Chapter 1 Flashcards
Ability to influence others
Covey
Influencing a group to work towards goal
Bryman
Process of empowering beliefs
Robbins
Process of persuasion
Gardner
Process by which a person inspires a group
Holloman
Process of directing and influencing
Stoner
Process of social transaction
Merton
Process of STIMULATING to strive
Flores
Process of influence in which the leader INFLUENCES, INSPIRES or ENCOURAGES
Yuki
Process in which leaders make VISION PALPABLE and SEDUCTIVE
Bennis
Manager do things right while Leaders do the right thing
Bennis
The process where the nurse influence one or more person to achieve specific goals
Nursing Leadership
Innate abilities
Trait theories
People are born to lead while some people are born to be led
Great man theory
Certain Characteristics or personality traits that make them better leaders
Trait theory
*Bring people to progress
*Transcend their own traits to people who will become leaders.
“Effective leaders build leaders while leading”
Negative
Positive trait
*Take people to destruction
*Destroy rather than build
“Ineffective leaders build incompetent followers”
Negative trait
the traits determine whether or not a person can be an effective leader. “Napoleon Complex” Bonaparte, “Shortman syndrome”
Individual character theory
People act the way they do depending on self- perception and their environment.
Field Theory of Human Behavior(Kurt Lewis)
“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
Authoritarian Leadership style
▪ Things are done according to policy.
▪ Enforcestherules.
▪ ”by the book”/ bookish
Bureaucratic Leadership Style
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
Democratic Leadership style
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.
Laissez-Faire Leadership style
the leader to consider a number of factors when deciding what action to take.
Situational/Contingency style
Groups with low to moderate maturity who are unable, unwilling and unsure)
*The leader provides direction and close supervision.
Telling
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
Selling
Groups with moderate to high maturity who are able but unwilling or unsure
*The leader can give support and encouragement.
Participating
Groups with high maturity who are able and ready to participate and can engage in the task without direction or support
Delegating
Task oriented and focused
Novice Nurse
Demonstrating marginal
acceptable performance.
Advance beginner
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.
Competent Nurse
nurse looking at the situation as a whole rather than a serious task experience and plans of care for the patient
Proficient Nurse
who’s expertise in their practice and knowing what is happening with their patient.
Expert Nurse
- motivates the follower
- competitive
- focus on the accomplishment
- goals focuses on the day of operation
- appealing to their own self-interest
Transactional Leadership
-Promotes employee development
- Uses role modeling
- Attends to needs & motivate
- Provides self-direction
- Optimistic
- Encourage self-management
- Encourages creativity
- Visible, communicates more
Transformational Leadership
*Uses their gift from God according to the grace given to them.
Servant Leadership (Robert Green Leaf)
Stimulation of a certain behavior is to seek and achieve goals to satisfy the needs of a person.
Motivational Theory
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.
Path Goal Theory
leaders provide directions and
authority with as in getting the work done.
Directive
leader provides
encouragement, interest and attention.
Supportive
leader focuses on involving
the followers in decision making.
Participative
leader provides
directions by considering one’s behavior
Achievement oriented
affirms the uniqueness of each individual” and “motivating them to contribute their unique talents to a common goal” (Brandt)
Interactional Leadership theory
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
Theory Z
