Leadership and management Flashcards
the potential ability to influence other people
power
based on an individuals access to valuable information, the most important type of power
information
association with ones role in the organization
position
an indivdual who has valuable and unique expertise, pasedon possession of unique skills, knowldge or competence
expert
person is respected for reputation, credibility
personal
based on formal and informal links to influenctial people within and outside the organization
connectoin
an indiviudal has a reputation for power if others believe that a person has power, the effect is the same regardless of how much power they actually hold
perceived
ability to reward others with whatever they value
reward
based on fear of punishment
punishment or coercive
how do you use power correctly
use the least amount of power to produce the results you want, focus on problem not person, make poliet requests, keep yourself informed, may need to return the favor when you use connection
strategies to increase your power
increase level of involvement, do job effiecently and effectively, be visible, ask for help and advice, network, continue to develop yourself and your skills
what can undermine your power
whining, excuses, emotional reactions
name some power behaviors
get to know ppl, be open, know our values & visions, sharpen your interpersonal competence, use power to enable others
image as power
inroduce yourself appropriately (hand shake, eye contact), approp. attire, convey a positive and energetic attitude, pay attention to how you act and speak, use facts not emotions to demonstrate your point
what is the ability to mobilize and focus energy and resources
power
strategies for building personal pwer base
maintain personal energy, present a powerful picture to others, pay the entry fee, determine the powerful in the organization, lean the language, learn how to use the organizations priorities, increase professional skills, maintain a broad vision, be flexible, learn to toot your own horn, empower others
what does time management allow the novice nurse to do
prioritize care, decide on outcomes, and perform the most important interventions first
what are the 3 basic steps to time management
allow time for planning and establinishing priroties,
complete the hightest priority take whenever possible an dfinish one task before beginning another, reprioritize based on the remaining tasks and on new information that may have been recieved.
1st step in time management and what to do
allow time for planning and establishing prioorities.
*planning is essential, “fail to plan, plan to fail”, the biggest mistake in time management is not allowing time to plan
what daily planning actions include in step one of time management
ID key priorities, assess the staff, take regularly scheduled breaks, use planner or other method to orgainize our day
2nd step in time management and what to do
complete the highest prioority task whenever possible and finish one task before beginning another.
do first things first,
first priority
life threatening or potentially life threatening conditions
ABCs
second priority
activities essential to safety
third priority
comfort, healing, teaching
3rd step in time mangagement and what to do
based on the remaining tasks and on new information that may have been recieved.
priorities will change
repriortize after each major task in accomplished as other priorities set earlier may no longer be accurate, no amount of planning can prevent an occasional crisis
what are time wasters
technology, socializing
personal time management
based on your short/long term goals, give structure, develop a plan, need to be realistic and attainable, use downtime wisely
a well thought out and deliberate effort to make something happen
planned change
someone who initiates an idea for a goal-directed change, directs stages of the change proceses or does both
change agent
a willingness to expose oneself to the change of some loss as a result of making a change
risk taking
based on the assumption that people are rational and will follow their own self-interests
empirical (rational model/information)
when is empirical (rational model) good to use
only good if little resistance, change agane thas to be the one to sell it as good, the most beneficial
based on the assumption that people are motiviated to communt to societal norms
ex. smoke free
normative (re-educative strategies/social norms and values)
based on the belief that power lies with the person of influence
power-coercive strategies (power)
when is power-coercive strategies good to use
you will go along with change because the person in power is telling you to do so, least beneficial
Lewin’s change model
the most excepted model
3 stages: unfreezing, moving the change, refreezing
unfreezing
the existing way of doing things cannot continue, challenges the way things are done, puts people off balance, strong reactions, creates a controlled crisis, strong motivation to seek equilibrium
moving the change
involves planning, setting goals, and objectives, ID support & resistance, set target dates, develop strategies, implement the changes, provide support, overcome resistance, evaluate the change, modify if necessory
refreezing
anchor the changes into the culture/organization, ID what supports the change, ID barrier to sustain the change
how can you sustain the change
leadership support, change in policies, provide support and training, celebrate success
components of Lewins model
driving forces, restraining forces
forces that are pusing the change, facilitate change, are forces that push the system toward the change
driving forces
forces that hold back the change are forces that pull the system away from change, impede change
restraining forces
for chagnes to occur the driving forces must be ____, or the restraining forces must be ______
increased
decreased
what is the challenge to the change agent
to channel the response into support of the change
6 types of how people react to change
innovators early adopters early majority late majority laggards rejecters
eager to try new ideas, love change & thrive on it
innovators
“try it!”
are adaptive to change, see that there may be benefits to change
early adopters
perfer the status quo, but eventually accept the change
early majority
pragmatists, stick with herd
want to keep traditions, openly antagonistic to change
laggards
skeptics, NO WAY!
activley oppose changes, many sabotage the changes
rejecters
NO!
what are clues that change is being rejected
“we tried that before”, “it wont work”, “noone else does it like that”, “we cant afford it”, “it will cause too much commotion”, “lets wait awhile”, “every new boss wants to do something different”
what allows RN to examine issues in depth & questions the rationale for what we do
thinking critically, decision making, and problem solving
choosing a particular course of action, the process of making choices or reaching a conclusions
decision making
what is decision making triggered by
a problem, but the decision making might not get to the underlying problem
part of the decision making process that focuses on analyzing a situation, always includes the decision making step
problem solving
what is the last step in the problem solving process
decision making
is it possible to make a decision without full analysis of the problem
yes
what does problem solving require
time and energy in identifying the real problem
related to evaluation, has a broader scope than problem solving or decision making, it is an evaluation that requires reflective thinking
critical thinking
what does critical thinking invove
insight, intuition, empathy, and the willingness to take action
what are some characteristics of a critical thinker
open to new ideas, energetic, assertive, flexible, caring, risk taker, “outside the box” thinker, willing to change, outcome directed
white hat
knowldge, consider facts and data
yellow hat
energetic, looks at positive ideas and takes the optimistic viewpoint
black hat
analytical, looks at why something might not work
red hat
insightful, signifies feelings, emotions, hunches, and intuition
green hat
creative, focuses on possibilities, alternatives & new ideas
blue hat
communication, used to manage the thinking process, its the leader mechanism that tries to get each of the other viewpoints (hats) at the table
what is a good decision based on
facts or technical competence, produces few negative consequences
what are the steps in the traditional problem solving process
- ID the problem
- Gather data to analyze the causes and consequences of the problem
- explore alternative solution
- evaluate the alternatives (pros & cons)
- select the appropriate solution (making the decision)
- implement the solution
- evaluate the results
the IDEALS model
contemporary model for problem solving Identify the problem Define the context Enumerate choices (list options) Analyze options List reasons explicitly Self correct
what are the critical elements in problem solving
ID the problem Define objectives clearly (whats the purpose) gather data carefully generate many alternatives think logically (not emotionally) Choose and act decisively
women in decision making
place value on on time & money, very emotional
men in decision making
consider analysis of information
values in decision making
are always involved in decisions
life experience in decision making
the more mature the person has a broader view
individual preferences in decision making
some are risk takers some are not
left brain
analytical, linear
right brain
creative, intuituve
upper left dominance
logical, analytical, fact based, quantitative
lower left dominance
organized, sequential, planned, detailed
upper right dominance
holistic, intuitive, integrating, synthesized
lower right dominance
interpersonal, feeling based, kinesthetic, emotional
what are tools for decision making and problem solving
decision tree, pro/con method, artificial intelligence, brainstorming, the Delphi technique, convergent thinking
a graphic method that helps visualize the alternatives availble, outcomes, and risks
decision tree
for each alternative, list the advantages and disadvantages, weigh each by giving score (1-5), view the problem objectively, total score for each option
pro’s and con’s method
programmed computer systems
*expert systems that store retrive, manipulate information, Dx problems and make limited decisions
artifical intelligence
used to generate options, free flow of ideas from each member of the group
brainstorming
panel of experts (nurses), 1st & 2nd round questionsaires, group interaction is anonymous, analysis of responses
The Delphi technique
problem is divided into smaller and smaller pieces to find a more manageable perspective
convergent thinking
puts serving others as the number one priority, emphasizes increased service to others, a holistic approach to work, promoting a sense of community and the sharing of power in decision making
servant leadership model
what attributes to the servant leadership model
listening, open minded, sharing, clear goals, stewardship, thinking before acting, building community, ability to use foresight and intuition, choose words carefully, ability to deal with ambiguity & complex issues
dictates and enables how successful we are, the ability to access and control emotions in oneself and others help build strong relationships
emotional intelligence model
competencies of emotional intelligence
personal competence, self awareness, self regulation, motiviation, empathy, social skills
conventional intelligence is too narrowed, it dictates how successful we are more so than an actual IQ tests
emotional quotient
benefits of developing an emotional intelligence
become more productive and successful
help others to be more productive and successful
helps reducestress which will help decrease conflict and improve relationships & understnading
leadership has many voices, you need to know who you are, not try to emulate somebody else
authentic leadership model
be impeccable with your own word: speak with integrity, say only what you mean, avoid using your words to speak against yourself or about others. use the power of your word in the direction of truth & love
1st agreements
dont take anything personally, nothing others do is bc of you, when you are immune to the opinions of others you wont be the victim of needless suffering
second agreement
dont make assumptions, find the courage to ask questions & to express what you really want
3rd agreement
always do your best. no more, no less, if you try too hard to do more than your best, you will spend more energy than is necessary and in the end your best will not be enough,
4th agreement
be skeptical but learn to listen complete acceptance of everybody else just the way they are
5th agreement
a collection of values, norms, and behaviors shared by employees that control the way employees interact with each other. the customary way of thinking & behaving that is shread by all members of the organization & must be learned & adapted by newcomers before they can be accepted into the organization
organizational culture
a combo of assumptions, values, symbols, language, and behaviors manifested by the organizations norms and values
culture
critical because they hire the first set of managers, fire those who share their vision, develop the culture of the organization
values of the founder
newcomers learn norms and values, learn not only bc they have to but bc they want to
socialization process
formal events that focus on important incidents, rites of paassage, rite of integration, rite of enhancement
ceremonies and rites
organizations repeat stories of founders or events, show employees how to act and what to avoid, stories have a hero that employees can mimic
stories and language
characteristics of organizational culture
communication, deportment (conduct, what is expected of you), enviornment, image, meetings, rituals/ceremonies/rites, sacred cows (something that never changes), status/rewards
an instrument that designates ones personality type
Myers-briggs type indicators (4 temperaments)
born for action, free & spontaneous, talent for the arts
artisans
prepare carefully, upholds society institutions, sensible, down to earth, believe in following the rules
guardians
care deeply about their fellow man, passionate about becoming better human beings, nurture others, friendly cooperation is the way to achieve goals
idealists
look for technoligical ways to overcome obstacles, want to understand how things work, how to do things and how to build things, seem driven to learn anout science and technology
rationals
what is the significance of Myers-Briggs
helps understand our own traits, strengths & weaknesses, improve working & personal relations through improved levels of communication & interaction
one who is born with leadership characteristics, leadership is an innate, instinctive quality that you either have or dont
great man
what emerged from Great man
leaders share common personality traits & characteristics, leadership emerge from these traits
focus is on how leaders behave, do they dictate, or do they involve the team in decisions to encourageacceptance & support
trait theory
focus on how leaders behave,
behavior theory
“you will do as I say”, makes decisions without asking, critical, punitive, they can produce good quality, but doesnt develop peoples potential
Autocratic leader “the commander’
want imput from “team” but they ahve the ultimate decision, important whenteam agreement matters, benefit: they will produce
democratic leader “the negotiator”
dont interfere, when have a group of people who are motiveated & capable, can fail if leader is lazy & group starts to fail
laissez-faire leader “The Accomodator”
a leadership style that is successful in one setting might NOT be effective in another
contingency theory
the style of leadership is based upon the fit of leadership style and follower maturity or readiness. based on 2 factors follower ability & follower willingness
Hersey Blanchard Situational Theory
Leadership styles
telling style, selling style, participating style, delegating style
tell people exactly what to do and how to do it
telling style-S1
provide information and direction, but there is more communication with followers, leaders sell thier message to the team
selling style-S2
focus more on the relationship and emphasizing shared ideas and participative decisions on task directions, the leader works with staff and shares decision making with the group
participating style-S3
pass most of the responsibility onto the follower, the leader still monitors progress, but they are less involved in decisions
delegating style-S4
people lack knowledge, skill or confidence to work on their own, need to be pushed to take the task on
M1
people migt be willing to work the task but sut they still do not have the skills to do it successfully
M2
people are ready and willing to help with task but skill not confident intheir abilities
M3
People are able to work on their own and have confidence
M4
Telling S1-M1
high task, low relationship
staff lack skill, knowldge, or confidence to work on their own, low maturity
selling S2-M2
high talk, high relationship
staff who are willing but still lacks skills to complete the task successfully, moderate maturity
participating S3-M3
low task, high realationship,
staff who are ready and willing to help with the task have skills but not confident in their abilities, moderate maturity
delegating S4-M4
low task, low relationship
staff are both able and willing & have confidence in performing the task, high maturity
concerned with the day to day operations, focus is on tasks and getting the work done, seperation of leader and staff, based on contingency, in that reward or punishment is contingent upon performance
transactional theory
indivduals engage in social interactions expecting to give & recieve social, political & psychological benefits or rewards, the relationship will continue unti lone or both parties find the exchnage of performance & rewards is no longer valuable
social exchange theory
promotes employee development, inspires through optimism, promotes intellectual stimulation, fosters trust and admiration, goal is to generate employee commutment to the vision rather than to themselves
transformational theory
transactional leader
focuses on management tasks, uses trade-offs to meet goals, doesnt identify shared values, examines causes, uses reward, is a caretaker
transformational leader
IDs common values, is committed, inspires others with vision, has long-term vision, empowers others, looks at effects
The license of RN implies leadership skills and requires the ability to ______ and ______
delegate and supervise
is leadership a learned process
yes
the use of personal traits constructively and thically to influence patients, families, and staff through a process where clinical and organizational outcomes are achieved.
leadership
formal leader
appointed by the organization, given an offical or legitimate authority to act
informal leader
does not have an offical appointment but influences the behaviors of others
what are the components of leadership
knowledge self awareness communication energy goals action
the component of knowledge in leadership
capable of learning leadership, clinical and theory knowldge, critical thinking
the component of self awareness in leadership
learning to lead starts with knowing yourself, self ideal (perception of self), self esteem
the component of energy in leadership
balance of positive energy is a sign of a healthy system, ineffective energy, effective energy, positive energy, energy squanader
a high energy level can increase your effectiveness as a leader
the component of goals in leadership
desired end results or outcomes, achievement of work is the goal of the team
goals need to be clear, congruent, meaningful, vision
the component of action in leadership
all of the components are of value in leadership only if they areput to use (active process), quide others evaluate self and others shares info empowers others
qualities of the follower
participates actively, invest their time and energy into the group, thinks critically and advocates for new ideas
qualities followers want in a leader
visibility, flexibility, authority, assistance, feedback
determine where an organization is going and how its going together and how it will know if you get there
organizational planning
what is the purpose of organizational planning
determines where an organization is going, its going to get there, and how it will know if it got there or not
any plan that is at least 6 months in the future, usually a 3-10 year plan
strategic planning
describes the future goal or aims of the organization
vision statement
a brief statement identifying the reason the organization exists
mission statement
flows from the mission stateement
philosophy
the ends toward the organization is working, desired result, the aim of the philosophy
goals
identify how and when the goal is to be accomplished
objectives
statements or instructions that direct organizations in their decision making, written or expressed, readily availble, done to standardize
policies and procedures
neither written or expressed verbally, develop over time and follow a precedent
implied policies
specific guide to action, chronological sequence of stpes, help achieve high degree of regularity, standardized found in procedure manuals
procedures
define specific action or non action, include as a part of the policy & procedure statement
rules
what are some changes in healthcare that will effect your practice
costly Rxs, robotics, virtual care, inaccessibility to healthcare
affordable health care act
way for everyone to have access to health care, bans health care plans from denying coverage bc of pre existing conditions, charging higher primiums bc of health issues
benchmarking
compare to similar organizations
traditional generation
born before 1946, aviod risk, respectful of authority, supportive of hierarchy, less likely to ? organizational practives, place value on appearances
value: consistency, hard work, conformity
Great depression, WW II, Cold War, Started Civil Rights Movement
*Martin Luthur King
Baby boomers
1946-1964, largest generation
workaholics, expect to make a difference, value chain of command, challenge rules, may fear technology
Value: teamwork, relationship building, loyalty
Viatnam War, JFK/MLK assassination, Walk on moon, Civil Rights Movement, Womens movement
Generation X
1965-1980, 1st generation to develop ease and comfort with technology, experience more divorce than any other generation, single parent families,
Value: freqent feedback, work smarter not harder,
AIDS, end of cold war, MTV, grunge/hip hop
generation Y/Millennials
1981-2000, grew up with technology, entitlement generation, plaqued with debt, 2nd largest generation
impatient, culturally and racially tolerant, very informal, patriotic, “everyone wins”
Death of Princess Diana, Y2K, Columbine shootings, terrorism, rise of internet
Generation Z/Digiral Natives
born after 2000, grew up with WWW, instant gratification, independent, twitter, little concern for privacy
9/11, Hurriccane Katrina, iPod, facebook
the way in which a group is formed, its lines of communication and its means for channeling autority and making decisions
organizational structure
formal structure, efficiency, repetition of work, in most large organizations, well designed tasks promote productivity of employeeshave 4 components
classical theory/The Bureaucratic Model
what are the 4 components of the Bureaucratic model
division and specialization of labor
hierarchy of authority
impersonal rules
a system of procedures for work situations must exist
division of specialization of labor
each worker performs a specialized task, increases effeciency (do one task very well)
hierarchy of authority
formal line of authority and responsibility within the organization
power to direct activity
authority
the obligation to attain objectives or perform certain functions
responsibiltiy
impersonal rules
rules are est. to control the action of employees, limits oppurtunities for personal favortism
the offical power to act, given by the organization to direct the work of others,
authority
a manager might have the authority to hire, fire, or discipline others
a duty or an assignment,
responsibility
a charge nurse is responsible for establishing the units daily patient care assignment
individuals agree to be morally responsbile for the consequences of their actions, thus are individual cannot be accountable for another
accountability
an RN who repors a medication error is being accountable for the responsibility inherent in that position
the system of relationships amoung employees, no organization can operate without both types
informal organizational structure
chain of command, who reports to who, authority and responsibility are delegated down, formal line of authority & communication
organizational chart
line position
indicates on a chart, solid line
staff position
primary advisory, broken line
span of control
of employees directly reporting to a manager or supervisor
centralized decision making
tall structure, the higher you are on the chart the more power you have, span of control is narrow
decentralized decision making
communication is less complicated, found in smaller businesses, benefit: gives staff more decision making pwer, span of control is broad
managerial levels: top level, middle level, first level
top: highest ranking position
middle: coordinate the lower level of the hierarcy
first level: concerned with the units workflow, front line
shared governance
allow staff more control, efficiency and accountability are improved
joint practive committees
assume the power and accountabiity for decision making, gives nurses more control over nursing practice, no single model
shared governance (council structure)
decentralized, clinical practice, quality, education, research, management, coordinating council
magnet hospital
organization must demonstrate
- quality of care
- promote professional expertise
- use “best practices”
the management process consists of
planning, organizing, directing, monitoring, recognizing, developing, representing
form of reward with still feedback just not positive
negative recognizing
