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Ncm 119 Lec (CHAP 1, 4, & 5) > Chapter 1 > Flashcards

Chapter 1 Flashcards

1
Q
  • Critical to successful critical to successful organizational outcomes.
  • Is central to safety in a variety of industries and organization.
  • Changes in nursing leadership have been
    underscored in creating safe environment for client and staff particularly as the weakening of clinical leadership has been cited as cause of organizational concerns and issues.
A

Leadership

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2
Q

Ability to INFLUENCE OTHER PEOPLE

A

Covey

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3
Q

Influencing some type of GROUP, to work towards achievement of a group goals.

A

Bryman

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4
Q

It is the process of EMPOWERING beliefs and teaching others to top their full capabilities by shifting the beliefs that have been limiting them.

A

Robbins

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5
Q

It is a process of PERSUASIONS and example by which an individual induced group to take work and action that is accord to with the leader’s purpose or a shared purpose of all.

A

Gardner

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6
Q

It is a process by which a PERSON INSPIRES A GROUP of constituents to work together using appropriate means to common mission and goal.

A

Holloman

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7
Q

It is the process of DIRECTING AND INFLUENCING THE TASK related activities of group members.

A

Stoner

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8
Q

It is the process of SOCIAL TRANSACTION in which the person influences others.

A

Merton

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9
Q

It is the process of STIMULATING TO STRIVE WILLINGLY to attain organizational objectives giving them the experience to attain the common objectives and satisfactions with the type of leadership provided.

A

Flores

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10
Q

It is the process of INFLUENCE, in which the leader
INFLUENCES, INSPIRES, OR ENCOURAGE others towards achieving a
goal.

A

Yuki

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11
Q

It is a process in which LEADERS MAKE VISION SO PALPABLE AND SEDUCTIVE that everybody is willing to sign on.

A

Bennis

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12
Q

The process where the nurse influences one or more persons to achieve specific goals in providing nursing care to the patients.

A

Nursing leadership

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13
Q

May/may not have official appointment to the position.

A

Leader

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14
Q

Vested with power and authority by the group

A

Leader

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15
Q

Influence others toward goal setting.

A

Leader

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16
Q

Related to people personally

A

Leader

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17
Q

Feels rewarded by personal achievement

A

Leader

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18
Q

May/may not be successful as managers

A

Leader

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19
Q

Officially appointed

A

Manager

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20
Q

Vested with power and authority by the organization

A

Manager

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21
Q

Measures the risk to be taken hence, orderly, controlled performance must be carried out.

A

Manager

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22
Q

Relates to people according to their roles

A

Manager

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23
Q

Feels rewarded when accomplishing organizational mission or goals

A

Manager

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24
Q

Are managers as long as the appointment holds

A

Manager

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25
Q

Leadership as a dynamic two-way process.
______ identifies 3 basic elements:

A

Hollander:
Leader
Followers
Situation

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26
Q

Innate abilities

A

Trait theory

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27
Q

theory asserts that some people are born to lead whereas others are born to be led.

A

Great man

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28
Q

assumes that some people have certain characteristics or personality traits that make them better leaders than others.

A

Trait theory

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29
Q
  • bring people to progress transcend trait
  • transcend their own traits to people who will become leaders.
  • “Effective leaders build leaders while leading”
A

Positive traits

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30
Q
  • take people to destruction
  • destroy rather than build
  • “Ineffective leaders build incompetent followers”
A

Negative traits

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31
Q

Traits of a leader (Reeves)
EAGI

A
  1. Emotional stable & with composure. calm and confident.
  2. Admitting errors, owning up to their mistakes, rather than putting energy into covering up
  3. Good interpersonal relationship can communicate and persuade others without resorting negativity
  4. Intellectual scope understanding a wide range of expertise
32
Q

the traits determine whether or not a person can be an effective leader.

A

Individual Character theory

33
Q

(do & act / made, not born / experiences & observation) people act the way they do depending on self-perception and their environment.

A

Behavioral theories

34
Q
  • autocratic, powerful, directive, controlling
  • does not consult others
  • do not give chance to others in decision making.
  • subordinates are expected to obey orders without asking explanations.
  • staff is motivated by rewards and punishments.
  • do not trust employees.
A

Authoritarian leadership style

35
Q
  • things are done according to policy.
  • enforces the rules
  • “by the book”
A

Bureaucratic leadership style

36
Q

Bureaucratic leadership style can be effective when:

A
  1. Performing routine task.
  2. Standards/procedures are to be understood.
  3. Working on dangerous/delicate equipment.
  4. Safety/security training is conducted.
  5. Performing task that requires handling of cash.
37
Q
  • participative
  • well informed staff
  • share in decision making/problem solving responsibilities.
  • staffs are allowed to perform task according to the standards
  • the leader is the coach who has the final say.
  • encourages team building and participation.
A

Democratic leadership style

38
Q
  • no direction from the leader
  • staff has much freedom
  • staff determine the goals
  • staff makes the decision
  • staff resolves problems on their own.
A

Laissez-Faire leadership style

39
Q

Laissez-Faire leadership style can be effective when:

A
  1. Staffs are highly skilled, experienced, and educated.
  2. Staffs have pride in their work.
  3. Staff specialist/consultant.
  4. Staff is trustworthy and experienced.
40
Q
  1. the leader to consider a number of factors when deciding
    what action to take.
  2. “Law of the Situation”
A

Situational/Contingency theories

41
Q

Four leadership styles: Hersey and Blanchard
TSPD

A

Telling, selling, participating, delegating

42
Q

(groups with low to moderate maturity who are unable, unwilling and unsure)

The leader provides DIRECTION and CLOSE SUPERVISION.

A

Telling

43
Q

(groups with low to moderate maturity who are unable but are willing and confident)

The leader can give CLEAR DIRECTION AND SUPPORTIVE FEEDBACK to get the task done.

A

Selling

44
Q

(groups with moderate to high maturity who are able but unwilling or unsure)

The leader can give SUPPORT AND ENCOURAGEMENT

A

Participating

45
Q

(groups with high maturity who are able and ready to participate and can engage in the task without direction or support)

A

Delegating

46
Q

Framework of Situational Leadership (Benner’s)
NACPE

A
  1. Novice nurse - no experience/still studying
  2. Advance beginners - demonstrate nsg. Act./BSN grad
  3. Competent nurse - 2-3 yrs. Of experience/RN
  4. Proficient nurse - > 3-5 yrs. Of experience/perceives situation
  5. Expert nurse - professional/clinical eye
47
Q
  • motivates the follower
  • competitive
  • focus on the accomplishment
A

Transactional leadership

48
Q
  • promotes employee development
  • attends to needs & motivate
  • optimistic
  • encourages creativity
  • uses role modeling
  • provides self-direction
  • encourage self-management
  • visible, communicates more
A

Transformational leadership

49
Q

Competencies of transformational leadership
AMTS

A
  1. Management of attention
  2. Management of meaning
  3. Management of trust
  4. Management of self
50
Q

uses their gift from God according to the grace given to them. They listen /help others/ think before they react

A

Servant leadership

51
Q

The theorist of servant leadership

A

Robert Greenleaf

52
Q

Stimulation of a certain behavior is to seek and achieve goals to satisfy the needs of a person.

A

Motivational theory

53
Q

Leaders can affect the performance, satisfaction, motivation of the group through rewards, clarification of
paths to meet the goals, and removal of obstacle in work performance

A

Path goal theory

54
Q

Leadership styles in Path Goal theory

A
  1. Directive - directions & authority with focus
  2. Supportive - encouragement, interest, & attention
  3. Participative - involving followers in decision making
  4. Achievement oriented - challenging goals are set
55
Q

Interactive leadership “affirms the uniqueness of each individual” and motivating them to “contribute their unique talents to a common goal” (Brandt)

A

Interactional leadership theory

56
Q
  • Which supports democratic leadership (Ouchi) Japanese, style
  • Consensus decision making
  • Examining the long-term consequences of management decision making
  • fitting employee to their jobs
  • Strong bonds of responsibility between superiors and
    and subordinates
  • Job security
  • Slower promotions.
  • Holistic concern for workers
A

Theory Z

57
Q

Predominant Filipino Values

A

Social Acceptance
Social Mobility
Economic Security

58
Q

accepting the family, kins, friends and others in accordance to a person’s status.

A

Social acceptance

59
Q

this is the source of tremendous worry and anxiety after social acceptance.

A

Social mobility

60
Q

advancement to the social scale & to another socioeconomic level.

A

Economic security

61
Q

Filipino Style of Leadership

A

Manger by:
Kayod
Libro
Oido
Ugnayan
Lusot

62
Q

Hard working and dedicated introvert and formal -serious worker

A

Manager by KAYOD

63
Q

with formal training in management - systematic.-analytical -bookish

A

Manager by LIBRO

64
Q
  • learn skills by oido “ears”/based on practical experience;
  • vast field of experience
  • lack of formal management and education
A

Manager by OIDO

65
Q
  • ideal Pinoy manager
  • gifted reconciller
  • integrated different styles
  • participatory & coordinative
A

Manager by UGNAYAN

66
Q
  • avoids much work
  • looking out for loopholes
  • excuse for one’s failure
  • do illegal ways to obtain objective
  • extrovert
  • deals with people informally
A

Manager by LUSOT

67
Q

Other negative management

A
  • management by porma
  • management by pakiramdam
  • management by singit
  • turo-turo management
  • lamangan
  • bolahan
  • utakan
68
Q

Leaders who practice fairness, equity & honesty. They inspire trust in others.

A

Management of TRUST

69
Q

Knowing one’s skills & use them effectively. Ability to recognize own strengths & weaknesses.

A

Management of SELF

70
Q
  • leadership behavior is generally determined by the relationship bet. the leaders personality
    and the specific situation.
  • a person’s performance and productivity are affected by the nature of the task and by his or her ability, experience, & motivation
A

Interactional Leadership Theory

71
Q

Leadership styles

A
  • directive
  • supportive
  • participative
  • achievement oriented
  • servant leadership (robert greenleaf)
72
Q

leaders provide directions & authority with focus in getting the work done.

A

Directive

73
Q

leader provides encouragement, interest, & attention.

A

Supportive

74
Q

leader focuses on involving the followers in decision making

A

Participative

75
Q
  • leader provides directions by considering one’s behavior.
  • challenging goals are set
A

Achievement oriented

76
Q
  • uses their gift from God according to the grace given to them.
  • they listen, help others
  • think before they react
A

Servant leadership

Ncm 119 Lec (CHAP 1, 4, & 5) (3 decks)

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