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NURS 4550: Leadership > Class 1 > Flashcards

Class 1 Flashcards

1
Q

define: leadership

A
  • the process of engaging and influencing others
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2
Q

what are 3 elements needed for leadership

A
  • critical thinking
  • action
  • advocacy
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3
Q

what are 2 competencies for nursing leaders

A
  • emotional intelligence
  • appreciative inquiry
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4
Q

what are 2 categories of leadership

A
  • formal leaders
  • informal leaders
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5
Q

what are examples of formal leaders (4)

A
  • CEO
  • CNO
  • unit manager
  • supervisor
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6
Q

informal leaderships are seen as leaders by ________ and are respected for… (2)

A
  • by their peers
  • respected for abilities & knowledge
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7
Q

what are competencies for nursing leaders (10)

A
  • personal qualities
  • interpersonal skills
  • thinking skills
  • setting the vision
  • communicating
  • initiating change
  • developing people
  • healthcare knowledge
  • mngmt skills
  • business skills
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8
Q

the concept of leadership has changed in what ways?

A
  • it is no longer seen as a set of traits
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9
Q

what are 4 types of leadership theories

A
  • great man/trait theories (early 1900s to mid 1940s)
  • behavioral theories (1940-1970s)
  • situational-contingency theories
  • contemporary theories
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10
Q

trait theories focus on…

A
  • leader characteristics
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11
Q

define: traits

A
  • innate qualities and personality features
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12
Q

what assumptions are made w the trait theories

A
  • leaders are born, not made
  • great leaders arise when the need for them is great
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13
Q

behavioral theories focus on

A
  • focuses on the leader’s behaviors, actions, and the reactions of leaders & followers
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14
Q

what do behavioral theories assume

A
  • leader behavior can be learned
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15
Q

what are examples of leadership styles (6)

A
  • autocratic
  • democratic
  • laissez-faire
  • transactional
  • transformational
  • shared
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16
Q

describe characteristics of the democratic leadership style (6)

A
  • encourages staff to share ideas, but leader has final decision
  • develops people’s skills
  • team members feel in control of their own destiny
  • motivated to work hard by more than just a financial reward
  • takes longer, but often the end result is better and increases job satisfaction
  • most suitable when working as a team is essential and when quality is more important than speed
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17
Q

describe characteristics of the laissez-faire leadership style (3)

A
  • leader provides tools, but give little guidance
  • team members make decisions
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18
Q

the laissez faire leadership style is effective when… (2)

A
  • when individual team members are very experienced and skills self-starters
  • requires good communication
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19
Q

the laissez faire leadership style occurs when?

A
  • managers cant be bothered or dont have skill
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20
Q

situational-contingency theories aim to explain…

A
  • why some leadership approaches are effective in one situation & not in another
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21
Q

describe the effectiveness of situational-contingency theories

A
  • effective
22
Q

with the situational-contingency theories, leaders can…

A
  • modify style to the situation, especially the needs of the team members
23
Q

what are examples of contemporary theories

A
  • transformational
  • transactional
  • shared leadership
  • kouzes and posner 5 leadership practice
24
Q

describe characteristics of transformational leadership (3)

A
  • charismatic
  • considerate
  • inspirational
25
Q

what are examples of transformational leadership (2)

A
  • Nelson Mandela
  • mahatma Ghandi
26
Q

a transformational leader is… (2)

A
  • collaborative
  • participative
27
Q

with transformational leadership, the leader creates…..

A
  • the organizational vision
28
Q

with transformational leadership, the leader & followers do what together?

A
  • set goals and work together to achieve them
29
Q

with the transactional leadership style, the leader… (2)

A
  • managers day to day operations
  • leads thru rewards and punishments
30
Q

with the transactional leadership style, there are serious limitations for…

A
  • knowledge based or creative work
31
Q

with the transactional leadership style, team members can do little to…

A
  • improve their job satisfaction
32
Q

describe the shared leadership style (4)

A
  • leadership is responsibility of the team, not just the formal leader
  • power is shared amongst the team
  • taking the best of what people have to offer
  • the team has a shared purpose, social support, and input
33
Q

what does LEADS stand for

A

Lead self
Engage others
Achieve results
Develop coalitions
Systems transformations

34
Q

according to the WRHA leadership framework, leadership is…

A
  • the capacity to influence self & others to work together to achieve a constructive purpose
35
Q

the WRHA leadership framework emphasizes that…

A
  • everyone must be ready to lead when required
36
Q

what are Kouzes and Posner’s 5 leadership practices

A
  • model the way
  • inspire a shared vision
  • challenge the process
  • enable others to act
  • encourage the heart
37
Q

what is included in “Model the way” in Kouzes and Posner’s Leadership Practices (2)

A
  • clarify values by finding your voice and affirming shared values
  • set the examples by aligning the action w shared values
38
Q

what is included in “Inspire a Shared Vision” in Kouzes and Posner’s Leadership Practices (2)

A
  • envision the future by imagining exciting and ennobling possibilities
  • enlist others in common vision by appealing to shared aspirations
39
Q

what is included in “Challenge the Process” in Kouzes and Posner’s Leadership Practices (2)

A
  • search for opportunities by seizing the initiative and looking outward for innovative ways to improve
  • experiment and take risks by constantly generating small wins and learning from experience
40
Q

what is included in “Enable Others to Act” in Kouzes and Posner’s Leadership Practices (2)

A
  • foster collaboratively by building trust and facilitating relationships
  • strengthen others by increasing self-determinants and developing competence
41
Q

what is included in “Encourage the Heart” in Kouzes and Posner’s Leadership Practices (2)

A
  • recognize contributions by showing appreciation for individual excellence
  • celebrate the values and victories by creating a spirit of community
42
Q

define: managing

A
  • a process that involves directing activities within an organization
43
Q

what kind of authority do managers carry

A
  • formal authority
44
Q

managing involves…

A
  • responding to daily operations
45
Q

describe following (3)

A
  • interactive and complementary to leadership
  • some are active participants, others are passive
  • some are independent thinkers, others are dependent on leader
46
Q

what are 2 types of nursing leadership roles

A
  • formal leadership
  • clinical leadership
47
Q

describe the roles of formal leadership (3)

A
  • officially designated as leader
  • sets the goals and inspires people to reach those goals
  • has official power –> can reward and discipline
48
Q

what are examples of formal leadership (4)

A
  • unit manager
  • facility manager
  • director of nursing
  • chief nursing officer
49
Q

describe the roles of clinical leadership (3)

A
  • informal leadership role taken on by staff nurses
  • clinical leader focuses on pt care & healthcare team
  • role model, motivates others to excellence, has influence
50
Q

clinical leadership is earned through excellence in… (4)

A
  • clinical skills
  • knowledge
  • communication
  • advocacy skills

NURS 4550: Leadership (2 decks)

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