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🙏🏻✨Pasar cutie✨🙏🏻 > Leadership Nursing > Flashcards

Leadership Nursing Flashcards

1
Q

Conceptual Paradigm of leadership and nursing

A

RESOURCES
THEORIES AND PRINCIPLES
MANAGEMENT PROCESS AND FUNCTION
EFFECTIVELY AND EDFICIENT LEADERSHIP

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2
Q

AT THE HEART OF LEADING AND MANAGING IS THE ATTAINMENT GOAL
THIS IS ESTABLISHED AT THE BEGINNING OF ANY PLANNED UNDERTAKING
DESIRED AIM OR CONDITION TOWARD WHICH ONE IS WILLING TO WORK

A

GOAL

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3
Q

-personal goal
-based on desired in life

A

INDIVIDUAL GOAL

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4
Q

may be refer to organizational goal although on a smaller scale
pertains to what the individual members of the group desire to achieve as a group

A

GROUP GOAL

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5
Q

to justify its existence

A

ORGANIZATIONAL GOAL

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6
Q

can be achieved in a short period of time

A

short term goal

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7
Q

require years before they can be achieved

A

long term goals

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8
Q

is a powerful process for thinking about the ideal future, and for motivating, oneself, the group, or the organization to turn vision future into reality

A

goal setting

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9
Q

SMARTER GOALS

A

specific
measurable
attainable
relevant
time-bounded
efficient and effective
rewarding

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10
Q

they like arrow directions because they remove the uncertainty in leading nd managing
management process and function
is the application of creative solving strategies

A

Theories and principle

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11
Q

FOUR FXN OF MGT

A

1.PLANNING
2.ORGANIZING
3.DIRECTING
4.CONTROLLING

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12
Q

one should be able to lead at the right time and maximize ones resources to attain the goal

A

EFFECTIVE AND EFFICIENT LEADERSHIP

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13
Q

Successful in producing a desired or intended result

A

EFFECTIVE

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14
Q

ACHIEVING MAXIMUM PRODUCTIVITY WITH MINIMUM WASTED EFFORT OR EXPENSE

A

Effiecient

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15
Q

RESOURCES 7 m

A

Money
men
machine
materials
methods
moment
manager

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16
Q

refers to a budget that would allocated for an undertaking

A

MONEY

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17
Q

REFERS RO HUMAN RESOURCES THAT ARE NEEDED TO ACHIEVE THE GOAL

A

men

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18
Q

devices that help the organization by either performing task faster or doing work that human cannot

A

MACHINE

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19
Q

REFERS RO THE BODY TECHNIQUE FOR INVESTIGATING PHENOMENA, ACQUIRING NEW KNOWLEDGE OR CORRECTING, AND INTEGRATING PREVIOUS KNOWLEDGE

A

methods

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20
Q

referw to to time as a resource

A

moment

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21
Q

a person responsible for planning and directing the work of a group of individuals, monitoring their work, and, take corrective actionsnwhen necessary

A

MANAGER

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22
Q

A LEADER IS

A

able to inspire her followers or her nursing staff to do things beyond their call of duty

able to lift the staff morale

able to motivate the nursing staff to thunk of a solution to an existing problem

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23
Q

sets a new direction or vision for group to follow

A

LEADERSHIP

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24
Q

controls means it directs and resources in a group according to principles or values that have already been established by the group or organization

A

MANAGEMENT

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25
Q

invariably end up doing a lot of administrative work. they participate in the crafting of organizational policies and they implement such policies

A

MANAGERS

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26
Q

management is a ____ that must be performed in any organization

A

function

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27
Q

LEADERSHIP is a ____ between leader and followers that can give life to an organization

A

relationship

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28
Q

REFERS TO THE ROLES OF NURSING professionals who direct nursing staff,oversee the organizational structure of medical processes and lead nursing teams in providing patient care

A

NURSING LEADERSHIP AND MGT

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29
Q

do more than balance cost , monitor productivity, and maintain patient and staff satisfaction.

A

NURSE LEADERS

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30
Q

they serve as role models and influence health care organizations at all levels

A

NURSE LEADERS

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31
Q

POINTERS TO THE LEADERSHIP PATH

A
  1. BEGIN WITH UR SELF
  2. KNOW HOW TO LEAD
  3. APPLY IT URSELF
  4. EVALUATE UR GAINS AND REFLECT ON THE LOSSES
  5. CHANGE URSELF
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32
Q

Are experienced RN who have displayed leadership, mgt, and communication skill.

A

CHARGE NURSE

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33
Q

Trade name for a card filling system that allows guide for reference to the particular needs of the client for certain aspect of nursing care.

portable flip over file or notebook kept at the nurse’s station

each institution has its own format but the basic information contained on its universal

A

KARDEX

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34
Q

KARDEX INFO

A

basic demographic data
physicians name
primary medical diagnosis
current doctor’s treatment ordersnto be carried out by nurses
nursing care plan
nursing order
schedule test and procedures
safety precsu to be used in the client case
factors related to activities of daily living

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35
Q

chart rounds,walking rounds, teaching rounds, or grand rounds that are held specifically for nurses and that focus in nursing care

A

NURSING ROUNDS

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36
Q

things still to be done
a quantity of unfinished business or work that has built up over a period of time and must be dealt with before progress can be made

A

BACKLOGS

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37
Q

AN IRDER WRITTEN OR VERBAL made by the physician pertaining care and mgt.

A

MEDICAL ORDER

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38
Q

MEDICINE TICKETS

A

PRN- white
PRN ANTI HPNDRUGS- yellow
STAT/Nursing care- White
OD AND HS - white
bid/q6hr/q12hr- yellow
TID- Pink
QID- blue
q4hrs- green
q8hrs- orange

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39
Q

to be able to guide the nurse to follow the doctors written order its medication to be given and the method of administration

A

medication ticket

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40
Q

3 common errror in transcribing MEDICSTION ORDER

A
  1. incorrect interpretation of order due to misunderstanding of traditional time
  2. failed to clarify incomplete order
    3.not checking correct dossage
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41
Q

who lesders are

A

Values , motives, and personal trait

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42
Q

what leaders are

A

knowledge, skills, and abilities

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43
Q

LEADER ACRONYM

A

Lead,love,learn
enthusiastic,energetic
assertive, achiever
dedicated, desirous
efficient effective
responsible respectful

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44
Q

always with people
must act as the leader of a team when her/his skills and experience level call for it
know to love because of the number and diversity of people she he serves
constantly learn since the practice of nursing is ancontinually evolving process

A

Lead, love, learn

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45
Q

always with people
must act as the leader of a team when her/his skills and experience level call for it
know to love because of the number and diversity of people she he serves
constantly learn since the practice of nursing is ancontinually evolving process

A

Lead, love, learn

46
Q

must both be able and willing to work hard
should bring both enthusiasm and profiency to the assigned task
someones positive energy bring ps to work can be infectious
a truly professional nurse is one who is able to temporarily set aside own concern and problems and ill feelings while at work
as a leader one who always reserves a smile for patient no matter waht him her problems

A

Enthusiastic and energetic

47
Q

as a leader a nurse should always know the reason for doing things

A

ASSERTIVE AND ACHIEVER

48
Q

as a leader a nurse should develop the heart for the profession
must be committed to what he she is doing
must have the desire to pursue higher learning to continually grow professional

A

DEDICATED AND DESIROUS

49
Q

as a leader a nurse should be able to do the right things and to do the things right
while it is difficult to avoid mistakes she should minimize it and learn the lessons arising from those mistakes

A

EFFECTIVE AND EFFICIENT

50
Q

as a leader the responsibility is directed to patient
holds accountable and answersble for the mistakes that might commit in the course if providing care to the patient

A

RESPONSIBLE and respective

51
Q

who coined servant leadership

A

Robert greenleaf

52
Q

a good follower leads herself by assuming responsibilities thus influence her own performance

A

FELLOWERSHIP

53
Q

are independent and critical yet passive in their behavior resulting in physiological and emotional distance with their leaders

A

Alienated

54
Q

they are potentially disruptive and threat to the health of the organization

A

Alienated

55
Q

Are dependent and uncritical
they simply do as they are told by their leaders

A

sheep

56
Q

dependent or uncritical, but very active on their behavior

they uncritically reinforce the thinking and ideas of their leaders enthusiasm, never questioning or challenging the leader’s idea or proposal

most dangerous to the leaders because theyre most likely to give false positive reaction and give no warning of potential pitfalls

A

Yes People

57
Q

dependent or uncritical, but very active on their behavior

they uncritically reinforce the thinking and ideas of their leaders enthusiasm, never questioning or challenging the leader’s idea or proposal

most dangerous to the leaders because theyre most likely to give false positive reaction and give no warning of potential pitfalls

A

Yes People

58
Q

are the least disruptive and lowest risk follower

they perpetually sample the wind

their motto “better safe than sorry”

A

Survivors

59
Q

Effective Follower

A

•Are self leaders and do not require close supervision
•They recognize that to be an effective leader, one needs good follower
•leaders cannot exist without good follower

60
Q

Effective followers 4 ease some qualities

A

•Self-Management
•commitment
•competence and focus
•courage

61
Q

to think for oneself and to work well without close supervision

A

Self-Management

62
Q

committed beyond themselves

A

Commitment

63
Q

should build more competence and focus their effort for maximum impact

A

competence and focus

64
Q

establish themselves as independent, critical thinkers and will fight for what they believe is right

A

courage

65
Q

Elements of Leadership

A

vision
influence
power
Authority, responsible, and accountability

66
Q

•provides direction to the influence process
•it is essence of leadership,it is essential for organizational effectiveness and success
•it is used as a major leadership tool in enlisting its members towards the defined objective,and focused on their condtructive role of the organization within its environment

A

vision

67
Q

Three critical components involved in making that vision work

A

•the leader or the head of the organization
•the members of the organization and staff
•the environment in which they function or the community

68
Q

The ability to obtain followers compliance, or request

an attempt by individuals to change behavior of others

A

Influence

69
Q

Power triangle

A

Communication upper triangle
recognition left side
influence right side

70
Q

the art of influencing people,communication holds utmost importance
power is transmitted through the way the leader communicates to her followers

communication may be good or bad depending on whether the message was received or not

A

Communication

71
Q

a leaders good deeds are recognized by the group

it is the group that vest power on the leader because of what they perceive to her significant contribution to the well being of the group

A

recognition

72
Q

Kinds of influence

A

Assertiveness
ingratiation
rationality
blocking
coalition
sanction
exchange
upward appeal
power

73
Q

where one sends direct message to others and is able to stand up for her own rights without violating those of others

A

Assertiveness

74
Q

an individual makes another feel important or good before making a request. the person acts humbly or is friendly before making a requests

A

Ingratiation

75
Q

involves convincing someone of the merits of a detailed plan, which is equally supported by information, reasoning logic

A

Rationality

76
Q

is a hostile form of influence where an individual achieves the goal of influencing another person either with the threat of or the actual act of cutting from communication or interaction the other person intended to be influenced

A

Blocking

77
Q

is a collective form of influence where a person gets several coworkers to “ back her up” when making a request

A

coalition

78
Q

is a form of influence hinge on the promise of punishment in the case of non-cooperation and reward in case of of cooperation

A

sanction

79
Q

involves offering a favor or a personal sacrifice as an incentive for the performance of the request

A

exchange

80
Q

involves obtaining support from a higher up to push someone into action

A

Upward appeal

81
Q

the ability to efficiently and effectively exercise authority and control

the ability to impose the will of one person or group to bring about certain behaviors in other groups or person

A

Power

82
Q

Sources of Power

A

Legitimate power
reward power
coercive power
expert power
information power
referent power

83
Q

is bestowed upon a leader by a given position in the hierarchy of an organization

most obvious and most important kind of power

A

Legitimate Power

84
Q

is derived from the manager’s ability to give rewards to her subordinates for compliance with her orders or requests

it is referred to the degree to which the individual somehow compensate her subordinates through means as benefits

A

Reward Power

85
Q

is based on the leader ability to punish subordinates for non compliance with his directives

to ability to withhold reward or even create an untenable working situations for such subordinates

tende to be most obvious but least effective form of power as it builds resentment and resistance within the targets of coercive power

A

Coercive power

86
Q

is derived from special abilities or skills unique to the leader

it is the ability to influence others through possession of knowledge or skills that are useful to them

A

Expert Power

87
Q

is derived from being well informed and up to date

it is through information power that nurses are able to pursued others

while people with expert power are perceived by their image of expertise to show credibility, those who possesses information power dies not have a strict need to “look the art of professional

they keep up to date with new research and debates confidently and persuades well because of the i formation they possesses

A

Information Power

88
Q

is based on relationships and connections

it is also called networking

the ability of the individual to attract others and build loyalty

it is based on the charisma and interpersonal skills of the power

A

Referent Power

89
Q

is based on relationships and connections

it is also called networking

the ability of the individual to attract others and build loyalty

it is based on the charisma and interpersonal skills of the power

A

Referent Power

90
Q

represents the right to expect or secure compliance ; it is backed up by legitimacy

is the right to decide and command

A

Authority

91
Q

Forms of Authority

A

Line authority
staff authority
team authority

92
Q

Direct supervisory from superior to subordinate

authority flows in a direct chain of command from the top of the company to the bottom

the chain of command is strictly followed

there is unity of command within the chain that cannot be broken otherwise there will be chaos in the organization

A

Line authority

93
Q

within the chain states that each person in an organization should take orders from and report to only one person

this help prevent conflicting demands being placed ob employee by more than one superior

A

Unity of command

94
Q

refers to the number of employees that should be placed under the direction of one leader maanger

A

Span of control

95
Q

is more limited authority to advise

it is authority that is based on expertise and which usually involves advising line managers

A

Staff Authority

96
Q

is granted to the committees or work teams involved in an organization daily operation

work teams are group of operating emplyees who shared a common vision goals and objectives

they are empowered to plan and organize their own work and perform that work with a minimum supervision

A

Team Authority

97
Q

is the corresponding obligation and accountability answers for all actions

the obligation to do the assigned task

A

Responsibility

98
Q

when someone is responsible for something, she is liable or accountable to a superior for the outcome

answering for the result of ones actions or omission

A

accountability

99
Q

Types of leader

A

Formal leader

informal leader

100
Q

is appointed elected or designated deliberately chosen by the administration and given the authority to act

he holds formal position that has been determined as needed in the organization

A

Formal leader

101
Q

does not have official sanction to direct the activities of others

he is chosen by his group itself as in social grou, church group because of age seniority, special conoetence or personality

A

Informal group

102
Q

Behavior of Leader

A

Passive or non Assertive behavior
aggressive behavior
assertive behavior

103
Q

leader fees selfpity and is lacking self worth acts apologitically is easily dominated by others and speaks hesitantly softly refusing to look at others when talking

has self denial issues,inhibited puts herself doen as norm

allows others to choose and does not achieved desired goals

A

Passive or non-Assertive behavior

104
Q

talks loudly on every subject

she often depreciates others remarks and has shown insensitivity to the feelings of other people

oftentime enhance their selves at the expense of others

A

Aggressive behavior

105
Q

the midway of passive and aggresive

express opinions and belief without infringing on or belittling the right of belief by others

they refuse to be dominated and manipulated

they strive to enhance self and other

they are also quite expressive

A

Assertive behavior

106
Q

style of leadership

A
  1. Autocratic leadership style
  2. Bureaucratic leadership style
  3. Democratic Leadership style
  4. laissez-Faire leadership style
107
Q

Classical approach

nurse leader manager retains as much power and decision making authority as possible

does not consult other nurses or co employees nor are they allowed to give any input in decision making

expected to obey orders without receiving any expanation

do not trust employees

strong control over the work group

critisim is punitive

A

Autocratic Leadership Style

108
Q

nurse leader-manages “by the book”

everything must be done according to procedure or policy

really more of a police officer than a leader

A

Bureaucratic Leadership Style

109
Q

Participative style as it encourages employees to be oart of the decision making

the nurse are well i formed about everything that affects their work

they share in the decision making and problem solving responsibility

less controll is maintained

communication flows up and down

A

Democratic Leadership Style

110
Q

also known as the hands off style

little to no direction from the leader and the nursing staff has as much freedom as possible

all authority or power is given to the employees and they must determine goals make decisions and resolve problems on their own

is permissive with little or no control

A

Laissez-Faire Leadership Style

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