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NURS 4550 > Class 1 - leadership > Flashcards

Class 1 - leadership Flashcards

1
Q

How does Hoffart define leadership?

A

an interactive process that provides needed guidance and direction

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2
Q

What are the 3 elements/dynamics needed for leadership?

A

leader, follower, situation

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3
Q

How does MacPhee define leadership?

A
  • the process of engaging and influencing others
  • critical thinking, action & advocacy - in all roles and domains of nursing practice
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4
Q

What are the 2 competencies for nursing leaders

A

emotional intelligence & appreciative inquiry

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5
Q

Describe emotional intelligence

A

a leader who is in the moment

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6
Q

describe appreciative inquiry

A
  • a leader who can appreciate the good, not just the bad
  • have the ability to look at the positive/ not focus only on the negatives
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7
Q

what is formal leadership

A

an individual who occupy designated admin or management positions in an organization

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8
Q

What do formal leaders do?

A
  • officially designated as leader
  • set the goals, inspires people to reach those goals
  • has official power (can reward and discipline)
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9
Q

What are examples of formal leadership roles

A
  • CEO
  • CNO
  • unit manager
  • supervisor
  • faculty manager
  • Director of nursing
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10
Q

What is informal (clinical) leadership

A
  • an individual who do not occupy a designated admin or management position also occurs in organizations
  • seen as leader by peers
  • respected for abilities & knowledge
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11
Q

What do informal leaders do?

A
  • leader focuses on patient care & health care team
  • role model, motivates others to excellence, has influence
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12
Q

Clinical leadership earned through excellence in…

A
  • clinical skills
  • knowledge
  • communication
  • advocacy skills
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13
Q

what are the attributes of effective leadership

A
  • followers: there are no leaders w/o followers (vice versa)
  • vision: leader’s ideological statement of a desired, long-term future for an organization
  • communication: essential function
  • decision making
  • change: transition from old to new
  • social power: potential influence of one over another
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14
Q

According to Hoffart, what are the competencies for nursing leaders

A
  • personal qualities
  • interpersonal skills
  • thinking skills
  • setting the vision
  • communicating
  • initiating change
  • developing people
  • healthcare knowledge
  • management skills
  • business skills
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15
Q

What is the link between nursing leadership and outcomes

A

good leadership = positive outcome

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16
Q

what positive outcomes arise with good leadership

A
  • improve patient safety
  • decrease burnout
  • decrease turnover
  • increase job satisfaction
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17
Q

what are the 4 leadership theories

A
  • great man theory/ trait theories
  • behavioural theories
  • situational-contingency theories
  • contemporary theories
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18
Q

Trait Theory Description

A
  • innate qualities & personality features
  • a line of research that examines which individual characteristics we should pursue to lead effectively
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19
Q

What are the assumptions within the Trait Theory

A
  • leaders are born, not made
  • great leaders arise when the need for them is great
20
Q

Behavioural Theory Descriptio

A

focuses on actions and reactions of leaders & followers

21
Q

What is an assumption within the Behavioural Theory

A

leader behaviour can be learned

22
Q

What are the leadership styles within the Behavioural Theory

A
  • autocratic
  • democratic
  • laissez-faire
  • transactional, transformational, and shared
23
Q

Democratic Leadership Style description

A
  • encourages staff to share ideas, but leader has final decision (collaborative)
  • 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
24
Q

Laissez-Faire Leadership Style description

A
  • 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 experiences and skills self-starters
  • occurs when managers can’t be bothered or don’t have skill
25
Q

What are the leadership styles within the Contemporary Theory

A
  • transformational
  • transactional
  • shared leadership
  • Kouzes & Posner Five Leadership Practice
26
Q

Situational-Contingency Theories description

A
  • aim to explain why some leadership approaches are affective in one situation and not in another
  • effective leadership style
  • leader can modify style to the situation, especially the needs of the team members
27
Q

What is the situational theory

A
  • there is no ‘one-size fits all’ model; certain traits, skills, and styles fit better in one situation than another
  • situation is static and the leader must adapt to it
28
Q

What is the contingency theory

A
  • assumes leader’s default style is fixed; fit the right leader to the situation
  • effective leadership is ‘contingent’ on matching the leader’s style to the setting
29
Q

Transformational leadership style description

A
  • leaders gain buy-in and commitment by encouraging their followers; leaders inspire their followers to achieve goals
  • leader creates the organizational vision
  • leader & followers set goals and work together to achieve them
  • leader is collaborative and participative
30
Q

What are characteristics of a transformational leader

A
  • charismatic
  • considerate
  • inspirational
31
Q

Examples of transformational leaders

A
  • Nelson Mandela
  • Mahatma Gandhi
  • Ab. Lincoln
  • Mother Theresa
32
Q

Transactional leadership style description

A
  • 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
33
Q

Which theory is a blend of transformational and transactional leadership

A

Servant theory

34
Q

Servant Theory description

A

if a leader make a priority of identifying and meeting followers’ needs, that leader creates an environment of trust and cooperation, and reciprocal service, ultimately higher performance

35
Q

Shared Leadership Style description

A
  • leadership is the responsibility of the team, not just the formal leader
  • power is shared amongst the team (everyone is equal)
  • taking the best of what people have to offer
  • the team has a shared purpose, social support, and input
36
Q

What does LEADS stand for

A

Lead self
Engage others
Achieve results
Develop coalitions
Systems transformations

37
Q

How are LEADs defined according to the WRHA Caring Environment Framework

A
  • “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 requiredW
38
Q

What are the Five Leadership Practices (Kouzes & Posner)

A
  • model the way
  • inspire a shared vision
  • challenge the process
  • enable others to act
  • encourage the heart
39
Q

K&P: Model the way

A
  • clarify values by finding your voice and affirming shared values
  • set the example by aligning the action with shared values
40
Q

K&P: Inspire a Shared Vision

A
  • envision the future by imagining exciting and ennobling possibilities
  • enlist others in common vision by appealing to shared aspirations
41
Q

K&P: Challenge the Process

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
42
Q

K&P: Enable Others to Act

A
  • foster collaboration by building trust and facilitating relationships
  • strengthen others by increasing self-determination and developing competence
43
Q

K&P: Encourage the Heart

A
  • recognize contributions by showing appreciation for individual excellence
  • celebrate the values and victories by creating a spirit of community
44
Q

Describe managing

A
  • a process that involves directing activities within an organization
  • responding to daily operations
  • managers carry formal authority
45
Q

Describe following

A
  • interactive and complementary to leadership
  • some are active (get involve) participants, others are passive (just do the 9-5)
  • some are independent thinkers, others are dependent on leader
46
Q

What are the 5 traits of someone high emotional intelligence

A
  • Self awareness
  • managing emotions
  • motivating oneself
  • empathy
  • social skill

NURS 4550 (13 decks)

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