Brainscape's Knowledge GenomeTM

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


See full index

Level 5 > Leadership > Flashcards

Leadership Flashcards

1
Q

What is Leadership?

A

influencing people to achieve common goals

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

What are Kouzes & Posners four traits of effective leaders? How were they gathered?

A

Common traits across cultures, ethniticites, age and education

  1. Honesty - truthful, ethical
  2. Forward looking - sense of direction
  3. Inspiring - enthusiastic, energetic
  4. Competent - relevent experience
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What did Kouzes and Posner conclude about leadership

A

Credibility = combination of honesty, forward looking, inspiring and competent.

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

What tasks did gardner believe differentiated leadership from management?

A
  1. Envisioning goals
  2. Affirming values
  3. Motivating
  4. Managing
  5. Achieving workable unity
  6. Explaining
  7. Serving as a symbol
  8. Representing group
  9. Renewing
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What were Grossman & Valiga’s elements of leadership?

A
  1. Vision
  2. Communication skills
  3. Change (knowing when needed)
  4. Stewardship (serving others)
  5. Developing and renewing followers
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What is emotional IQ?

A

Ability to manage selfs and relationships effectively

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

What are the 4 fundamental parts of EI?

A
  1. Self awareness (knowing self)
  2. Self management (honesty, initiative)
  3. Social awareness (empathy, politics)
  4. SOcial skills ( communication, conflict management, teamwork)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

What are Sullivan and deckeres 4 styles of leadership?

A
  1. Autocratic
  2. Democratic
  3. Laissez-fairre
  4. Bureaucratic
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What is the autocratic leadership style?

A

Followers are motivated by external sources such as power, and authority. Leader makes all the decisions. Can use coercion or and punishment

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

What is the democratic leadership styles ?

A

Followers want to be active participants in decisions. Majority rules style, work together towards achievement.

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

What is the Laissez-faire leadership style -

A

Followers motivated by internal drives. Leader provides little or no direction. Abdicates responsibilities

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

What is the bureacratic style leadership?

A

Followers are motivated by external forces. Leader makes decisions based off of policies and rules to direct work

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

Why does Goleman have a different perspective on leadership styles?

A

Believes that organization structures are complex. NOt all leadership styles are appropriate all the time. Many may need to be

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

What are Goleman’s 6 styles of leadership?

A
  1. Coercive
  2. Authoritative
  3. Affiliative
  4. Democratic
  5. Pace setting
  6. Coaching
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

How does Goleman differentiate between co-ercive and authoritative styles of leadership

A

Coercive - demands immediate compliance. Limits flexibility where authoritative gives people a general vision but lets the people choose how they’ll get there

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

What is the affiliative style? When is it approptiate?

A

Creates emotional bonds and harmony. Good for team building. Focus on praise can lead to poor performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

What is the pace-setting leadership styple? When is it appropriate?

A

Expects excellence and self direction. Can make employees feel overwhelmed from leader’s example

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

What is the coaching leadership style?

A

Helps develop others for future. Focuses on personal development. Works when employees are aware of weaknesses and want to improve

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Why are nurses often uncomfortable with power?

A

Not been socialized to use or have power
Thought of as “womans work”
Traditionally less education than other health care fields

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

What are Sullivan & Deckers 7 types of power?

A
  1. Legitimate (position
  2. Reward - (carrot)
  3. Punishment - (stick)
  4. Expert - (unique skills, knowledge & competence)
  5. Referent - (admiration & respect from others)
  6. Information
  7. Connection
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

How can nurses improve their power on the ward?

A

Appropriate use of appearance, language and behaviour
ie. introducing self as nurse
professional, efficient report
dressing professionally

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

What are the rules for using power?

A
  1. Use the least amount of power necessary to be effective
  2. Use power appropriate to the situation
  3. Learn when not to use pwoer
  4. Focus on the problem, not the pesron
  5. Make polite requests, not arrogant demands
  6. Coercion is a last resort
  7. Keep informed to retain credibility
  8. You may owe a favor afterwards
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

What should you do if you experience bullying/ abuse of power?

A
  • document the behaviour and confront the individiual

- report behaviour to other’s superior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

What are power plays?

A

attempts to destroy another’s power/ undermining someone to enhance one’s own power

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

What are politics?

A

the art of influencing the allocation of scare resources - money, time, personel and materials

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

What are policies

A

Decisions which govern action - determines relationships, activities and goals

27
Q

What is professional autonomy? How is it related to nursing practice?

A

Freedom to act on what one knows - allows nurses to control their practice - to act according to knowledge and judgment. However, nurses often do not have this autonomy because they have less power than organizational administrators and medical staff

28
Q

How are magnet hospitals related to professional autonomy?

A

Hospitals which work to give power back to nurses

29
Q

What is needed for power and autonomy?

A

Competence, which is acquired thorugh education and expertise

30
Q

What is structural empowerment?

A

Opportunity and power in organizations are essential to nursing empowerment, and must be available to all employees for maximal organization effectiveness and sucess

31
Q

What are four conditions which must be met for empowerment?

A
  1. Opportunity for advancement
  2. Access to information to all aspects of the organization
  3. Access for support for one’s job responsibilites
  4. Access to resources as needed by the employee
32
Q

What is followership?

A

Actions taken by individuals which contribute to problem-solving, task attainment, and evaluation which support those who are leading

33
Q

What are the 5 types of followers according to Kelley?

A
  1. Exemplary (critical thinker + engaged)
  2. Alientated (critical thinker + angry/ disillusioned)
  3. Conformist ( engaged but not critical thinker)
  4. Pragmatic (looks out for self)
  5. Passive (not engaged/ critical thinier)
34
Q

What does Chaleff’s model of the courageous follower?

A

Followers and leaders both orbit around the purpose. the followers do not orbit around the leader

Dynamic model which balances leaders and followers

35
Q

What are the 5 dimensions of courageous followership?

A
  1. Courage to assume responsibility for themselves and the organization. Value initiative
  2. Courage to service - not afraid of hard work
  3. Courage to Challenge - give voice to discomforts when conflicts with sense of right and wrong
  4. Courage to participate in transformation - stay with the group while struggling for change
  5. Courage to take moral action - take a stand different from a leaders by answering to a higher set of values than the leaders
36
Q

What are barriers with Chaleffs and Kelley’s models of followership?

A

Followers require a degree of power to be eqqual with the leader. Followers need to be empowered

37
Q

What are Manojlovich’s 3 requirements for workplace empowerment?

A
  1. Structural E - opportunity for advancement, acess to info re: organization, access to support and resources to do one’s job
  2. Psychological E - meaning, competence, self-determination and impact
  3. Relational E - ability for nuse to build growth fostering repationships. Results in increased mutual power
38
Q

What is organizational theory?

A

how a workplace works efficiently. Combined of division and specialization of labor, chain of command, organizational structure and span of control

39
Q

What is a heterarchy?

A

relational design of organization - flat, decentralized or non hierarchal environment

40
Q

What theories are forms of heterarchy?

A

Shared governance - nurses should control their own practice - participatory action

41
Q

What is classical organization theory?

A

Efficiency through design. Work is subdivided and specified via tasts. Has chain of command, structure and span of control

42
Q

What are humanistic OT?

A

a social setting of environment which improves efficiency. special attention is paid to the worker which improves efficiency

43
Q

What is systems OT?

A

Manager acts as a catalyst for productivity by combining technology, structure, function, people and environment. Managers integrate input/ output

44
Q

What is contingenct OT?

A

Best performance comes from matching the environment to structure (ie - a ward which deals only with hip replacements can have certain contingencies laid out for hip pts. vs. drug addicts)

45
Q

What is chaos OT?

A

Organizations are living, self orgainising structures. Adapt to new situations to survive

46
Q

What is complexity OT?

A

More complex something is, the less liekly there is to be a finite solution. Hierarchy = not very important. Looks beyond individual systems and acknowledges the importance of inter-relationships and context

47
Q

How can complexity theory be applied to healt h care?

A
  • all organizations have the potential to be chaotic
  • chaos has underlying orders
  • organization undergoes a series of rapid changes, then stabilize, then change
  • leadership needs to be flexible to deal with change
48
Q

What is organizational culture?

A

Personality of an organization - assumptions, norms, behaviours

49
Q

Why is organizational culture important?

A

Can influence the effectiveness of work performance, job satisfaction

50
Q

How can health care centers strive to achieve excellence?

A
  • hospital accreditation process
    Promoting quality practice environments
    Magnet hospital status
51
Q

What is hospital accreditation

A

A voluntary process q3years that assesses a hospital’s standards

52
Q

What are quality practice environments?

A

Workplaces which maximize outcomes for clients, nurses and systems
includes manageable workloads, nursing leadership, control over practice etc

53
Q

What are magnet hospitals?

A

Hospitals which meey stringent standards. Have the ability to attract and retain nurses

54
Q

What are the componenents required to be a magnet hospital?

A

1- Transformational leadership

  1. Structured empowerment (staff allowed to achieve organizational goals)
  2. Exemplary professional practice (knowledge what nursing is, application to client and team)
  3. New knowledge, innovations and improvements
  4. Empirical quality results
55
Q

What is quantum leaderships?

A

Based on chaos theory. Roles are fluid and outcome oriented. Employees are involved in decision making and the manager works in a facilitative role. Change is expected. Information power available to all. Leadership is a shared activity

In nursing, focus is on patient rather than structures and process

56
Q

What is charasmatic leadership?

A

Based on qualities of charm, persuasion, personal power and self confidence

57
Q

What is transctional leadership?

A

Individuals engage in activities that have social, political or psychological rewards. Behaviour happens for rewards and stops when rewards are no longer valued.
Maintains status quo

58
Q

What is transformational leadership?

A

FOcuses on beating status quo and effecting change in environmnet. Goal is to generate employees passion towards vision/goal rather to selves. Encourages others to exercise leadership. Appeals to morals

59
Q

What is relational leadeship?

A

Purpose to coordinate and integrate patient care services better. Leaders use interpersonal skills to make alliances, collaborate and integrate systems

60
Q

What is shared leadership?

A

Many individuals are different levels are responsible for the fate of the organization. Different leaders have different strengths
ie - self directed work teams, shared governance, co-leadership

61
Q

What are the 4 components of transformational leadership?

A
  1. idealized influence (charisma)
  2. inspirational motivation (articulate vision)
  3. intellectual stimulation (challenge assumptions, stim + encourage creativity)
  4. individualized consideration (mentor/ coach followers)
62
Q

What are some downsides of transformational leadership?

A

Leader may not be correct, energy can wear out followers, leaders don’t see details, change may not be desired

63
Q

How does transformatoinal leadershp affect nursing practice?

A

related to increased satisfaction, increased well being, decreased burnout, decreased overall stress

64
Q

What are Kousez & Posner’s practives of transformational eadership?

A
  1. Model the way (clarify own beliefs and demonstrate commitment to them)
  2. Inspire shared vision (have a clear and positive vision for change and inspire others to the vision)
  3. CHallenge the process - be willing to try new things, recognize and support good ideas from others, willing to take risks
  4. Enable others to act - give power to others so they can act to make change
  5. Encourage heart - acknowledging achievement and provide recognition and rewards to team for genuine achievement

Level 5 (1 decks)

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