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NRSG 487 > Exam 1 theories > Flashcards

Exam 1 theories Flashcards

1
Q

Leadership theory- trait theory

A

People have innate abilities or-characteristics which make them good Leaders

_born with it: ability over learning

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2
Q

Behavior theory- authoritarian

A

task focused. strong control over people in a group. directions are command’s not suggestions. Motivated by coercion

Top focused decisions clear direct made by leaders

communication- flows down vertically-ex military

Used when people need extrinsic. motivation

Best for emergencies:cpR, RAT,

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3
Q

Behavioral theory-Democratic

A

person focused- everyone should Freedom of belief + action within boundaries

  • everyone is responsible for themselves + the group
  • concern for everyone as a unique individual.
  • less control, team work, group cooperation- ex- group project
  • communication: Flows up + down- Also Flows horizontally Between members- extrinsic motivation
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4
Q

‘Behavioral theory- Laissez-Faire

A
  • group focused- All control + decision making goes to the group
  • communication- All horizontal
  • Best for groups that don’t need leaders-Brainstorming when need to generate solutions.
  • intrinsic motivation - ppl just need to know what toDo- are not told what to do.
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5
Q

situational theory- contigency theory-

A

Focus is on leadership situations. different situations demand different kinds of leadership

-A leader has choices-alter Behavior + style: Authoritarian, Democratic, or laissez-Faire depending on the situation

Ex. Authoritarian W/ discipline, democratic staff meeting,

Situations are most favorable when a leader has good leader- member relations positive group atmosphere has a clear + structured, task, and has legitimate power-if all in place a leader can get things done and make changes.

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6
Q

contigency theory-situational theory -3 aspects- know the stems!

A

① LEADERSHIP-member relations-good W/ trust + relationships

② TASK STRUCTURE-clear + structured tasks

③ POSITION POWER- authority for reward/punisnment- legitimate power

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7
Q

early management -scientific method theories

A

Early management theories focus on getting as much work as possible out of each employee (on Final)

‘managers keep careful records of amount of work. accomplished + reward those who accomplish the most

authoritarian

task aspect emphasized - ex Functional nursing-only do specific tasks

Most efficient form of staffing-Not the best

AS MUCH WORK AS POSSIBLE OUT OF A PERSON + TASK FOCUSED

-scientific method- ALL ABOUT STANDARDIZING THE WORk (PROTOCOL FOR EVERYTHING) ACCOMPLISH THE TASK

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8
Q

contemporary leader-manager theories

①theory x

A

THEORY X- typical human is lazy irresponsible, lacks intelligence, has little ambition + does not like work.

  • Authoritarian- get job done with close supervision
  • extrinsic motivation W/ threats of punishment. (rewards/punishment)
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9
Q

contemporary leader-manager theories

②theory y

A

Work itself + be motivating and rewarding. People can be trusted to do the job right. People can be self-directed, they like work + seek responsibility

  • encourage growth, provide guidance, foster good enviro ppl

INTRINSIC MOTIVATION

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10
Q

Contemporary leader-manager theory- maslow’s hierarchy

extrinsic vs intrinsic

A
  • basic needs must be met
  • motivators - Factors that drive Behavior

Extrinsic - motivation from outside of person- fiscal reward after work is done

Intrinsic - motivation from inside of self - need for recognition self- esteem, ect… Everyone motivated internally somewhat.

Good organizations stimulate both- pay+l sense of Belonging

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11
Q

contempory theory- Basic know stems need theory

A

① Need for ACHIEVEMENT

② Need for POWER

③ Need for AFFILIATION

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12
Q

contempory theory- operant theory

A
  • reward/punishment system- Behavior becomes associated with a particular consequence
  • HUMAN BEHAVIOR CAN BE CONTOLLED BY MANIPULATING THE CONSEQUENCES OF BEHAVIOR.
  • positive reinforcement-extrinsic
  • negative reinforcement-punishment + extinction is a positive stimulus removed from enviro. Not as effective-only temporary
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13
Q

operant theory-positive reinforcement

4 CONDITIONS KNOW FOR EXAM -Probably D all of the above

A

-stimulus that when added to a situation,strengthens the likelihood of an operant response-more effective then negative

①must be SPECIFIC to a particular performance

②must be CLOSE to a particular event

③reward- feedback system must be achievable. Goals must be attainable

④Rewards should be UNPREDICTABLE + INTERMITTENT- can’t be routine+ not constant-Random

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14
Q

Types of leaders- transactional

A

Traditional manages- day to day operations- set goals, give directions, and use rewards to reinforce Behavior.

-not concerned W/ persons needs/health or focus on their personal needs

① contingent Reward -come to work + get paid

②management by exception-day to day work, watch ppl closely for mistakes or rule violations + then take correctional actions

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15
Q

Transactional leaders -① contingent reward

A

Contingent reward- survey followers needs + sets goals for them base on what can be expected from them. Set . goals + get benefits

  • it is exchange process that followers receive a reward for Service
  • fee for service-do work + get paid.
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16
Q

transactional Leaders - management by exception

A
  • management by exception focused on day-to-day operations+ focused on the maintenance + management of ongoing routine work.
  • leaders will watch followers closely for mistakes or rule violations + then takes corrective action-factor x comes in
  • just putting out fires- reactive not proactive: only react when a problem occures-don’t try to prevent thing from happening
17
Q

transformational leaders

A

Are committed leaders who motivate**followers to perform to their full potential overtime by influence a change in perceptions t by providing a sense of Direction/vision **

  • persons engage w/ others so that leaders + followers raise each other to higher levels of motivation.- focus on collective purpose + mutual growth.
  • maslow-self actualization-collective purpose
  • 4 factors wl transformational leaders-charisma, inspirational motivation, intellectual stimulation,individual consideration
18
Q

Transformational leaders- 4 factors- will be a essay** . .

① Charisma

A

Strong role model, desire to influence, self-confident + strong moral values, shows competence, greatly respected

-have apresence people drawn to them- MLK,Nelson Mandela- ppl listen to what they say

19
Q

Transformational leaders- 4 factors- will be a essay** .

②inspirational motivation

A

Communicates a vision + high expectations -they give their people rewards-responsibility + status

-ie do good work put them on a committee

20
Q

Transformational leaders -4 factors

③ intellectual stimulation

A

They support followers as they try new approaches. They help their learn + develop

  • send ppl to conferences to learn + come back edu. Peers
21
Q

Transformational leaders -4 factors

④individual consideration*****

A

They get to know their people, they listen carefully

  • know what’s going on w/ their people- whose getting married, pregnant, divorces

** critical + probably one of most important

22
Q

Four activities of a transformational leader*****

A

① create a vision

②build a social environment that provides meaning for employees

③sustains trust

④recognizes the importance of building self-esteem in staff

23
Q

followership

A

Interpersonal process of participation by following

24
Q

Follower ship components ④ probably D all of above

A

① there can be no leaders w/out followers + there canbe no followers w/out leaders

②follower ship is an art + skill that can be learned, cultivated + developed. + followers need to be self-directing,actively participating, practicing individuals who invest time + energy, think critically, + advocates for new ideas
.
③followers are expected to support the Leaders by asking questions, giving thoughtful feedback, and working to achieve goals.

④ cooperationand collaboration between leaders + followers enhances the group’s effectiveness.

25
Q

Servant leadership

A

Leaders choose First to serve others versus those who are leaders 1st t then choose to serve

** servant leader put others 1st- choose to serve others to be a leader

26
Q

Pygmalion effect

A

Self-fulfilling prophecy: believe you can you can, if don’t may not succeed.

27
Q

Leaders quote

A

Leader the leader communicates clearly the expectation that the group will perform well, members are bright t motivateand will work in positive ways. The goal will be fulfilled. Visa verse

if unmotivated, incapable, or uninterested= will fail

NRSG 487 (4 decks)

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