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N471: Practice of Nursing V > Leadership and Management: Past and Present > Flashcards

Leadership and Management: Past and Present Flashcards

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1
Q

Moral Character

A

possession of the virtues of:

Temperance
Justice
Wisdom
Courage

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2
Q

Moral Courage

A

Individual’s capacity to overcome fear and stand up for his/her core

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3
Q

Moral Virtue

A

Performance of repeated acts of virtue (e.g. courage); a habit of practicing virtue

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4
Q

Moral Wisdom

A

Understood to include moral perception, moral sensitivity, and moral imagination

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5
Q

Moral Perception

A

ability to observe what is happening from a moral perspective

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6
Q

Moral Sensitivity

A

Ability to incorporate an extensive array of information, take action on it, and respond to individual needs in a moral way

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7
Q

Moral Imagination

A

ability to reflect on what it might be like to be an individual in this set of circumstances

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8
Q

Moral Integrity

A

to feel good about oneself in a fundamental way, to perceive oneself as both a professional who does good work and as a person of character who strives to live a moral life

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9
Q

Ethical Competence

A

Ability of a person to analyze and respond to a moral problem, unrestrained by automatic responses and beliefs/emotional fixations

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10
Q

How might one describe the difference between being a manager and leader

A

a manager guides, directs, and motivates

a leader empowers other

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11
Q

Management

A

the organization and coordination of the activities of a business in order to achieve defined objectives

this implies management is the process of leading and directing all or part of an organization through the deployment and manipulation of resources

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12
Q

Leadership/Leaders

A

those who take risks, attempt to achieve shared goals, and inspire others to action

individuals will follow by choice not because they have to

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13
Q

What determines if a person is a leader

A

their behavior not a job title

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14
Q

A manager does what compared to a leader

A

a manager will accomplish, have responsibility and conduct

a leader will influence and guide direction, opinion, and course of action

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15
Q

Characteristics of Leaders

A

Obtain power through means other than delegated authority, like through influence

wider variety of roles than managers

may or may not be a part of a formal organization

focus on group process, information gathering, feedback and empower others

emphasize interpersonal relationships

direct willing followers

have goals that may or may not reflect those of the organization

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16
Q

What is important to recognize about being a leader

A

it is an easy thing to lose if others stop following you

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17
Q

10 Fatal Leadership Flaws

A

lack of energy or enthusiasm

acceptance of mediocre performance

lack of clear vision and direction

poor judgment

not collaborating

not walking the talk

resisting new ideas

not learning from mistakes

a lack of interpersonal skills

failing to develop others

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18
Q

___ are assigned a position by the organization

A

managers

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19
Q

____ often do not have delegated authority but obtain power through other means such as influence

A

leaders

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20
Q

___ have a wider variety of roles than managers

A

leaders

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21
Q

____ have a legitimate source of power due to delegated authority that accompanies the position

A

managers

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22
Q

___ have specific duties and responsibilities they are expected to carry out

A

managers

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23
Q

___ emphasize control, decision making, decision analysis, and results

A

managers

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24
Q

___ focus on group process, information gathering, feedback, and empowering others

A

leaders

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25
Q

___ may or may not be part of the formal hierarchy of the organization

A

leaders

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26
Q

___ emphasize interpersonal relationships

A

leaders

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27
Q

___ direct willing followers

A

leaders

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28
Q

___ have goals that may or may not reflect those of the organization

A

leaders

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29
Q

__ manipulate people, the environment, money, time, and other resources to achieve the goals of the organization

A

managers

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30
Q

___ have a greater formal responsibility and accountability for rationality and control than ____

A

managers; leaders

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31
Q

___ direct willing and unwilling subordinates

A

managers

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32
Q

What are some good qualities of a leader

A

inspires

takes risks

empowers others

directs others

involved

goal oriented

collaborates

communicates well

visionary

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33
Q

What are some good qualities of a manager

A

determined

detailed and fact oriented

needs data for decisions

understands the team

sees the organization as a whole

fiscally aware

transforms

has many responsibilities

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34
Q

Scientific Management Theory

A

“The one best way to accomplish a task”

How do we motivate employees to increase efficiency and productivity

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35
Q

4 Overriding principles of scientific management

A
  1. Rule of Thumb - Efficiency, Control of Time, and Energy - Scientific Design use
  2. Match Employee to the Job based on strengths and weaknesses
  3. Employees are motivated by money - rewards increase their work
  4. Managers and Employee roles should be separate, independent, and cooperative with work shared equally (Mangers plans, prepares, supervises and worker works)
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36
Q

Frederick Taylor

A

1900-1930s

Creator of Scientific Management

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37
Q

What is the result of scientific management

A

increased productivity and profit as well as efficiency

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38
Q

Management Process

A

a 5 stage framework for managers to see what planning is needed to make changes happen in an organization and to allow work on team building and providing motivation

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39
Q

5 Steps of the Management Process

A
  1. Planning (what are the goals, objectives, rules, changes)
  2. Organizing (How will the changes occur, plans)
  3. Staffing (Who will be responsible, team building)
  4. Directing (How will work get done, motivating, conflict management, delegation, collaboration)
  5. Control ( performance, evaluation, legal and ethical control, fiscal aspects)

(A continuous cyclical process)

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40
Q

Fayol and Gulick

A

Came up with management theory / management process of POSDC

1920-30s

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41
Q

What was seen as a shortcoming of scientific management

A

the lack of a human element

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42
Q

What began to add the “human element” to management theory

A

the Human Relations Era focused on people rather than machines

43
Q

Human Relations Era Management

A

Adding the human element to management

believes managers are one WITH the employee

Believes that managers need to cooperate not domineer over employees and that the managers behaviors will correlate with efficiency or not

Believes employee participation in decision making is needed and flexibility, see the worker, and engage the worker is needed

44
Q

Shortcoming of Human Relation Theory

A

some did not like the less structured environment

time consuming

45
Q

Hawthorne Effect and Management

A

Paying more attention to the worker will increase their productivity

part of human relation theory

46
Q

Theory X and Theory Y Managers

A

Idea that X managers think employees are lazy, need direction and constant supervision, and are indifferent to organizational needs

Y managers believe workers enjoy work, are self motivated, and are willing to work hard to meet personal and organization goals

The idea is that the Y managers attitude will boost productivity

47
Q

Great Man Theory / Trait Theory

A

The idea some are born to lead and others are born to be led

Some oppose this by saying some can come into leadership with work and when the situation needs it not just naturally

48
Q

Lewin, White, and Lippit isolated what from emphasis of what a leader does to be what is important

A

their leadership style

49
Q

3 Types of Leadership Styles

A

Authoritarian (Autocratic)

Democratic

Laissez Faire

50
Q

Authoritarian (Autocratic) Leadership Style

A

Control, Coercion, Close Minded, Criticism, Focus on “I” or “Me”

Sometimes necessary in urgent and emergent situations where strong delegation is needed

51
Q

Democratic Leadership Style

A

less control, motivated by rewards, open communication, collaborative decision making, constructive feedback, focus on “we”

Transformational leadership

52
Q

What is the differing results of Authoritarian v Democratic Leadership Styles

A

Authoritarian has high productivity and feelings of reduced frustration and predictable work but at the cost of creativity, self motivation, and autonomy (often found in large bureaucracies and the armed forces)

Democratic is the other end - you value ideas and experiences and learning from others - it is good for groups working together for extended periods (but can be less efficient quantitatively)

53
Q

Laissez Faire Leadership Style

A

lack of control and direction, permissive, open communication, group focus, not typically seen as productive in this setting

however will ill defined problems and a call for creativity and productivity if the group is highly motivated and self directed it can be useful for alternative solution making

54
Q

Situational and Contingency Leadership Theories Say What

A

That there is no one size fits all answer to what leadership style is best

Contingency approach basically means no one leadership style is ideal for every situation and that different people are potentially better leading in different styles based on the situation

Situational approach states the appropriateness of the leadership style then is based on followers level of maturity as well with it moving from task oriented to relationship oriented

55
Q

Interactional leadership Theory (Present Day)

A

Idea that leadership behavior is generally determined by the relationship of the leaders personality and the specific situation

So there is a three way relationship between the uniqueness and aspects of the leader, follower, and situation they are functioning in

56
Q

Leadership effectiveness in interactional leadership theory requires

A

the ability to use the problem solving process

leader is a motivator

performance and productivity

has vision and is able to empower and inspire staff

demonstrate fairness, competence, dependability, and creativity

manager models behavior, encourages, and shares values

leaders and followers to share same passion for work

57
Q

Transactional Leader

A

a traditional manager concerned wiht the day to day operations

58
Q

Transformational (Theory) Leader

A

manager is committed, has a vision, and can empower others with this vision

59
Q

What are some traits of strength based leadership

A

empower the worker

recognize uniqueness of employees

provide safe work environment

learning ready

positivity and focus on strengths

service to others

60
Q

Kouzes and Posner

A

came up with 5 practices for exemplary leadership

61
Q

What are the 5 practices for exemplary leadership

A
  1. Modeling (values and self awareness)
  2. Inspiring a shared vision (inspirational vision, followers want to work with leader on goals)
  3. Challenging the process (sees the changes needed and makes it happen)
  4. Empowering others (foster collaboration, trust, and sharing of power)
  5. Encouraging the heart (celebrate others and their achievements toward the goal)
62
Q

What are some traits of a Transformational leader

A

long term vision

sees the bigger picture

influential

recognize the effect of interactions with others - team oriented

deals with conflict well

sees necessary changes as positive

able to balance this with managerial needs and transactional needs

63
Q

Emotional intelligence

A

ability to perceive, understand, and control one’s emotions and the effects those emotions have on others

64
Q

Defining Qualities of Emotional intelligence

A

self awareness

self regulation

motivation

empathy

social skills

65
Q

Full Range Leadership Model

A

full range leader is someone who can apply transactional, transformational and stepping back laissez faire leadership styles at any time or situation when needed

made by Bass and Avolio in 1993

66
Q

Integrated leader-managers

A

a leader and a manager in one

the two have a symbiotic/synergistic relationship

67
Q

6 Traits of an integrated Leader-Manager

A
  1. Think Long Term
  2. Look outward toward the larger organization
  3. influence others beyond their own group
  4. emphasize vision, values, and motivations
  5. politically astute
  6. think in terms of change and renewal
68
Q

Challengers for Leadership/Management today in Healthcare

A

Quality and safety in healthcare

Limited accessibility to healthcare

Healthcare disparities

health and human resource planning

high workload

patient satisfaction

sustainability of the healthcare system and financing

increasing healthcare cost

long waiting times and congestion

changes in more strict legislation, regulations and enforcement of such

increased disease burden, promotion and prevention- people are living longer

pandemic controls.

69
Q

4 Major Leadership roles

A

Delegation

Supervision

Coordination

Collaboration

70
Q

Delegation

A

transferring responsibilities to another staff member

RN still ultimately responsible for these tasks and the RNs in leadership roles delegate to RNs working with/under them

71
Q

Supervision

A

Taking responsibility for the tasks others perform - involves reviewing workload, understanding skills and knowledge of staff, and evaluating job performance

RNs in leadership roles supervise RNs and other unlicensed personnel working under/with them

72
Q

Coordination

A

Organizing care for patients between 2 or more participants

INCLUDES THE PATIENT AND FAMILY

facilitating appropriate delivery of health care services is needed here

73
Q

Collaboration

A

health care team working and coming together to reach a common goal in patient care

this is more how HC workers like RNs, Doctors, etc work together

74
Q

10 Traits Millennials ID as expecting from leaders

A
  1. Own and live company values
  2. Communicate open and early
  3. Inspire people to reach higher
  4. Own their mistakes
  5. Recognize big wins, small wins, and hard work
  6. Trust people
  7. Make the right decision, not the popular decision
  8. Add value to their teams, helping them to succeed
  9. Have the courage to be genuine and visible
  10. Take care of people
75
Q

Strength Based Leadership

A

Focuses on the development or empowerment of workers strengths as opposed to IDing problems, improving underperformance, and addressing weakness and obstacles

76
Q

Level 5 Leadership

A

5 levels of leadership skill can be present in an organization but typically leaders that are great possess all 5 qualities

It is not necessary to pass every level subsequently to be the fifth level (great leader) but there must be skills and capabilities found at all levels

77
Q

Servant Leadership

A

contemporary leadership model that puts serving others as the first priority

relates to 5th level leadership

78
Q

Principal Agent Theory

A

Suggests that followers may have an informational (expertise or knowledge) advantage over the leader as well as their own preferences, which may deviate from those of the principal. This may lead to a misalignment of goals

So if the agent (follower) can make a decision on the principal (managers) behalf they may make different choices so you must incentivize them to make the decision appropriate with the organizations best interest

79
Q

Human Capital

A

represents the capability of the individual that can create economic value for individuals, employers, and the community

social capital represents what a group can accomplish together

Human Capital Theory states then people and organizations invest in education and professional development if it can have a future payoff as an investment

80
Q

Authentic Leadership

A

suggests that in order to lead, leaders must be true to themselves and their values and act accordingly

81
Q

Thought Leadership

A

refers to any situation whereby one individual convinces another to consider a new idea, product, or way to looking at things

82
Q

Thought Leadership

A

refers to any situation whereby one individual convinces another to consider a new idea, product, or way to looking at things

a person is recognized among his or her peers for innovative ideas and who demonstrates the confidence to promote those ideas

83
Q

Quantum Leadership

A

suggest that the environment and context in which people work is complex and dynamic and that this has a direct impact on organizational productivity

84
Q

Quantum Leadership

A

suggest that the environment and context in which people work is complex and dynamic and that this has a direct impact on organizational productivity

Leadership must work with subordinates to ID common goals, exploit opportunities and empower staff to make decisions for organizational productivity to occur - especially when rapid change and transitions

85
Q

What is a major benefit of using strength based leadership training for students and people at risk

A

it can move them to at promise by focusing on their interests and strengths

86
Q

For strength based leadership, a team must have a balance of what 4 leadership domains

A

Strategic Thinking

Influence

Relationship Building

Executions

87
Q

What are the 4 most common things people seek in leaders

A

Trust

Compassion

Stability

Hope

88
Q

What are the 5 levels of Great Leadership

A
  1. Highly Capable Individual
  2. Contributing Team member
  3. Competent Manager
  4. Effective Leader
  5. Great Leader
89
Q

Self Awareness

A

the ability to recognize and understand ones moods emotions and drives as well as their effects on others

90
Q

Self Regulation

A

the ability to control or redirect disruptive impulses or moods as well as the propensity to suspend judgment

91
Q

Motivation

A

a passion to work for reasons that go beyond money or status; a propensity to pursue goals with energy and commitment

92
Q

Empathy

A

the ability to understand and accept the emotional makeup of other people

93
Q

Social Skills

A

proficiency in handling relationships and building networks; an ability to find common grounds

94
Q

5 components of emotional intelligence

A

self awareness

self regulation

motivation

empathy

social skills

95
Q

Why is Rebel Leadership important

A

because leaders should strive for an encourage rebellion in the workplaces because when people break the rules to explore new ideas and create positive change, everyone benefits.

96
Q

Why is Rebel Leadership important

A

because leaders should strive for an encourage rebellion in the workplaces because when people break the rules to explore new ideas and create positive change, everyone benefits.

97
Q

8 Principles of Rebel Leadership

A

Seek out the new

Encourage constructive dissent

Open conversations - dont close them

Reveal yourself and reflect

Learn everything then forget everything

Find freedom in constraints

Lead from the trenches

Foster happy accidents (mistakes may unlock a breakthrough)

98
Q

Agile Leadership

A

Leaders with the ability and agility to think in many new ways so that they can be flexible, adaptable, and fast in decision making

99
Q

Reflective Thinking and Practice

A

To be agile you must continually adapt, reflect on progress and setbacks, and adjust their course as needed

100
Q

Industrial Age v Relationship Age Leadership

A

Industrial - focus on hierarchy, skills, competition and control

Relationship Age - focus on primarily relationships between the leader and his or her followers, on discerning common purpose, working together cooperatively, and seeking information rather than wealth

101
Q

What are the 3 Steps for Engaging Employees Through Relationship Building

A
  1. invest the Time
  2. Get the Data
  3. Evaluate the progress of employee engagement
102
Q

Integrated Model of Leadership

A

The balance of industrial and relationship age leadership or the strategic leadership and operational leadership

There needs to be a balance of character and authenticity, influence and abilities, results and performance, and skills and competence

103
Q

Strategic v Operational Leadership

A

Operational - management focused

Strategic - activities like clear vision, maintaining a culture that aligns a set of values with that vision, and declaring must do or strategic imperatives the organization needs to accomplish

N471: Practice of Nursing V (11 decks)

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