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Leadership > Module 3 > Flashcards

Module 3 Flashcards

1
Q

What is transactional leadership?

A

Only concerned with day to day operations; rely on power of the position

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2
Q

What is transformational leadership?

A

Able to implement change b/c they’re able to get people to follow them; Anticipates problems and tries to prevent them

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3
Q

Describe an autocratic leader?

A

makes all the decisions; “I’m in charge”

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4
Q

What does a democratic leader look like?

A

allows input from everyone, which makes it take longer; NOT GOOD for emergencies.

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5
Q

Describe a laissez-faire leader?

A

promotes complete freeedom; avoids conflict by sending emails and announcements

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6
Q

What is a formal leader?

A

someone that is appointed formally by an organization

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7
Q

What is an informal leader?

A

Not official but is able to persuade and influence people

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8
Q

A leader can not lead without having? Ability to motivate people?

A

Power

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9
Q

Legitimate right to direct people given by org; give examples.

A

Authority
Ex: Nurse manager

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10
Q

If you can change or effect someone else it is described as; also can lead to power

A

Influence

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11
Q

T/F: You can be a leader without having legitimate power from the organization.

A

True

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12
Q

Authority is…

A

legitimate right to direct others by the organization

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13
Q

A nurse manager is an example of what type of leader?

A

Formal leader with AUTHORITY

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14
Q

The power to change/affect someone is called

A

Influence

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15
Q

Personal characteristics, expertise, and opportunities can be the source of?

A

Influence

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16
Q

Describe the influence behavior: Ingratiation

A

Praising or sympathizing with someone with the goal of advancing

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17
Q

One word to describe sanctions?

A

Threats

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17
Q

Describe the influence behavior: Rationality

A

presents logical arguments and reasons, providing pertinent info, and laying things out in a structural manner

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18
Q

Describe the influence behavior: Exchange

A

you scratch my back, I’ll scratch yours

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19
Q

Describe the influence behavior: Upward Appeal

A

going to higher authority when you don’t get what you want; I’m telling mom.

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20
Q

Describe the influence behavior: Blocking

A

Deliberately keeping others from getting their way

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21
Q

Describe the influence behavior: Coalition

A

group comes together as one voice and try to negotiate; all of housekeeping send one housekeeper to talk to manager

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22
Q

Sources of Positional (Direct) Power?

A

Legitimate, Reward, Coercive

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23
Q

Sources of Personal (Indirect) Power?

A

Referent, Expert, Informational, and Connection

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24
Q

Role of power based on postion is?

A

Legitimate

25
Q

Describe reward power?

A

ability to grant favors for other peoples’ compliance

26
Q

Coercive power is…

A

Fear of consequences or punishment

27
Q

Referent power is described as…

A

someone people perceive as powerful; someone well admired

28
Q

Expert power refers to?

A

someone’s skills, knowledge, and expertise

29
Q

Informational power is …

A

when someone has information or has access to information that other people want to know

30
Q

Connection Power

A

Based on a person’s relationship/affiliation with someone that other people see as power

31
Q

What is a performance appraisal?

A

an evaluation of how well someone performs their duty based on the job description

32
Q

What is the goal of a performance appraisal?

A

To improve or motivate employees which enhances organizational effectiveness

33
Q

what is the ADMINISTRATIVE purpose of a performance appraisal?

A

it assists in development of culture for the organization by looking at hiring, scheduling, promotion, and termination

34
Q

what is the MEASUREMENT purpose of an evaluation?

A

allows the manager to determine if job performance meets expectations or needs improvement based on preset standards of job description

35
Q

what is the DEVELOPMENTAL purpose of an evaluation?

A

helps identify learning needs of the organization and identify future leaders when looking to promote

36
Q

what is the RELATIONSHIP purpose of the performance appraisal?

A

opportunity to give feedback on a 1:1 basis; helps manager develop positive and trusting bond with staff

37
Q

T/F: Its not important to have insight on your performance on an ongoing basis.

A

False, it is VERY important!

38
Q

What are types of measurements used in performance appraisals?

A

Trait, Behavior, Competency, and Results-based

39
Q

A trait measurement is?

A

Based on characteristics you possess (work ethic, decision making, time management); difficult to be accurate because its subjective

40
Q

Behavior measurement is where?

A

rated on frequency and quality of specific actions observed by the manager therefore subjectivity will be decreased slightly; however, all actions may not be observed

41
Q

Competency measurement is …

A

The ability to perform a task based on clinical skills, knowledge, and experience; different based on the floor you work on (ICU=ventilator sufficiency)

42
Q

Result-based measurement is?

A

Based on outcomes and focuses on what you accomplished on your job; usually you identify goals and then evaluate them based on whether or not their met

43
Q

What is the problem with result-based measuring?

A

If you work on other things, you won’t get credit because it wasn’t on your goals to be evaluated.

44
Q

Types of Performance Appraisals?

A

Self-Assessment
Peer Reviewed
360 Degree Feedback
Written by MGR-

45
Q

Explain Self-Assessment

A

Employee rates themself based on a tool; Can be submitted ahead of time or at time of evaluation

46
Q

What is the problem with self-assessments?

A

If the MGR doesn’t agree with what was said in the eval; MGR must have good communication and conflict resolution skills

47
Q

Peer Reviews allow?

A

A way to get a more well-rounded view of the person; coworkers give feedback regarding skills, performance, attitude, and competencies based on working with you

48
Q

360 Degree Feedback

A

Typically done with executive leadership positions; given to people that report to you, people that you report to, and people from other departments that work alongside you. (Ex. CNO)

49
Q

What are positives of 360 Degree Feedback?

A

It can validate and give recognition, increases accountability, promote continuous improvement, and create a more open culture for development

50
Q

Manager Driven Appraisal

A

typically use a standardized tool like job description to evaluate you based on observations, skills, and preset standards

51
Q

Halo Effect Bias

A

rated positively or negatively based on ONE event or skill performed (Ex. story of her transcribing)

52
Q

Recency Bias

A

rated based on RECENT events (Ex. rated on last month only instead of whole year)

53
Q

Leniency Bias

A

all members receive the SAME rating regardless of how they performed

54
Q

Similar-to-me Bias

A

evaluator sees the person as themselves and rates them favorably on that

55
Q

Contrast Bias

A

rates employees against each other rather than the job description (Ex. Susie isn’t organized like Beth)

56
Q

Horns Effect Bias

A

rater focuses on NEGATIVE experiences and doesn’t look at any positives

57
Q

Central Tendency Bias

A

everyone gets a MEDIAN rating; no significantly high or low scores

58
Q

What is the purpose of disciplinary process?

A

To help individuals be a better employee, not for punishment purposes

59
Q

What are means for immediate termination?

A

Alcohol or drug use on the job

60
Q

Order of the disciplinary process

A

1) Verbal warning
2) Written warning
3) Suspension
4) Termination

61
Q

What is a performance improvement plan?

A

a detailed, time-specific, and measurable goals written to correct performance issues

Leadership (13 decks)

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