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FINAL PPT NCM119 > Leadership and Management > Flashcards

Leadership and Management Flashcards

1
Q

standing up for oneself and other’s without violating the rights of others  Ex. You have chosen me as your leader.

A

Assertiveness

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2
Q

trying to convince someone by using reason, logic, or supporting
information  Ex. We should do this because we need to give to the patient total
quality care

A

Rationality

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3
Q

making an individual feel important or good before making a request

A

Ingratiation

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4
Q

offering an exchange of favor

A

Exchange

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5
Q

coercive authority  give punishment for noncompliance or reward for
compliance

A

Sanction

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6
Q

backing up a request with a threat to damage an individual’s opportunity
for advancement  not really the best

A

Blocking

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7
Q

getting co-workers to back-up a request 8. Upward appeal  obtaining
formal or informal support of a higher-up.

A

Coalition

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8
Q

Respect

People follow because of what you are and what you represent

A

Personhood

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9
Q

Reproduction

People follow because of what you have done for them

A

People Development

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10
Q

Results

People follow because of what you have done for the organization

A

Production

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11
Q

Relationships

People follow because they want to

A

Permission

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12
Q

People follow because they have to

A

Position o Rights

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13
Q

 officially appointed, elected

 managers

A

Formal

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14
Q

 chosen by the group

 those who initiate an action

A

Informal

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15
Q

Is the process of planning, organizing, directing and controlling
human and physical resources and technology to achieve organizational goals /
objectives?

A

Management

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16
Q

 able to accomplish your objectives within the resource parameters

 “doing the right things”

 related to leadership

A

Effectiveness

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17
Q

 able to accomplish you objectives/ production of results with minimum waste
of time and effort  “doing the things right”  related to management

A

Efficiency

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18
Q

7 Basic resources of management

A
  1. Manpower
  2. Money
  3. Machine o bigger equipment; capital expenses; to start a
    business; costs more
  4. Materials o lesser/minor equipment; operation of
    organization or unit
  5. Methods – process
  6. Moment/Minutes – time management
  7. Market
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19
Q

-Those at the top level of
organization
- Focus on establishing
goals and on integrating
work units to achieve the
organization’s mission

A

ADMINISTRATION

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20
Q

-Directly responsible to
the production
-Midline and lower levels
of hierarchy
-Directs and guides the
operations of the
organization

A

MANAGEMENT

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21
Q

-Primary responsible for establishing organizational goals and strategic
plans for the entire division of nursing

-Director of Nursing Services, Chairman, Executive Vice President

  • 24 /7 responsibility
A

Upper level manager:

22
Q
  • Usually coordinate nursing activities of several units
  • Supervisor, coordinator, clinical nurse managers, case managers

24/7 responsibility

A

Middle level manager:

23
Q

-Directly responsible for the actual production of nursing services; acts as
links between higher level managers and non-managers

-Head nurse (nurse manager), charge nurse (informal), team leader,
primary nurse

A

First level manager:

24
Q

-Legitimate right to give command, to make decisions

-Ability to impose his or her with another person or group

A

Authority

25
Q

-Ability to get results

-Given with authority

A

Power

26
Q

-Legitimate power-based on position given

-Reward power -reward/incentives

-Coercive power- give sanctions or punishment

-Expert power

-Referent power o Charisma – innate personality trait o Connection

-Self (Personal) power – based on individual’s maturity, credibility, reputation,
experience, gender

Information power – based on the individual’s access to valued data

A

Powers a manager/leader may possess

27
Q

 Makes decisions alone

 Task oriented

 Power with coercion

 Proves useful (even necessary) in crisis
 Authoritarian or exploitative style of leadership

 Satisfaction is low

 Effective when needed for immediate action

 High productivity, less satisfaction of workers

A

Autocratic

28
Q

Democratic
2 Types accdg. to Rensis Likert (Systems 4
approach)

A

-Exploitative-authoritative

-Benevolent-authoritative

29
Q

 Have little trust in
employees and exclude them in decision
making

A

Exploitative-authoritative

30
Q

 Are kind to
employees but still do not involve them in

A

Benevolent-authoritative

31
Q

 Involve their followers in decision making

 People oriented

 Leads to increase productivity and job
satisfaction

 There is compliance

 Participative/Consultative

A

Democratic

32
Q

Autocratic
2 Types accdg. Rensis Likert (Systems 4
approach):

A

-Consultative-democratic
-Participative-democratic

33
Q

 Value
employee involvement, teamwork and
seek advice in decision making

A

-Participative-democratic

34
Q

 Seek
employees advice about decisions

A

Consultative-democratic

35
Q

 Loose and permissive

 Ultraliberal

 Foster freedom for everyone and wants
everyone to be happy

 Results in low productivity and
employee frustration

 Most beneficial to a staff of highly
motivated professionals

A

Laissez-faire

36
Q

 Lacks a sense of security and depends
on established rules and policies

 Tends to relate impersonality to staff

 Avoids decision making without
standards or norms for guidance

 Needed when discipline should be
imposed

A

Bureaucratic

37
Q

stand for oneself but
doesn’t violate rights of others

A

Assertive

38
Q

violates rights of
others

A

Aggressive

39
Q

who the leader is

 Great Man Theory (Aristotelian) o Leaders are born, not made

 Charismatic Theory

 Trait Studies o integrity, intelligence, initiative, industry o popularity, sociability,
dependability

A

Trait Theories

40
Q

what leader can do

 Lewin, Lippit and White

o Leadership Styles

 Rensis Likert

o Systems 4 approach

 Blake and Mouton

o Managerial Grid

o Country Club-high concern for people, low on results

o Impoverished-low concern for people and results

o Middle of the road

o Authority Compliance-high concern for results, low for people

A

Behavioral Theories

41
Q

 Adapts leadership style depending on situation

 Fiedler’s Contingency theory

o Matches leadership style to situational factors

o Good relationship with subordinates

o Knowledge is needed to accomplish a task, use of relationship, power
 Situational Theory by Hersey and Blanchard

o Depends on the situation-may be follower or leader

o Considers the person’s readiness and willingness

A

Contingency-Situational Theories

42
Q

 People act as they do because they expect their behaviour to produce
satisfactory results

 Leader rewards followers for completing their task

A

Path Goal Theory

43
Q

 Collaboration and teamwork

A

Contemporary Leadership Theory

44
Q

 Interaction between leaders and followers are essentially economic- use rewards trade offs

A

Transactional Leadership

45
Q

 Focusing on change through its commitment to its vision

 Empowering the subordinates

A

Transformational Leadership

46
Q

 Leaders put serving others as number one priority

A

Servant Leadership Theory (Greenleaf, 1977)

47
Q

 Several individuals and subordinate share the responsibility in achieving the organization’s goals

A

Shared Leadership/Governance

48
Q

 Should be updated, innovative and creative

 Initiate to update himself

A

Quantum Leadership

49
Q

 Recognizes the different abilities affect leadership

A

Multiple Intelligence

50
Q

 Understand feelings of others

A

Emotional Intelligence

51
Q

 Leaders/managers must become culturally sensitive

A

Cultural Bridges

FINAL PPT NCM119 (2 decks)

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