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487- Leadership/Mngmnt > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

leadership def

A

influencing people, motivating a group towards achieving a common goal

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2
Q

management def

A

leading/directing via deployment and manipulation of resources

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3
Q

leadership v management

A

management- formal title, can hire/fire (legitimate power), manipulate environment/resources to accomplish common goal

leadership- unofficial, can be held by 1+ people, obtained not assigned, focus on group process, interpersonal relationships and empowering others

have to be a good leader to manage. however, doesn’t require management title to lead. ex. can be charge nurse and lead

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4
Q

power def

A

capacity to act, strength to accomplish something

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5
Q

authority def

A

right to give orders or direction

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6
Q

power v authority

A

can have power w/o authority or authority w/o power

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7
Q

5 components of leadership

A

leader, follower, situation, communication, goals

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8
Q

leadership- leader
4 components- #1

A

knowledge- human needs and motivation and how they affect beh.

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9
Q

leadership- leader
4 components- #2

A

self awareness
emotional awareness, coping mech, rxns in difficult situations

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10
Q

leadership- leader
4 components- #3

A

vision
positive outlook

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11
Q

leadership- leader
4 components- #4

A

trust
easy to lose, hard to gain
foundation of all leadership
lvl of trust= outcome of beh and actions

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12
Q

leadership- follower (2)

A

acceptance determines leader’s power

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13
Q

leadership- situation (3)

A

culture of the agency
work demands, degree of interaction, external environmental factors (ex. covid)

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14
Q

leadership- communication (4)

A

purposeful listening
linking ideas and networking

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15
Q

leadership- goals (5)

A

reason for desired beh
leaders should be proactive in formulation goals
shape, not respond

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16
Q

six competencies of leaders, bennis

A

1- clear vision w/ purpose
2- remind people what is important
3- optimistic and see possibilities
4- create culture of candor (open door policy)
5- mentor others and acknowledge ideas/accomplishments
5- strive for results

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17
Q

effective management components- planning

A

use the decision-making process
develop flexible, simple, realistic and specific plans
selecting and setting priorities to achieve results
ex. policy procedures, time management

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18
Q

types of plans

A

strategic- broad range
ex. building new departments
tactical- short term
ex. staffing

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19
Q

effective management components- organizing

A

follows planning process
coordinating work to be done
est. formal structure
ex. hiring, HR management,
**orientation, staff dev, pt care, staffing, scheduling, budget

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20
Q

effective management components- directing

A

“doing phase”

managers direct wrk of employees
ex. communication, delegation, managing conflict, facilitating collaboration

est. direction and influencing ppl to follow it
motivating ppl carry out desired actions

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21
Q

effective management components- directing strategy

A

creating motivational climate through recognition and rewards

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22
Q

effective management components- controlling

A

monitoring supervision and evaluation

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23
Q

effective management components- controlling long description

A

comparing work to predetermined standards of performance or protocols (critical pathways)
ex. quality control, auditing pt outcomes/goals, identifying variences

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24
Q

effective management components- controlling individuals v groups

A

individ- absenteeism, late arrival, med errors, nursing care, prof growth

group- census, falls, infection rates, cost overruns, budget, morale, narcotic counts etc

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25
Q

effective management components- controlling
monitoring methods

A

direct observation (rounding)
chart audits
incident reports
peer eval

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26
Q

nurse managers responsibility

A

balance needs of the staff (morale, competency) and needs of the employer (quality, productivity)

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27
Q

trait theory

A

person born with innate ability
cannot learn to become leader

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28
Q

behavioral theory (3)
(1) authoritarian

A

task focused
ppl extrinsically motivated
commanded, not suggested
vertical communication (top down)

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29
Q

behavioral theory (3)
(2) democratic

A

person focused
horizontal and vertical communication
ideal for groups that work together for extended period of time
members are intrinsically motivated
everyone is responsible for themselves

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30
Q

behavioral theory (3)
(3) Laissez Faire

A

group focused
communication horizontal
ex. brainstorming
no identified leader

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31
Q

situational theory

A

adaptability
leader can alter beh and style depending on situation

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32
Q

situational theory ex.

A

contingency theory

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33
Q

contingency theory components

A

leadership- member relations
task structure
position power

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34
Q

contingency theory- L

A

leadership member realtions
group atmosphere
how well do members freely follow leader

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35
Q

contingency theory- T

A

task structure
clarity of expectations

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36
Q

contingency theory- P

A

position power
amount of authority or legitimate power leader has

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37
Q

management v leadership theories

A

management theories focused on productivity

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38
Q

early management theory ex.
scientific method

A

ex of management theory
standardization of tasks (dev of policies and procedures)
belief that one specific way to accomplish task is the best most effective way

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39
Q

contemporary leader-manager theories ex.
Theory X and Y focus

A

focus on factors that inc
satisfaction
productivity

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40
Q

theory x

A

ppl extrinsically motivated
authoritarian type close supervision
belief that ppl need to be motivated by money and punishment

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41
Q

theory y

A

ppl intrinsically motivated
people are self-directed and can be trusted to get work done

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42
Q

Theory X v Theory Y effectiveness

A

both equal
use of one over the other depends on situation and people working with

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43
Q

Maslow’s hiearchy of needs

A

basic needs must be met first
*does not apply well to the work place

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44
Q

Maslow’s factors (motivators) that drive behavior

A

intrinsic- top 3 lvls (self esteem)
extrinsic- bottom 3 lvls (basic needs)
**organizations must stimulate both

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45
Q

basic needs theory components (APA)

A

achievement
power
affiliation

46
Q

basic needs theory-
achievement

A

desire to excel and overcome

47
Q

basic needs theory-
power

A

desire to influence others and to be in control

48
Q

basic needs theory- affiliation

A

desire to form friendly close relationships and work in pleasant environment

49
Q

operant theory

A

ex of classical conditioning
behaviors can be influenced or associated with specific consequences

ex. employees work motivation is controlled by conditions in the external environment rather than internal needs

50
Q

operant theory- positive reformer

A

stimulus that when added increased the likelihood of operant response

criteria-
must be specific to particular performance
must occur close to the event
goals must be attainable (reward-feedback system)
rewards should be unpredictable and intermittent

51
Q

operant theory- negative reformer

A

used to inhibit undesired beh
punishment AND extinction

52
Q

operant theory- negative reformer
extinction def

A

positive stim that is removed from the environment
effect is usually temporary
ex. don’t get candy because you didn’t pick up your toys

53
Q

transformational v transactional leadership

A

transformational- mutual growth, collective purpose
result= performance goes beyond expectations

transactional- concerned w/ day to day operations management by exception, only present when putting out fires
result oriented, task focused
result= expected outcomes

*both seen in a good leader

54
Q

transactional leadership

A

does not individualize the needs of followers or focus on their personal dev
use (contingent rewards) to reinforce beh
watch followers for mistakes and take corrective action (management by exception)

55
Q

transformational leadership factors (CIII)

A

charisma (self-confident, greatly respected)
inspirational motivation
intellectual stimulation
individual consideration

56
Q

transformation leader activities (4)

A

D

create a vision
build social environment provides meaning
sustain trust
recognize importance of building self-esteem

57
Q

followership participation factor 1

A

D

there can be no leader w/o followers and vise versa

58
Q

followership participation factor 2

A

followership can be cultivated, learned and developed
followers needs to dev new ideas, actively participate and invest time

59
Q

followership participation factor 3

A

followers are expected to support leaders
ex. ask questions, give feedback

60
Q

followership participation factor 4

A

cooperation and collab btw leader and followers=
inc group effectiveness

61
Q

effectiveness of a leader

A

determined by follower’s goals, needs, abilities and degree of involvement

62
Q

pygmalion effect

A

positive thinking
self-fulfilling prophecy
if i think i can, I can

63
Q

critical thinking def

A

mental process
conceptualizing, applying, analyzing, synthesizing and evaluating info to reach conclusion

64
Q

critical thinking attributes (5)

A

reflective
non biased, open
creative
connects ideas
challenges/questions the norm to dev alternative solutions

65
Q

problem solving def

A

systematic process directed towards solution of a problem
id problem and find solution

66
Q

decision making def

A

solution altern. are weighed and one is selected
*does not require a problem
ex of decision making could be deciding where to eat

67
Q

problem-solving v decision making

A

both require critical thinking
problem solving- diagnosing problem and solving it

decision making- always involves choices of alternate solutions , may or may not involve a problem

68
Q

problem solving- theoretical approach
7 steps

A

id/define problem
gather data
analyze info
dev solutions
select solution
implement solution
eval solution

69
Q

problem solving strategies (5)

A

direction intervention (physical, verbal)
indirect intervention (get convo going)
delegation
purposeful inaction
collaboration group

70
Q

components of decision making

A

framework model (nursing process)
collect data, interpret and eval to select EB intervention
intuition (relevant v irrelevant info)

71
Q

decision making styles (AC JD)

A

authoritative
consultive
joint decision making
delegative

72
Q

decision making
individual factors

A

age, educational lvl, experience, communication, emotions/perceptions ex. self esteem

73
Q

decision making environmental factors

A

task complexity, time constraint, interruptions, professional autonomy

74
Q

what approach is needed to problem solving and decision making

A

structured approach
ex. trial and error, self solving, past experiences, scenario planning, cost/benefit analysis, group decision

this approach increases clinical reasoning

75
Q

decision-making, problem-solving
challenges

A

low self-esteem
authoritative personality
inexperienced
rigid management style, tunnel vision
preconceived ideas
groupthink (members influence each other and begin to all think alike)

76
Q

decision-making, problem-solving
challenges

A

low self-esteem
authoritative personality
inexperienced
rigid management style, tunnel vision
preconceived ideas
groupthink (members influence each other and begin to all think alike)

77
Q

written communication
ex.

A

policies, procedures, check list
acts a reciept

78
Q

in person communication

A

if needs immed addressing
emotional issues

79
Q

nonverbal communication

A

tone, eye contact etc
non-verb comm needs to be congruent w/ verbal message
affects clarity and interpretation of message
Most important

80
Q

top down, down up, horizontal comm

A

downward to subordinates
upward to manager
across to coworkers

81
Q

assertive comm

A

best form
calm, speak clearly, composure, guide convo

82
Q

aggressive comm

A

abusive, advocate for self
want to intimidate/dominate

83
Q

passive aggressive

A

nonchalant, act suddenly out of anger, indirect and subtle

84
Q

role of communication tech

A

pt safety
inc job satisf
continuity of care
creates posit work environment
improve pt outcomes

85
Q

active listening- GRRRR

A

greeting (simple, est. professional dial0
respectful listening
review (confirm comprehension)
recommend/request more info
reward (thanks for taking time to meet w/ me)

86
Q

qsen

A

quality and safety education for nurses

87
Q

qsen function

A

initiative to improve quality and safety in nursing education

88
Q

qsen 6 componenets

A

quality improvement
safety
informatics
EBP
teamwork
pt centered care

89
Q

grp dev leadership role* (adagp)

A

assess
design
appoint members/ representation
generates ideas
problem solve

90
Q

5 stages of group development (“ormings”)

A

forming
storming
norming
performing
termination

91
Q

forming- leader’s role

A

est indiv identity
acquaint ppl, engage

92
Q

storming- leader’s role

A

confront and negotiate problems

93
Q

norming- leaders role

A

est rules
leader- test for consensus. is everyone on same pg

94
Q

performing- ldrs role

A

keep group focused

95
Q

termination- ldrs role

A

help summarized work and provide feedback

96
Q

nonfunctional roles in group- aggressor

A

attacks, likes to joke

97
Q

nonfunctional roles in group- recognition seeker v help seeker

A

teachers pet
manip ppl for sympathy. can distract grp from goals

98
Q

nonfunctional roles in group- dominator v blocker

A

controls and manipulates
persistently negative and not open to new things

99
Q

nonfunctional roles in group- playboy v zipper mouth

A

never serious, off topic
very quiet, not contribute

100
Q

dysfunctional grp beh- grp think

A

indiv ideas disreguarded, all supposed to think the same
ex. politics

solve-
nominal technique (brainstorming)
devils advocate for alt. options

101
Q

dysfunctional grp beh- social loafing

A

ppl put in less effort because they are not indivi tested

solve-
make work more challenging and stimulating

102
Q

dysfunctional grp beh- scapegoating

A

using o/ as excuse for beh or not doing work

solve-
address directly

103
Q

dysfunctional grp beh- hidden agenda

A

solve-
remove person from group

104
Q

strategies for hostile aggressive

A

ppl usually have unmet needs
ex. frustrated physician

give person time/space to cool down, have convo in private room, focus on solution (pt’s best interest)
use “I” sentences

105
Q

strategies for constant complainers

A

cause- low self esteem, feel undervalued, unmet needs

help reframe things positively
don’t always agree (ask person to dev + solution)
challenge “all” words (I always get stuck here)

106
Q

strategies for silent/unresponsive

A

reason= low self esteem, shy

ask open ended questions
give extra time to respond
time limits for discussion
allow for written communication

107
Q

strategies for know it all

A

reason- thrives off recognition

avoid direct challenges to person’s personality
ask person questions about topic
education yourself about topic

108
Q

s/s poor time management

A

always busy
rushing from disaster to disaster
diff making/sched app.
you think you’re the only one qualified for the job

109
Q

time management tool

A

coveys matrix
1= urgent and important
4= not urgent and not important

110
Q

common struggles when trying to manage time

A

addressing whatever comes first instead of prioritizing
path of least resistance (easier to complete yourself than delegating)
responding to most persistant/vocal complaints
managing by default
waiting until inspired to address task

487- Leadership/Mngmnt (3 decks)

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