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Concepts Exam 4 > Ch. 41 > Flashcards

Ch. 41 Flashcards

1
Q

Leadership

A

An interactive process that provides needed guidance and direction

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2
Q

Three leadership dynamics

A

Leader
Follower
Situation

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3
Q

Formal leadership

A

Individuals who occupy designated administrative or management positions in an organization

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4
Q

Informal leadership

A

Individuals who do not occupy a designated administrative or management position also occurs

Perceived by their supervisors and peers because of their capabilities and actions

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5
Q

Six attributes for effective leadership

A

Followers, visions, communication, decision making, change and social power

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6
Q

Followers

A

No leaders without followers, and no followers without leaders.

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7
Q

Vision

A

Ideological statement of a desired, long term future for an organization

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8
Q

Communication

A

Essential function of effective leadership

Leadership has been referred to as an ongoing conversation between a leader and follower

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9
Q

Decision making

A

Affect others and their organizations success

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10
Q

Change

A

Transition process from an old state to a new state

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11
Q

Social power

A

Potential influence of one individual over another

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12
Q

Coercive

A

Uses threat of punishment to get followers to respond

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13
Q

Legitimate

A

Recognition that formal leaders have power over their followers because of the position they hold

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14
Q

Referent

A

Results when followers identify with or aspire to be like their leader

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15
Q

Reward

A

Ability of one person to reward another for compliance with expectations

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16
Q

Expert

A

Results when followers respond to their leaders directions because they perceive that the leader knows best

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17
Q

Informational

A

Based on the leaders ability to influence followers to act by using clear logic, rational argument and information

18
Q

Great man/trait theory

A

Leaders are born not made.

Leaders emerge to assume control

Prior education or special prep doesn’t occur

19
Q

Behavioral leadership

A

Effective leaders use different behaviors than ineffective leaders

Shown that effective leaders demonstrate high concern for employee needs, feelings, and moral

Address task accomplishment and organizational productivity

20
Q

Situational and contingency theory

A

Aims to explain why some leadership approach are effective in one situation and not in another

Subtle and complex ways i I which a leaders traits and behaviors, followers needs and values, and situational parameters interact

21
Q

Charismatic and transformational leadership

A

Leaders inspire, intellectually stimulate, and recognize the contributions of their followers

22
Q

Complexity leadership

A

The reflects the dynamism and knowledge based nature of the world in the 21st century

Assumes interconnectedness among the parts of a system and between the system and its external environment.

Interaction among the interconnected parts can affect the entire system, in substantial ways

23
Q

Formal nursing leadership

A

Nursing leadership are to ensure quality patient care and to create supportive practice environments for nurses

24
Q

Executive level leadership

A

Partner with other executives to establish the organizational vision and then align the goals and operations of the nursing department with the organizational vision

25
Q

Lower level leadership

A

Report to the nurse executive

To ensure that day to day patient care operations meet established standards, to empower staff to participate in improving patient care

26
Q

Preparation for formal leadership

A

Care coordination

Communication

Collaboration

Health care quality

Evidence

Ethics

27
Q

Formal nurse leader examples

A

Chief nursing officer

Nursing director/assistant director

Nurse manager

Charge nurse/team leader

Dean

Associate dean

State board of nursing executive director

28
Q

Clinical nurse leader example

A

Experienced staff nurse

Clinical nurse educator

Experienced advanced practice nurse

29
Q

Interprofessional leader examples

A

Director of clinical service line

Associate director of infection control

Chairperson, quality improvement

Chairperson, reaccreditation steering

30
Q

Leadership styles

A

Autocratic

Democratic

Laissez-faire

Transactional

Transformational

Authentic

Shared

31
Q

Autocratic leader

A

Make decisions and are generally most concerned with the tasks to be accomplished

Maintain distance from followers

32
Q

Democratic leaders

A

Involve followers in decision-making process

33
Q

Laissez-Faire leaders

A

Don not interfere with employee and their work

34
Q

Transactional leaders

A

Focus on the daily operations of an organization and develop an exchange relationship with followers

35
Q

Transformational leader

A

Approaches that change or transform individuals

Inspire and intellectually stimulate followers and recognize contributions

36
Q

Authentic leaders

A

Transparent and ethical in their dealings with followers

37
Q

Shared leadership

A

Type of leadership associated with work teams is shared leadership

Employees are empowered to distribute leadership responsibilities broadly within a group

38
Q

First Principle of Delegation:

A

Nurses must have knowledge of the nurse practice act in the state where they are licensed

39
Q

•Second Principle of Delegation:

A

The RN cant delegate assessment, planning, evaluation or accountability for the assigned task

The RN is responsible for assessment of patients even if certain tasks are delegated to others

40
Q

•Third Principle of Delegation:

A

The person to whom the assignment was delegated cannot delegate that assignment to someone else

Concepts Exam 4 (5 decks)

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