (leadership style)

A

Already has staff who is highly motivated, so objective is to create friendly workplace & minimize conflict or friction

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8
Q

Coach-style (leadership style)

A

-Interested in pro development of his/her subordinates & strives to establish team-spirit atmosphere in work setting
-Focuses on identifying & developing indiv strengths of each team member

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9
Q

Servant (leadership style)

A

Characterized by concern for others w/in org/community w/ focus on others’ needs & interests

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10
Q

Bureaucratic (leadership style)

A

Makes decisions that “fit” w/ company policy or is congruent w/ established practices

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11
Q

What is an important skill of effective leader?

A

To be flexible & attuned to the need to adjust 1’s approach (i.e. depending on context of situation…)

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12
Q

3 theoretical perspectives that explain how person can become leader:

A
  1. Trait theory
  2. Great Events Theory
  3. Transformational Leadership
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13
Q
  1. Trait theory (theoretical perspective)
A

“natural born”; have natural leadership traits

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14
Q
  1. Great Events Theory (theoretical perspective)
A

Ordinary person responds to crisis/disaster & emerges as leader

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15
Q
  1. Transformational Leadership (theoretical perspective)
A

-Person chooses to become leader by seeking opportunities to develop leadership skills
-Create intellectually stimulating environ’s to support development & maximize performance outcomes

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16
Q

Evaluation can be conceptualized into 3 dimensions:

A

Donabedian’s model
1) Structure
2) Processes
3) Outcomes

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17
Q

Processes

A

-Look at “how things are done” vs the outcome
-Measure work quantity or quality

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18
Q

Structures

A

-Indicators: organizational features (equipment age or type)
-Participant traits (degree attained, licensing, etc.)

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19
Q

5 dimensions of ideal change leaders:

A

1) Strategic/technical competence
2) Execution competence
3) Social competence
4) Character
5) Resilience

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20
Q

Org’s climate & culture have significant impact on…

A

Creativity & innovation shown w/in it

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21
Q

Climate

A

Ppl’s perceptions of organizational interactions & characteristics

22
Q

Culture

A

Normative expectations for desirable behavior (which to a large extent, determines how ppl act w/in that org)

23
Q

Ways/interventions that can leverage being able to “manage” organizational culture

A

-Recruitment, selection, replacement (who you choose to hire can strengthen existing cultures or support culture shift)
removal/replacement
-Socialization (later development & training; can improve interpersonal communication/teamwork)
-Performance management/reward systems (to encourage desired behaviors)
-Leadership & modeling (from leaders)

24
Q

Sources of infl that NE can utilize to infl change

A

Motivation
Ability

25
Q

Motivation

A

-Linking to mission & values
-Harnessing peer pressure
-Aligning rewards & assuring accountability

26
Q

Ability

A

-Overinvesting in skill building
-Creating social support
-Changing the environ

27
Q

Sustained change requires transformation on 3 lvls:

A

Individual
Team/unit
Org/larger system

28
Q

Lewin’s model of change (rational & goal/plan-oriented)

A

-3-step change theory
-Unfreeze, change, refreeze
-Sees change as dynamic balance of forces working in opposite directions (opposing forces)

29
Q

Lippitt’s Phases of Change Theory

A

-Focuses on “change agent” (rather than change itself)
-Includes 7 steps (p. 380)
-Discusses specific stages

30
Q

Havelock’s 6 Phases of Change

A

-Focuses on creating process for “change agents to organize their work & implement innovation”
-Change moves thru 6 distinct steps (p. 380)

31
Q

Prochaska & DiClemente’s Change Theory

A

-Considers change from perspective that person moves thru these stages of change:
-1) precontemplation
-2) contemplation
-3) preparation
-4) action
-5) maintenance
-These stages are cyclical (not linear); takes relapses & failures into account
-Discusses innovation

32
Q

Social Cognitive Theory (aka Social Learning Theory)

A

-Self-efficacy = most important trait & must be present for successful change
-Proposes that behavioral change = affected by environmental influences & personal factors
-Takes into account ext & int environ conditions
-Discusses influences of change

33
Q

Theory of Reasoned Action

A

-Person’s actions = determined by his/her intention to perform that action
-Intention is determined by 2 major factors:

34
Q

What are the 2 major factors that determine intention in Theory of Reasoned Action?

A

1) person’s attitude toward behavior/change (i.e. beliefs about outcomes of behavior & value of these outcomes)
2) infl of person’s social environ or subjective norms (i.e. beliefs about what other ppl think person should do & motivation to comply w/ opinions of others)

35
Q

Theory of Planned Behavior

A

-Expands upon Theory of Reasoned Action
-Incl concept of individual’s perceived control over opportunities, resources, skills needed to perform behavior or change
-Perception of control (=critical facet of behavior change processes)
-Self-efficacy = important trait and must be present for successful change
= systematic theory
-Links beliefs to bx

36
Q

Diffusion of Innovation Theory

A

-Gives insight into process which new ideas are disseminated & integrated
-Can be both spontaneous & planned

37
Q

Main elements in diffusion:

A
  1. An innovation
  2. That is communicated thru certain channels
  3. Over time
  4. Among members of a social system
38
Q

5 steps in process of innovation diffusion:

A
  1. Knowledge (decision-making group is introduced to innovation & starts to understand it)
  2. Persuasion
  3. Decision (decision will be to adopt or reject the innovation)
  4. Implementation (reinvention or alterations may occur)
  5. Confirmation
39
Q

The rate of change correlates to the following:

A
  1. Perceptions of the innovation/change
  2. Traits of the ppl who either adopt the innovation or do not
40
Q

Changes spread faster when have these 5 perceived attributes:

A
  1. benefit
  2. compatibility
  3. simplicity
  4. trialability (can “test the waters”)
  5. observability
41
Q

Rogers’s diffusion of innovation theory incl 5 lvls of adoption

A
  1. Innovators
  2. Early adopters
  3. Early majority
  4. Late majority
  5. Laggards
42
Q

Davis’s Technology Acceptance Model

A

-Provides mechanism to view how ext factors infl intention to use technology
Fig. 13.2 (p. 384)

43
Q

Chaos theory of change

A

One small change can affect, over time, many larger changes in a system (b/c they are sensitive or dependent on initial condition)

44
Q

Complexity theory

A

-Org structure must be viewed as a whole that is composed of multiple systems
-Changes have causes & effects that can always be predetermined

45
Q

Strategies for leading change incl:

A
  1. Dx change risk & org capacity
  2. Strategize & make a case for change
  3. Implement & sustain change
  4. Reinforce change by creating chance-centric learning org
46
Q

ANA believes advocacy

A

= pillar of nursing

47
Q

Davis’s technology acceptance model incl:

A

-Ext factors
-Ease of use
-Perceived usefulness

48
Q

Leader who uses coaching style

A

Focuses on building team where each employee has expertise/skillset in something different

49
Q

What is the Goal of leaders who use Coaching Style?

A

Goal: to create strong teams that can communicate well & embrace each other’s unique skillsets in order to get work done

50
Q

Linking to mission & values

A

= significant source of infl (priority source of motivational infl)

51
Q

Lippitt’s Phases of Change Theory

A

CNE Exam (15 decks)

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