Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Leadership > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

What does management encompass?

A
  • task oriented
  • stability
  • order and consistency
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

What does leadership encompass?

A
  • people-oriented
  • innovation brings upon change
  • trust & integrity turn into self-confidence
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What are some good qualities for a leader to have?

A

Trust & integrity= self-confidence.

Humility, caring, passion, curiosity, daring, commitment to excellence, guiding vision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Sherman’s 2012 article on Transformational Leadership:

Charisma and trust (idealized influence)

A

reflects a leader’s ability to inspire high standards and serve as a role model for outstanding professional practice

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q 
Sherman’s 2012 article on Transformational Leadership: 
Inspirational motivation (communicate a vision)
A

refers to the leader’s ability to communicate a vision others can understand and help develop

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q 
Sherman’s 2012 article on Transformational Leadership:
Intellectual stimulation (staff innovations and creativity)
A

provided by a leader who asks for and values staff input, challenges followers to develop creative and innovative solutions, and continually seeks ways to provide growth and development opportunities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Sherman’s 2012 article on Transformational Leadership:

Individual consideration

A

refers to the leader’s commitment to coaching and mentoring, as well as awareness of and concern for the individual needs of nursing staff

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Practices for developing transformational leadership from Clavelle & Prado-Inzerillo’s article:
Modeling the way

A

model the way by setting an example for people to follow, demonstrate open communication and enthusiasm

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Practices for developing transformational leadership from Clavelle & Prado-Inzerillo’s article:
Encouraging the heart

A

enable input into key decisions from all levels of organization, appreciating individual contributions and celebrating accomplishments

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Practices for developing transformational leadership from Clavelle & Prado-Inzerillo’s article:
Inspiring a shared vision

A

effectively envision it yourself and describe it in a way that elicits excitement. Everyone is aligned in purpose and action

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Practices for developing transformational leadership from Clavelle & Prado-Inzerillo’s article:
Enabling others to act

A

enlist people to participate in new opportunities and engage them in collaborative activities, creating a sense of trust and empowerment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Practices for developing transformational leadership from Clavelle & Prado-Inzerillo’s article:
Challenging the process

A

taking risk and experiment with new ideas and learn from mistakes so they can support positive change and identify new opportunities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Example(s) of “modeling the way” according to Clavelle & Prado-Inzerillo’s article

A

a nurse leader wants his staff to sit with pts for a few minutes to increase engagement, so he purposely sat with pts when he rounded and modeled behaviors that he wanted his staff to learn and adopt.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Example(s) of “encouraging the heart” according to Clavelle & Prado-Inzerillo’s article

A

when a nurse won an award, the leader recognized it by sending a global email

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Example(s) of “inspiring a shared vision” according to Clavelle & Prado-Inzerillo’s article

A

One nurse leader exemplified
this behavior when three of her clinical units were consolidated into one service line. She solicited staff input on what this new structure should entail, generated excitement about the new competencies they would gain by caring for pts both on and off of the intensive care unit, and explained how the pts and organization would benefit overall. In 1 month, 100 RNs eagerly cross-trained for all three clinical units.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Example(s) of “enabling others to act” according to Clavelle & Prado-Inzerillo’s article

A

when a leader allowed staff to self schedule, she noticed a decrease in call outs

17
Q

Example(s) of “challenging the process” according to Clavelle & Prado-Inzerillo’s article

A

two clinical units were experiencing communication challenges, a nurse leader helped improve the relationship between the two clinical specialties when she encouraged nurses from one specialty to conduct mobile rounds in the other. After two nurses became engaged in earnest transparency to engage and improve communication, their efforts became contagious, motivating everyone to foster more collaborative relationships.

18
Q

What are the components of the management process?

A

planning > organizing > coordinating and directing > controlling

19
Q

What is planning when it comes to the management process?

A
  • strategic

- tends to be long term planning OR tactical – short-term (projects or staffing)

20
Q

What is organizing when it comes to the management process?

A

-allocating resources -finding the work, people, and environment

21
Q

What is directing when it comes to the management process?

A

establishing a direction and convincing people to follow

22
Q

What is controlling when it comes to the management process?

A
  • ensure the proper processes are followed, follow the rules, standards of performance
  • benchmarks, evaluation and constant re-evaluation
23
Q

What is emotional intelligence?

A

Ability to perceive, understand and control one owns emotions as well as those of others

24
Q

What is internal climate in relation to communication?

A

includes internal factors such as values, feelings, temperament, and stress level

25
Q

What is external climate in relation to communication?

A

weather, temp, timing, status, power, authority, organization

26
Q

What are some key factors that enhance communication?

A
  • Communication must be clear, simple, and precise.
  • Senders should seek feedback whether communication is received.
  • Multiple communication methods should be used.
  • Unnecessary information should not be disclosed.
27
Q

Definition of information decay described by Anthony & Preuss (2002).

A

how fast does the info become useless

28
Q

Definition of saliency described by Anthony & Preuss (2002).

A

what info is important!!

29
Q

Definition of funneling described by Anthony & Preuss (2002).

A

progressive loss of information as it is passed from one another (like playing telephone)

30
Q

What is the difference between assertive and aggressive communication?

A
  • Assertive: to the point, directed at situation

- Aggressive: placing the blame on someone and not the situation

31
Q

What are the 4 stages of group formation?

A
  1. ) forming
  2. ) storming
  3. ) norming
  4. ) performing
32
Q

Which parts of group formation does “forming” include?

A
  • high degree of guidance needed from manager
  • individual roles are unclear
  • process usually not well established
33
Q

Which parts of group formation does “storming” include?

A
  • understanding how team decisions are made

- purpose is clear, but the team relationships are blurry

34
Q

Which parts of group formation does “norming” include?

A
  • relationships are well understood in the team
  • commitment to team goals
  • begins to work to optimize team process
35
Q

Which parts of group formation does “performing” include?

A
  • team is committed to performing well
  • focuses on being strategic
  • team runs well with little oversight
36
Q

What are the 5 rights of delegation?

A
  1. Right Task
  2. Right Circumstance
  3. Right Person
  4. Right Direction/Communication
  5. Right Supervision and Evaluation
37
Q

Things that a LPN’s in Tennessee CANNOT administer

A 
•Chemotherapy
•Serums
•Oxytocics
•Tocolytics
•Thrombolytics
•Blood or blood products
•Titrated medications and dosages calculated and adjusted by the nurse based on patient assessment
and/or interpretation of lab values and requiring the nurse’s professional judgment
•Moderate sedation & Anesthetics
•Paralytics
•Investigative or experimental drugs.
38
Q

Task that MAY be delegated to the UAP

A 
•Bathing
•Feeding - NOT FOR PTS WITH DYSPHAGIA
•Gastrostomy feedings in established systems - NOT IF IT GOES THROUGH AN AIRWAY
•Maintaining safety
•Measuring and recording
intake and output
•Simple dressing changes
•Postmortem care
•Vital signs
39
Q

Task that CANNOT to delegated to the UAP

A
  • Assessment
  • Care of invasive lines
  • Client education
  • Creating a nursing care plan
  • Evaluation of care effectiveness
  • Giving telephone advice
  • Insertion of NG tubes
  • Interpretation of data
  • Performing triage

Leadership (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions