Chapter 2

Question 1

WHAT SKILLS DO Healthcare LEADERS POSSESS?

Answer 1

Integrity and trust
Empowerment and delegation
Consistency in decisions and mentorship

Question 2

Identified leadership Dimensions

GLOBE:

Answer 2

Charismatic/value-based (visionary, inspirational, integrity, decisive)
Team-oriented (collaborative, integrative, diplomatic)
Participative (non-autocratic, allow participation in decision-making)
Autonomous (individualistic, independent, unique)
Humane (modest, tolerant, sensitive)
Self-protective (self-centered, status-conscious, face-saver)

Question 3

Management frame of reference:

Answer 3

short term goals
predict tangible results
maintain order
establish structure
monitor results
solve operations-focused problem

Question 4

Leadership frame of reference

Answer 4

solve change-focused problems
long-tern goals
offer a vision of the future
communicate the vision
establish strategies for change
motivate and inspire

Question 5

Leadership hierarchy Level 1:

Answer 5

highly capable individual
all staff that remain employed
makes productive contributions to group efforts; demonstrate good work habits

Question 6

Leadership hierarchy Level 2:

Answer 6

contributing team member
most professional staff
contributes to achievement of group objectivies; works well with others

Question 7

Leadership hierarchy Level 3

Answer 7

competent manager
most department heads
organizes people and other resources toward the efficient completion of objectives

Question 8

Leadership hierarchy Level 4

Answer 8

effective leader
administer, CEO or department head
catalyzes commitment; stimulates other to high performance standards

Question 9

Leadership hierarchy Level 5

Answer 9

level is rare and not found in all organizations

builds greatness through a combination of personal humility plus professional will

Question 10

Isolates:

Answer 10

completely detached, alienated, and unaware of their leaders. They just do the job and maintain the status quo.

Question 11

Bystanders:

Answer 11

are aware of what is happening, but choose not to get involved. They do as expected but do not care about the work or organization.

Question 12

Participants:

Answer 12

engaged and try to make an impact, which may be positive or negative. They are good junior partners when they agree with leaders, but act as independent agents when they don’t agree

Question 13

Activists:

Answer 13

feel strongly about their organizations. They work very hard on behalf of the leader as part of the inner circle of allies, or they may work just as hard to undermine a leader.

Question 14

Diehards:

Answer 14

prepared to “die for the cause.” They have an all-consuming devotion that emerges only under dire situations in which they put the interests of others before them-selves. These followers may be assets to leaders or lead to their downfall. Whistleblowers are considered diehards

Question 15

Mechanistic model:

Answer 15

• Clear job descriptions, rigid vertical chain of command, centralized control, and standardization
• reliance on written communication, rules and tasks
• effective when the environment is stable and predictable

Question 16

Organic model:

Answer 16

• Flexible structures for quick adaptation to the environment, vague job descriptions with less specialization, fluctuating divisions of labor and authority, high use of information technology
• Tasks assigned to teams with autonomy in their work
• Committees, taskforces, and teams with liaisons who function across all units

Question 17

Mechanistic-leaning

Answer 17

More efficient with a lower cost/unit
Fewer mistakes because more protocols and highly specialized workers
Many people must work together
Innovation slows down, change is difficult, adaptation to external forces is weak

Question 18

Organic-leaning

Answer 18

Allows quicker responses
Reliance on interdepartmental coordination
Empowerment of employees to make immediate decisions for reimbursement changes, patient requests, new technology
Less predictability, lower efficiency, increased costs

Question 19

When would a mechnaistic model be used?

Answer 19

because of volume of predictable tasks that are simple and routine, or complicated and dangerous. Standardize to reduce risks and costs
control costs, provide direction, and progress in established work

Question 20

When would be the organic model be used?

Answer 20

to collaborate with others, plan new work, and develop new ideas for services
for unpredictable tasks and processes. allowing flexible problem-solving with worker input

Question 21

Lateral Leaders:

Answer 21

lead from alongside rather than from above

Question 22

Potential barriers to female leaders include

Answer 22

Poor mentoring for women and other minorities
Lack of opportunities to serve on boards and committees
Gender-based compromises and sacrifices within two-career families
Stereotypes about gender differences in social roles, personality traits, and leadership capabilities

Question 23

INFLUENCE

Answer 23

Is a mechanism for using power to change behaviors or attitudes

Question 24

DIRECT POWER

Answer 24

People without influence rely on direct commands

Question 25

Servant Leader Theory

Answer 25

Central premise asserts that leadership grows out of service to others
Leader is encouraged to serve others (employees) while maintaining a results-oriented focus on the organization’s values and integrity

Question 26

Desirable aspects of diversity

Answer 26

Variety of perspectives is invaluable for solving problems and meeting the needs of a wide range of cultures in any community.

Question 27

Undesirable aspects of diversity

Answer 27

Diverse groups of workers may be less communicative and less integrated. This results in increased levels of conflict among workers.

Question 28

Veterans

Answer 28

born 1922-1943

Question 29

Baby Boomers

Answer 29

born 1944-1960

Question 30

Generation X

Answer 30

born 1961-1980

Question 31

Nexters

Answer 31

born 1981-2000

Question 32

Upper Level Management

Answer 32

frame of reference: the organization
vision, values, mission
coordination organization-wide
integration
long-term goals
dealing with the external environment

Question 33

Middle-Level Management

Answer 33

frame of reference; various cluster or work groups and related work groups
coordination of groups
variety of operations
relatively short term goals

Question 34

First-Level Management

Answer 34

frame of reference: personnel in a department and functionally related departments
coordination of individuals
direct care operations
short-term goals

Question 35

FINHOP model

Answer 35

finance
information management
networking
human resource management
operations
planning and forecasting

Question 36

Sponsor

Answer 36

open doors to new managers

Question 37

Coach

Answer 37

show the ropes

Question 38

Protector

Answer 38

Buffer from negative experiences

Question 39

Exposer

Answer 39

create new opportunities

Question 40

Challenger

Answer 40

stretch skills

Question 41

Role model

Answer 41

Develop new behaviors by example

Question 42

Counselor

Answer 42

accept and confirm efforts/friendship

Question 43

Delegation mistakes

Answer 43

by dumping
only to good performers
only to ineffective performer

Question 44

When is feedback usually accepted?

Answer 44

when it relates to a prioritized personal goal of the individual

Question 45

Relative Effort Needed to Change Selected Work Variables from easy to hard

Answer 45

job skills
organization and time
management
management of work
knowledge
attitudes
habits
traits
personality characteristics