Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Leadership > Chapter 1 > Flashcards

Chapter 1 Flashcards

1
Q

Ability to influence others

A

Covey

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Influencing a group to work towards goal

A

Bryman

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Process of empowering beliefs

A

Robbins

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Process of persuasion

A

Gardner

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Process by which a person inspires a group

A

Holloman

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Process of directing and influencing

A

Stoner

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Process of social transaction

A

Merton

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Process of STIMULATING to strive

A

Flores

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Process of influence in which the leader INFLUENCES, INSPIRES or ENCOURAGES

A

Yuki

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Process in which leaders make VISION PALPABLE and SEDUCTIVE

A

Bennis

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Manager do things right while Leaders do the right thing

A

Bennis

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

The process where the nurse influence one or more person to achieve specific goals

A

Nursing Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Innate abilities

A

Trait theories

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

People are born to lead while some people are born to be led

A

Great man theory

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Certain Characteristics or personality traits that make them better leaders

A

Trait theory

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

*Bring people to progress
*Transcend their own traits to people who will become leaders.

“Effective leaders build leaders while leading”
Negative

A

Positive trait

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

*Take people to destruction
*Destroy rather than build

“Ineffective leaders build incompetent followers”

A

Negative trait

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

the traits determine whether or not a person can be an effective leader. “Napoleon Complex” Bonaparte, “Shortman syndrome”

A

Individual character theory

19
Q

People act the way they do depending on self- perception and their environment.

A

Field Theory of Human Behavior(Kurt Lewis)

20
Q

“I”
▪ 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

21
Q

▪ Things are done according to policy.
▪ Enforcestherules.
▪ ”by the book”/ bookish

A

Bureaucratic Leadership Style

22
Q

ALL”
▪ 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

A

Democratic Leadership style

23
Q

NO LEADER
▪ 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

24
Q

the leader to consider a number of factors when deciding what action to take.

A

Situational/Contingency style

25
Q

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

*The leader provides direction and close supervision.

A

Telling

26
Q

Groups with low to moderate maturity who are unable but willing and confident
*The leader can give clear direction and supportive feedback to get the task done

A

Selling

27
Q

Groups with moderate to high maturity who are able but unwilling or unsure

*The leader can give support and encouragement.

A

Participating

28
Q

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

A

Delegating

29
Q

Task oriented and focused

A

Novice Nurse

30
Q

Demonstrating marginal
acceptable performance.

A

Advance beginner

31
Q

Perform the same role for 2-
3 years who have developed the ability to view their actions as part of the long range goal set for their patients.

A

Competent Nurse

32
Q

nurse looking at the situation as a whole rather than a serious task experience and plans of care for the patient

A

Proficient Nurse

33
Q

who’s expertise in their practice and knowing what is happening with their patient.

A

Expert Nurse

34
Q
  • motivates the follower
  • competitive
  • focus on the accomplishment
  • goals focuses on the day of operation
  • appealing to their own self-interest
A

Transactional Leadership

35
Q

-Promotes employee development
- Uses role modeling
- Attends to needs & motivate
- Provides self-direction
- Optimistic
- Encourage self-management
- Encourages creativity
- Visible, communicates more

A

Transformational Leadership

36
Q

*Uses their gift from God according to the grace given to them.

A

Servant Leadership (Robert Green Leaf)

37
Q

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

A

Motivational Theory

38
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

39
Q

leaders provide directions and
authority with as in getting the work done.

A

Directive

40
Q

leader provides
encouragement, interest and attention.

A

Supportive

41
Q

leader focuses on involving
the followers in decision making.

A

Participative

42
Q

leader provides
directions by considering one’s behavior

A

Achievement oriented

43
Q

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

A

Interactional Leadership theory

44
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 subordinates

A

Theory Z

Leadership (5 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions