Leadership and management Flashcards
1
Q
the potential ability to influence other people
A
power
2
Q
based on an individuals access to valuable information, the most important type of power
A
information
3
Q
association with ones role in the organization
A
position
4
Q
an indivdual who has valuable and unique expertise, pasedon possession of unique skills, knowldge or competence
A
expert
5
Q
person is respected for reputation, credibility
A
personal
6
Q
based on formal and informal links to influenctial people within and outside the organization
A
connectoin
7
Q
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
A
perceived
8
Q
ability to reward others with whatever they value
A
reward
9
Q
based on fear of punishment
A
punishment or coercive
10
Q
how do you use power correctly
A
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
11
Q
strategies to increase your power
A
increase level of involvement, do job effiecently and effectively, be visible, ask for help and advice, network, continue to develop yourself and your skills
12
Q
what can undermine your power
A
whining, excuses, emotional reactions
13
Q
name some power behaviors
A
get to know ppl, be open, know our values & visions, sharpen your interpersonal competence, use power to enable others
14
Q
image as power
A
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
15
Q
what is the ability to mobilize and focus energy and resources
A
power
16
Q
strategies for building personal pwer base
A
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
17
Q
what does time management allow the novice nurse to do
A
prioritize care, decide on outcomes, and perform the most important interventions first
18
Q
what are the 3 basic steps to time management
A
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.
19
Q
1st step in time management and what to do
A
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
20
Q
what daily planning actions include in step one of time management
A
ID key priorities, assess the staff, take regularly scheduled breaks, use planner or other method to orgainize our day
21
Q
2nd step in time management and what to do
A
complete the highest prioority task whenever possible and finish one task before beginning another.
do first things first,
22
Q
first priority
A
life threatening or potentially life threatening conditions
ABCs
23
Q
second priority
A
activities essential to safety
24
Q
third priority
A
comfort, healing, teaching
25
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
26
what are time wasters
technology, socializing
27
personal time management
based on your short/long term goals, give structure, develop a plan, need to be realistic and attainable, use downtime wisely
28
a well thought out and deliberate effort to make something happen
planned change
29
someone who initiates an idea for a goal-directed change, directs stages of the change proceses or does both
change agent
30
a willingness to expose oneself to the change of some loss as a result of making a change
risk taking
31
based on the assumption that people are rational and will follow their own self-interests
empirical (rational model/information)
32
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
33
based on the assumption that people are motiviated to communt to societal norms
ex. smoke free
normative (re-educative strategies/social norms and values)
34
based on the belief that power lies with the person of influence
power-coercive strategies (power)
35
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
36
Lewin's change model
the most excepted model
| 3 stages: unfreezing, moving the change, refreezing
37
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
38
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
39
refreezing
anchor the changes into the culture/organization, ID what supports the change, ID barrier to sustain the change
40
how can you sustain the change
leadership support, change in policies, provide support and training, celebrate success
41
components of Lewins model
driving forces, restraining forces
42
forces that are pusing the change, facilitate change, are forces that push the system toward the change
driving forces
43
forces that hold back the change are forces that pull the system away from change, impede change
restraining forces
44
for chagnes to occur the driving forces must be ____, or the restraining forces must be ______
increased
| decreased
45
what is the challenge to the change agent
to channel the response into support of the change
46
6 types of how people react to change
```
innovators
early adopters
early majority
late majority
laggards
rejecters
```
47
eager to try new ideas, love change & thrive on it
innovators
| "try it!"
48
are adaptive to change, see that there may be benefits to change
early adopters
49
perfer the status quo, but eventually accept the change
early majority
| pragmatists, stick with herd
50
want to keep traditions, openly antagonistic to change
laggards
| skeptics, NO WAY!
51
activley oppose changes, many sabotage the changes
rejecters
| NO!
52
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"
53
what allows RN to examine issues in depth & questions the rationale for what we do
thinking critically, decision making, and problem solving
54
choosing a particular course of action, the process of making choices or reaching a conclusions
decision making
55
what is decision making triggered by
a problem, but the decision making might not get to the underlying problem
56
part of the decision making process that focuses on analyzing a situation, always includes the decision making step
problem solving
57
what is the last step in the problem solving process
decision making
58
is it possible to make a decision without full analysis of the problem
yes
59
what does problem solving require
time and energy in identifying the real problem
60
related to evaluation, has a broader scope than problem solving or decision making, it is an evaluation that requires reflective thinking
critical thinking
61
what does critical thinking invove
insight, intuition, empathy, and the willingness to take action
62
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
63
white hat
knowldge, consider facts and data
64
yellow hat
energetic, looks at positive ideas and takes the optimistic viewpoint
65
black hat
analytical, looks at why something might not work
66
red hat
insightful, signifies feelings, emotions, hunches, and intuition
67
green hat
creative, focuses on possibilities, alternatives & new ideas
68
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
69
what is a good decision based on
facts or technical competence, produces few negative consequences
70
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
71
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
```
72
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
```
73
women in decision making
place value on on time & money, very emotional
74
men in decision making
consider analysis of information
75
values in decision making
are always involved in decisions
76
life experience in decision making
the more mature the person has a broader view
77
individual preferences in decision making
some are risk takers some are not
78
left brain
analytical, linear
79
right brain
creative, intuituve
80
upper left dominance
logical, analytical, fact based, quantitative
81
lower left dominance
organized, sequential, planned, detailed
82
upper right dominance
holistic, intuitive, integrating, synthesized
83
lower right dominance
interpersonal, feeling based, kinesthetic, emotional
84
what are tools for decision making and problem solving
decision tree, pro/con method, artificial intelligence, brainstorming, the Delphi technique, convergent thinking
85
a graphic method that helps visualize the alternatives availble, outcomes, and risks
decision tree
86
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
87
programmed computer systems
| *expert systems that store retrive, manipulate information, Dx problems and make limited decisions
artifical intelligence
88
used to generate options, free flow of ideas from each member of the group
brainstorming
89
panel of experts (nurses), 1st & 2nd round questionsaires, group interaction is anonymous, analysis of responses
The Delphi technique
90
problem is divided into smaller and smaller pieces to find a more manageable perspective
convergent thinking
91
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
92
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
93
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
94
competencies of emotional intelligence
personal competence, self awareness, self regulation, motiviation, empathy, social skills
95
conventional intelligence is too narrowed, it dictates how successful we are more so than an actual IQ tests
emotional quotient
96
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
97
leadership has many voices, you need to know who you are, not try to emulate somebody else
authentic leadership model
98
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
99
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
100
dont make assumptions, find the courage to ask questions & to express what you really want
3rd agreement
101
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
102
be skeptical but learn to listen complete acceptance of everybody else just the way they are
5th agreement
103
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
104
a combo of assumptions, values, symbols, language, and behaviors manifested by the organizations norms and values
culture
105
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
106
newcomers learn norms and values, learn not only bc they have to but bc they want to
socialization process
107
formal events that focus on important incidents, rites of paassage, rite of integration, rite of enhancement
ceremonies and rites
108
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
109
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
110
an instrument that designates ones personality type
Myers-briggs type indicators (4 temperaments)
111
born for action, free & spontaneous, talent for the arts
artisans
112
prepare carefully, upholds society institutions, sensible, down to earth, believe in following the rules
guardians
113
care deeply about their fellow man, passionate about becoming better human beings, nurture others, friendly cooperation is the way to achieve goals
idealists
114
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
115
what is the significance of Myers-Briggs
helps understand our own traits, strengths & weaknesses, improve working & personal relations through improved levels of communication & interaction
116
one who is born with leadership characteristics, leadership is an innate, instinctive quality that you either have or dont
great man
117
what emerged from Great man
leaders share common personality traits & characteristics, leadership emerge from these traits
118
focus is on how leaders behave, do they dictate, or do they involve the team in decisions to encourageacceptance & support
trait theory
119
focus on how leaders behave,
behavior theory
120
"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'
121
want imput from "team" but they ahve the ultimate decision, important whenteam agreement matters, benefit: they will produce
democratic leader "the negotiator"
122
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"
123
a leadership style that is successful in one setting might NOT be effective in another
contingency theory
124
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
125
Leadership styles
telling style, selling style, participating style, delegating style
126
tell people exactly what to do and how to do it
telling style-S1
127
provide information and direction, but there is more communication with followers, leaders sell thier message to the team
selling style-S2
128
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
129
pass most of the responsibility onto the follower, the leader still monitors progress, but they are less involved in decisions
delegating style-S4
130
people lack knowledge, skill or confidence to work on their own, need to be pushed to take the task on
M1
131
people migt be willing to work the task but sut they still do not have the skills to do it successfully
M2
132
people are ready and willing to help with task but skill not confident intheir abilities
M3
133
People are able to work on their own and have confidence
M4
134
Telling S1-M1
high task, low relationship
| staff lack skill, knowldge, or confidence to work on their own, low maturity
135
selling S2-M2
high talk, high relationship
| staff who are willing but still lacks skills to complete the task successfully, moderate maturity
136
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
137
delegating S4-M4
low task, low relationship
| staff are both able and willing & have confidence in performing the task, high maturity
138
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
139
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
140
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
141
transactional leader
focuses on management tasks, uses trade-offs to meet goals, doesnt identify shared values, examines causes, uses reward, is a caretaker
142
transformational leader
IDs common values, is committed, inspires others with vision, has long-term vision, empowers others, looks at effects
143
The license of RN implies leadership skills and requires the ability to ______ and ______
delegate and supervise
144
is leadership a learned process
yes
145
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
146
formal leader
appointed by the organization, given an offical or legitimate authority to act
147
informal leader
does not have an offical appointment but influences the behaviors of others
148
what are the components of leadership
```
knowledge
self awareness
communication
energy
goals
action
```
149
the component of knowledge in leadership
capable of learning leadership, clinical and theory knowldge, critical thinking
150
the component of self awareness in leadership
learning to lead starts with knowing yourself, self ideal (perception of self), self esteem
151
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
152
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
153
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
```
154
qualities of the follower
participates actively, invest their time and energy into the group, thinks critically and advocates for new ideas
155
qualities followers want in a leader
visibility, flexibility, authority, assistance, feedback
156
determine where an organization is going and how its going together and how it will know if you get there
organizational planning
157
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
158
any plan that is at least 6 months in the future, usually a 3-10 year plan
strategic planning
159
describes the future goal or aims of the organization
vision statement
160
a brief statement identifying the reason the organization exists
mission statement
161
flows from the mission stateement
philosophy
162
the ends toward the organization is working, desired result, the aim of the philosophy
goals
163
identify how and when the goal is to be accomplished
objectives
164
statements or instructions that direct organizations in their decision making, written or expressed, readily availble, done to standardize
policies and procedures
165
neither written or expressed verbally, develop over time and follow a precedent
implied policies
166
specific guide to action, chronological sequence of stpes, help achieve high degree of regularity, standardized found in procedure manuals
procedures
167
define specific action or non action, include as a part of the policy & procedure statement
rules
168
what are some changes in healthcare that will effect your practice
costly Rxs, robotics, virtual care, inaccessibility to healthcare
169
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
170
benchmarking
compare to similar organizations
171
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
172
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
173
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
174
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
175
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
176
the way in which a group is formed, its lines of communication and its means for channeling autority and making decisions
organizational structure
177
formal structure, efficiency, repetition of work, in most large organizations, well designed tasks promote productivity of employeeshave 4 components
classical theory/The Bureaucratic Model
178
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
179
division of specialization of labor
each worker performs a specialized task, increases effeciency (do one task very well)
180
hierarchy of authority
formal line of authority and responsibility within the organization
181
power to direct activity
authority
182
the obligation to attain objectives or perform certain functions
responsibiltiy
183
impersonal rules
rules are est. to control the action of employees, limits oppurtunities for personal favortism
184
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
185
a duty or an assignment,
responsibility
| a charge nurse is responsible for establishing the units daily patient care assignment
186
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
187
the system of relationships amoung employees, no organization can operate without both types
informal organizational structure
188
chain of command, who reports to who, authority and responsibility are delegated down, formal line of authority & communication
organizational chart
189
line position
indicates on a chart, solid line
190
staff position
primary advisory, broken line
191
span of control
of employees directly reporting to a manager or supervisor
192
centralized decision making
tall structure, the higher you are on the chart the more power you have, span of control is narrow
193
decentralized decision making
communication is less complicated, found in smaller businesses, benefit: gives staff more decision making pwer, span of control is broad
194
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
195
shared governance
allow staff more control, efficiency and accountability are improved
196
joint practive committees
assume the power and accountabiity for decision making, gives nurses more control over nursing practice, no single model
197
shared governance (council structure)
decentralized, clinical practice, quality, education, research, management, coordinating council
198
magnet hospital
organization must demonstrate
* quality of care
* promote professional expertise
* use "best practices"
199
the management process consists of
planning, organizing, directing, monitoring, recognizing, developing, representing
200
form of reward with still feedback just not positive
negative recognizing
