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4550 Leadership & Change Management > Class 1 Leadership 1 > Flashcards

Class 1 Leadership 1 Flashcards

1
Q

An interactive process that provides guidance & direction.

A

Leadership

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2
Q

What are the three elements needed for leaderhsip?

A

Leader. Follower. Situation.

+knowledge, skill set

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3
Q

The process of engaging and influencing others.

Critical thinking, action, & advocacy — all roles and domains of nursing practice

A

Leadership

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4
Q

What are competencies for nursing leaders

A

Emotional intelligence, appreciative inquiry

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5
Q

What are the attributes if effective leadership?

A
  1. Follovers
  2. Vision
  3. Communication - also about listening
  4. Decision making
  5. Change
  6. Social power
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6
Q

Competencies for Nursing Leaders

A

• Personal qualities • Interpersonal skills • Thinking skills • Setting the vision • Communicating • Initiating change • Developing people • Health care knowledge • Management skills • Business skills

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7
Q

What is the “GREAT MAN THEORY”

A

Suggests that traits are innate qualities & personality features

Assumes that a leader is d]born, not made.
Great leaders arise when the need for them is great.

Someone is born to be a leader

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8
Q

What is the leadership theory where the leader makes the descisionnall the time?

A

Autocratic

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9
Q
  • behavioural leadership theory
  • leader encourage staff but leader makes final descision
A

Democratic

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10
Q
  • theory where leader provides tools, little guidance, team makes descision
  • when a lot of educated autonomous people/staff can manage on their own
  • it is a behavioural theory
A

Laissez-faire

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11
Q

• Focuses on actions and reactions of leaders & followers • Assumes leader behavior can be learned

A

Behavioural Theories

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12
Q

Examples of Behavioural Theories

A

• Autocratic
• Democratic
• Laissez-faire
• Transactional, Transformational, and Shared

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13
Q

• 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

A

Democratic Leadership Style

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14
Q

• Leader provides tools, but give very little guidance • Team members make decisions • Requires good communication to be effective • Effective when individual team members are very experienced and skilled self-starters • Occurs when managers can’t be bothered or don’t have skill

A

Laissez-Faire Leadership Style

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15
Q

• Aim to explain why some leadership approaches are effective
in one situation and not in another
• Effective leadership style
• Leader can modify style to the situation, especially the needs
of the team members

+ focus on the leader adapting their style while taking into account the environemnt
+ leader decides on what style will ‘fit’ best

A

Situational-Contingency Theories

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16
Q

What are Contemporary Theories

A

• Transformational • Transactional • Shared Leadership • Kouzes & Posner Five Leadership Practice

17
Q

 leaders inspire their followers to achieve goals  charismatic & considerate  Examples – Nelson Mandela, Mahatma Ghandi

• The leader creates the organizational vision
• Leader & followers set goals and work together to achieve
them
• Characteristics – charismatic, considerate, inspirational
• Transformational leader is collaborative and participative

A

Transformational leadership (contemporary)

18
Q

• Leader manages day to day operations
• Leads through rewards and punishment
• Serious limitations for knowledge-based or creative work
• Team members can do little to improve their job satisfaction

A

Transactional Leadership Style

19
Q

• 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

A

Shared Leadership Style

20
Q

“Leadership is the capacity to influence self and others to work together to achieve a constructive purpose.”
• Key skills, behaviours, abilities and knowledge required to
lead in all sectors of the health system
• Emphasizes that everyone must be ready to lead when
required
WRHA leadership framework

A

LEADS in a Caring Environment Framework

21
Q

What does LEADS stand for?

A

Lead self
Engage others
Achieve results
Develop coalitions (partnerships, teams, organizations)
Systems transformations (making changes)

22
Q

What are Kouzes and Posner’s Five Leadership Practices?

A

• Model the way • Inspire a shared vision • Challenge the process • Enable others to act • Encourage the heart

23
Q

What is the link between nursing leadership and outcomes

A
  1. Improved nurse outcomes — increase job satisfaction, empowerment, autonomy
  2. Improved pt outcomes — increase pt satisfaction, pt safety, decrease adverse effects, decrease complications
24
Q

• A process that involves directing activities within an organization
• Responding to daily operations
• Managers carry formal authority

A

Managing

25
Q

• Interactive and complementary to leadership
• Some are active participants, others are passive
• Some are independent thinkers, others aredependent on leader

A

Following

26
Q

 Officially designated as leader
 Examples – Unit Manager, Facility Manager, Director of
Nursing, Chief Nursing Officer
 Sets the goals, inspires people to reach those goals
 Has official power – can reward and discipline

A

Formal Leadership

27
Q

focuses on patient care & health care team

Role model, motivates others to excellence, has influence

earned through excellence in:
o clinical skills
o knowledge
o communication
o advocacy skills

A

CLINICAL LEADERSHIP

28
Q
  • Position is one selected or allowed by a group.
    Power comes from knowledge, credibility, and ability to motivate others Goals / visions: Goals and visions arise from personal interests and passion and may not be synonymous with the goals of the organization
    Risk level: High-risk level, high-risk creativity, and innovation are involved Degree of order: Relative disorder seems to be generated
    Nature of activities: Activities are those related to vision and judgement
    Focus: Focus is on people
    Perspective: Long-range perspective, with an eye on the horizon is critical
A

LEADERSHIP

29
Q

Position is one appointed by someone higher in the organization
Power arises from the position of authority
Goals and visions are those espoused or prescribed by the organization
Low-risk, balance, and maintaining the status quo are involved
Rationality and control prevail
Activities are those related to efficiency and cost effectiveness
Focus is on systems and structure
Short-range perspective, with an eye on the bottom line often dominates

A

MANAGEMENT

30
Q

Examines which characteristics we should pursue to lead effectively.

Pros: Easy to use ( “Be like this and people will follow you”),
Cons: dozens of traits and no single set has emerged as the ideal for all circumstances, overwhelming.

A

TRAIT THEORY

31
Q

There’s no “one size fits all” model. Certain skills, traits, and models fit better in one situation than another (Ex. coaching a highschool boys team may require a different approach than coaching highschool girls. They have same objectives and standards but boys may need more of a disciplinary coach and girls need a highly relation coach)

A

SITUATIONAL THEORY

32
Q

Similar to situational however, with situational the situation is static and the leader should adapt to it. THIS theory assumes that the leader’s default leadership style is fixed (meaning they can’t change their style of leadership to fit the situation like you can in situational theory). This theory suggests to fit the right leader to the situation. Effective leadership is “____” on matching the leaders style to the setting

A

CONTINGENCY THEORY

33
Q

They encourage followers, care for them, inspire them towards a vision. They transform the environment and relationships. Cultivating follower-ship rather than paying for it or punishing non-compliance

A

TRANSFORMATIONAL THEORY

34
Q

If a leader makes a priority of identifying and meeting followers needs, serving rather than being served. That leader creates an environment of trust and cooperation and reciprocal service, and higher performance. People follow out of love and gratitude rather than out of compulsion or fear

A

Servant theory

35
Q

individuals who do not occupy designated administrative or management positions in an organization. Individuals are perceived as informal leaders by their supervisors and peers because of their capabilities and actions.”

A

Informal/Clinical Leadership

36
Q

What does LEADS stand for

A

Lead self: Focus on self to become effective leader
Engage others: learn to work and relate with others
Achieve results: set specific outcomes
Develop coalitions: build partnerships/teams/organizations to achieve goals
Systems transformations: make major changes

37
Q

is about getting the job done and ensuring that people have the necessary resources to get the job done. Effective managers are able to set goals and objectives and ensure that they are met within established timelines and budgets

A

Management

4550 Leadership & Change Management (12 decks)

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