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Nursing 212 > Leadership and Management in Nursing > Flashcards

Leadership and Management in Nursing Flashcards

Finkelman Textbook, pg 461-472

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1
Q

Autocratic Model

A

the formal leader (manager/administrator) makes decisions for the staff
-this model assumes staff are not able and not interested in participating in decision making

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2
Q

Bureaucratic Model

A

focus is on structure, rules, and policies, with decision making placed in the hands of the formal leader (manager/administrator)

  • staff members receive directions
  • r/t autocratic approach
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3
Q

Laissez-faire Model

A

the formal leader (manager/administrator) turns over decision making to the staff; steps back from participation; lets things happen with little, if any, direction
-may mean the organization or process may be leaderless; it is a difficult balance to provide some leadership but to do so in the background

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4
Q

What does HCO mean?

A

Healthcare Organization

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5
Q

Newer Leadership Theories

A
  • Deming’s Theory
  • Drucker’s Theory
  • Contingency Theory
  • Connective Leadership Theory
  • Emotional Intelligence Theory
  • Chaos or Quantum Theory
  • Knowledge Management Theory
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6
Q

Deming’s Theory

A

effective organizations are dependent on group or team interaction

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7
Q

Drucker’s Theory

A

“modern management”

  • importance of staff team participation
  • also maintains autonomy
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8
Q

Contingency Theory

A

multiple variables affect situations, which in turn affect leader-member relationships, tasks, and position power

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9
Q

Connective Leadership Theory

A

focus is on caring and connecting to others, individuals, groups, and organizations

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10
Q

Emotional Intelligence Theory

A

focus is on leader-follower relationships, feelings, and self-awareness

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11
Q

Chaos or quantum Theory

A
  • more current theory
  • emphasizes interdependency, sensitivity to change, avoidance of predicting too far into the future, and accountability in the hands of those who do the work
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12
Q

Knowledge Management Theory

A

attention to knowledge

  • the knowledge worker, knowledge-intense organizations, interprofessional collaboration, and accountability
  • recognizes importance of technology and information today
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13
Q

Transformational Leadership

A
  • best leadership style today
  • emphasizes a positive work environment, recognition of the importance of change and using change effectively, rewarding staff for expertise and performance, and development of staff awareness of work processes so they can engage in quality improvement (QI)
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14
Q

What do Transformational Leaders do?

A

create vision and mission statements with the staff to guide the work of the organization

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15
Q

How Is a Transformational Leader Described?

A

honest, energetic, loyal, confident, self-directed, flexible, and committed

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16
Q

Shared Governance

A

Shared decision making

-focuses on staff involvement in decision-making, particularly in decisions that affect their practice

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17
Q

Through Shared Governance, Nurses in an Organization Can?

A

-Control their professional practice
-Influence organizational resources that support practice
-Gain formal authority
-Participate in decision making through committee structure
-Access information about the organization
-Set goals and negotiate conflict
>in this type of organization, nurses assume an active role in the management of the patient care services and thus have more control over their practice

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18
Q

Accountability

A

the nurse accepts responsibility for outcomes or is answerable for what is done

19
Q

Responsibility

A

is to be entrusted with a particular function

20
Q

Autonomy

A

the right to make decisions and control actions

21
Q

Leader

A

provides overall guidance and and supports staff engagement at all levels of the organization
-viewed as such due to the persons ability to influence others

22
Q

Manager

A

holds formal management or administrative position

  • focuses on planning, organizing, leading, and controlling
  • have power b/c they hold a formal management position such as team leader, nurse manager, or chief nursing officer
23
Q

How to be an effective Nurse Manager

A
  • need to be able to collaborate, communicate, coordinate, delegate, recognize importance of data and outcomes, manage resources (budget, staff, equipment, supplies), improve staff performance, build teams, and evaluate effectiveness and efficiency
  • actively support and apply evidence based practice (EBP), evidenced based management (EBM), and quality improvement (QI)
  • use critical reasoning and judgment
  • need to be flexible and able to adjust to change, using the planning process
24
Q

Myths About Leaders

A
  • Everyone can be a leader
  • People who get to the top are leaders
  • Leaders deliver business results
25
Q

Myths: Everyone can be a leader

A
  • not true

- leadership competencies can and must be developed for a person to actually be a leader

26
Q

Myths: People who get to the top are leaders

A

there are many people in high-level administrative positions who would not be described as leaders

27
Q

Myths: Leaders deliver business results

A
  • not true

- leaders do not always meet expected outcomes; sometimes they are not effective managers

28
Q

Main Purpose of Management

A

get the job done and make sure the job is done effectively

-regardless of level, the manager must be able to perform management functions and ideally demonstrate leadership

29
Q

The first Level of Management

A
  • title: “Nurse manager”
  • includes managers who work with staff daily to complete required work
  • guides and supervises a unit’s staff, both professional and nonprofessional, to ensure that quality patient care is delivered focused at the clinical unit level
  • responsible for the overall work of the nursing service
30
Q

The Second level of Management

A
  • organization consists of middle managers who supervise multiple first-level managers
  • might include a nursing director who supervises all the unit nurse managers in the medical division or all the nurse managers in ambulatory care clinics and the ED
  • middle-level managers report to upper-level managers
31
Q

Upper Level Management

A

Chief nursing officer

32
Q

Factors that Influence Leadership

A
  • Education (academic, staff education, continuing education)
  • Self-esteem
  • Ability to communicate
  • Ability to ask for guidance
  • Effective use of problem solving
  • Ability to develop and communicate a vision
  • Ability to engage others in the work process
33
Q

Generational Issues in Nursing

A
  • multiple generations are part of the image of nursing and have an impact on nursing practice, management, and leadership
  • image of nursing is one of multiple age groups with different historical backgrounds and viewpoints
  • educational backgrounds carry a great deal, from nurses who entered nursing through diploma programs to nurses who entered through baccalaureate programs and on to graduate degrees
  • some nurses have seen great changes in healthcare, and others see the current status as the way it has always been
  • multiple generations in one profession provides opportunities to enhance the profession through the diversity of the age group and their experiences; can also cause problems in the workplace
34
Q

What are the three active generations found in nursing?

A
  • Baby Boomers (1940-1964)
  • Generation X (1965- 1980)
  • Generation Y; Nexters, Millennials, Generation next, Gen-Y (1980-present)
35
Q

The Traditional (Silent or Mature) generation

A
  • 1930-1940
  • important b/c of historical impact on nursing; group no longer in practice
  • hard working, loyal, and family focused; felt that duty to work was important
  • many served in the military in WWII and Korean War
36
Q

Baby Boomers

A
  • 1940 to 1964
  • largest in the work arena; moving into retirement process; trend leading to greater nursing shortage problems in the future
  • grew up in a time of major changes (woman’s liberation movement, civil rights movement, Vietnam war)
  • fewer professional opportunities than are available to nurses today b/c typical career choices were either teaching or nursing
  • characteristics: independence, acceptance of authority, loyalty to the employer, workaholic tendencies, less experience w/ technology
  • more materialistic, competitive, and appreciate consensus leadership
  • chose a career and then stuck to it, even if they were not very happy with that choice
  • more loyal to their employer, stay in the same job longer, and more willing to work overtime; have greater long-term commitment
37
Q

Generation X

A
  • 1965 to 1980
  • assuming more nursing leadership roles as the baby boomers retire
  • accomplished in technology and involved w/ computers and other advances in communication and information (social media)
  • have experienced many changes in their lifetime
  • want to be led, not managed
  • have not yet developed high levels of self-confidence and empowerment
  • look for leaders who are motivational, demonstrate positive communication, appreciate team players, and exhibit good people skills (leaders who are approachable and supportive); baby boomers would not look for this
  • do not join organizations, do not feel they must stay in the same job for a long time, and want a good balance between work and personal life
  • are more informal, pragmatic, technoliterate, independent, creative, intimidated by authority, and loyal to those they know
  • appreciate diversity
38
Q

Generation Y

A

1980 to present

  • newest generation in nursing
  • characteristics: optimism, civic duty, confidence, achievement, social ability, morality, and diversity
  • demonstrate collective action, optimism, tenacity, multitasking, and a high level of technology skill
  • more trusting of centralized authority than gen X
  • handle change better, take risks, and want to be challenged
  • connected to cell phones and personal tablets, and use various social networking methods
  • tech savvy and expect to multitask
39
Q

Power

A

to be able to influence decisions and have an impact on issues that matter

  • can be used constructively or destructively
  • power is about gaining control to reach a goal
  • the type of power a person possesses has an impact on how it can be used to reach goals or outcomes
40
Q

Empowerment

A
  • leaders who empower staff enable staff to act
  • shared governance emphasizes empowerment
  • empowerment is much more than just saying you can participate in decision making; staff need more than words
  • staff members who experience empowerment feel that they are respected and trusted to be active participants; helps them demonstrate a positive image to other healthcare team members, patients and their family members, and the public
41
Q

Assertiveness

A

demonstrated in a persons communication; direct and open w/ appropriate respect of others

  • verbal and nonverbal communication become congruent, making the message clearer
  • assertive persons are better able to confront problems in a constructive manner and do not remain silent
  • critical leadership competency
42
Q

Smiths Rules r/t Assertive Behavior

A
  • avoid over-apologizing
  • avoid defensive, adverse reactions, such as aggression, temper tantrums, backbiting, revenge, slander, sarcasm, and threats
  • use body language; eye contact, body posture, gestures, and facial expressions that is appropriate to and that matches the verbal message
  • accept manipulative criticism while maintaining responsibility for your decisions
  • repeat a negative reply calmly w/o justifying it
  • be honest about feelings, needs, and ideas
  • accept and/or acknowledge your faults calmly and w/o apology
43
Q

Katz examples of Assertive Behavior

A
  • express feelings w/o being nasty or overbearing
  • acknowledge emotions but remain open to discussion
  • express self and give others the chance to express themselves equally
  • use I statements to defuse arguments
  • ask for and give reasons
44
Q

Advocacy

A

speaking on behalf of something important

  • major nursing role
  • nurses need to feel empowered and be assertive in order to do this successfully

Nursing 212 (5 decks)

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