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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
Role of power based on postion is?
Legitimate
25
Describe reward power?
ability to grant favors for other peoples' compliance
26
Coercive power is...
Fear of consequences or punishment
27
Referent power is described as...
someone people perceive as powerful; someone well admired
28
Expert power refers to?
someone's skills, knowledge, and expertise
29
Informational power is ...
when someone has information or has access to information that other people want to know
30
Connection Power
Based on a person's relationship/affiliation with someone that other people see as power
31
What is a performance appraisal?
an evaluation of how well someone performs their duty based on the job description
32
What is the goal of a performance appraisal?
To improve or motivate employees which enhances organizational effectiveness
33
what is the ADMINISTRATIVE purpose of a performance appraisal?
it assists in development of culture for the organization by looking at hiring, scheduling, promotion, and termination
34
what is the MEASUREMENT purpose of an evaluation?
allows the manager to determine if job performance meets expectations or needs improvement based on preset standards of job description
35
what is the DEVELOPMENTAL purpose of an evaluation?
helps identify learning needs of the organization and identify future leaders when looking to promote
36
what is the RELATIONSHIP purpose of the performance appraisal?
opportunity to give feedback on a 1:1 basis; helps manager develop positive and trusting bond with staff
37
T/F: Its not important to have insight on your performance on an ongoing basis.
False, it is VERY important!
38
What are types of measurements used in performance appraisals?
Trait, Behavior, Competency, and Results-based
39
A trait measurement is?
Based on characteristics you possess (work ethic, decision making, time management); difficult to be accurate because its subjective
40
Behavior measurement is where?
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
Competency measurement is ...
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
Result-based measurement is?
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
What is the problem with result-based measuring?
If you work on other things, you won't get credit because it wasn't on your goals to be evaluated.
44
Types of Performance Appraisals?
Self-Assessment Peer Reviewed 360 Degree Feedback Written by MGR-
45
Explain Self-Assessment
Employee rates themself based on a tool; Can be submitted ahead of time or at time of evaluation
46
What is the problem with self-assessments?
If the MGR doesn't agree with what was said in the eval; MGR must have good communication and conflict resolution skills
47
Peer Reviews allow?
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
360 Degree Feedback
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
What are positives of 360 Degree Feedback?
It can validate and give recognition, increases accountability, promote continuous improvement, and create a more open culture for development
50
Manager Driven Appraisal
typically use a standardized tool like job description to evaluate you based on observations, skills, and preset standards
51
Halo Effect Bias
rated positively or negatively based on ONE event or skill performed (Ex. story of her transcribing)
52
Recency Bias
rated based on RECENT events (Ex. rated on last month only instead of whole year)
53
Leniency Bias
all members receive the SAME rating regardless of how they performed
54
Similar-to-me Bias
evaluator sees the person as themselves and rates them favorably on that
55
Contrast Bias
rates employees against each other rather than the job description (Ex. Susie isn't organized like Beth)
56
Horns Effect Bias
rater focuses on NEGATIVE experiences and doesn't look at any positives
57
Central Tendency Bias
everyone gets a MEDIAN rating; no significantly high or low scores
58
What is the purpose of disciplinary process?
To help individuals be a better employee, not for punishment purposes
59
What are means for immediate termination?
Alcohol or drug use on the job
60
Order of the disciplinary process
1) Verbal warning 2) Written warning 3) Suspension 4) Termination
61
What is a performance improvement plan?
a detailed, time-specific, and measurable goals written to correct performance issues

Leadership (12 decks)

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