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n part 3 Flashcards

1
Q

describe about Great man theory (Galton 1869)

and big bang theory

A
  • great leaders are born into great families
  • leadership is inherited
  • divine creed: ‘right’ breed
  • all other must be led
  • great events create great leaders of otherwise ordinary people
  • world wars, personal events, local events
  • the situation and the followers create the leaders
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2
Q

describe about Trait theory

A
  • its the ‘man’ - not the game
  • person is more important than the situation
  • characteristics or traits distinguish successful leadership
  • assumes a passive follower role
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3
Q

describe the style theory

A

‘it is how you play the game’

  • how leaders behave, what they do , how they interact, how groups respond
  • based on beliefs, values, preferences and organisational culture
  • relationship between concern for people and concern for results
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4
Q

describe the styles of management and leadership between 1960 -1990s

A
  • autocratic (directive, has a right to manage)
  • paternalistic (overprotective, interfering)
  • democratic (Discussion, debate and shared vision)
  • Laissez- fair (easy- going , no directions for followers)

(more leadership theories based on style )

  • charismatic
  • participatory
  • situational
  • transformational
  • authentic
  • servant
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5
Q

what is transformational theory?

A

theory developed (1970s- 2014) in response to the confusion between management and leadership

  • links MOTIVES of leaders and followers
  • attends to the needs of followers, increase motivation of both
  • challenge to the status quo
  • challenge context of work
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6
Q

what are the 4 themes associated with Transformation leadership

A
  1. vision
  2. communication
  3. trust
  4. self-knowledge
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7
Q

what are the negative aspects of transformational leadership?

A

it is widely adopted in the caring professional

HOWEVER

  • without robust critical
    review or empirical evidence
  • limited examination of passive forms of leader avoidance
  • feasible that transformational leaders can lack integrity
  • extreme self- confidence can be a feature of narcissistic personality
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8
Q

what is transactional leadership

A
  • opposite to transformational
  • focus on the purpose of the organisation
  • ‘run a tight ship’
  • reward/punishment motivation
  • manage routines and tasks
  • keeps organisation on the right tract
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9
Q

congruent leadership

A

application of leadership to your clinical situations

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10
Q

what are the ACN Nurse Leadership model

A
  • Org structure
  • Recruitment retention
  • improved Pt outcomes
  • Cost & productivity
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11
Q

Leadership vs Management

A

according to Warren Bennis,

leaders are people who do the right thing
managers are people who do things right

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12
Q

why do we need leadership in health care?

A
  • because health professions need to be responsible for quality and safety
  • clinical leaders are in an ideal position, ideally situated to support other clinicians to develop health services
  • need to recognise the ability. to be change agents

clinical leadership is putting the clinician at the heart of shaping and running clinical services, so as to deliver excellent outcomes for patients and population,,,,

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13
Q

what does leadership in nursing look like currently?

A

transformational leadership
found in positions called leadership
have hierarchical or titled position
fill a leadership role or position

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14
Q

what is supportiveness

A
  • build team
  • sustain effective teams
  • emotional intelligence
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15
Q

what terms the de-escalation approaches?

A
  1. non verbal
  2. verbal
  3. protective
  4. seclusion
  5. legal force
  6. debriefing
  7. continuation
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16
Q

why the de-escalation skills important for nurse?

A

as professional healer nurse require communication skills that enable use to de-escalate people therapeutically.

nurse in ethical framework including values such as:
- human beings are inherently valuable
- obligation not to harm others intentionally
- respect for authority
- justice regarding equal distribution of burdens and benefits
truthfulness

17
Q

when is de-escalation skills needed?

A
  • distress
  • anger
  • verbal aggression
  • passive aggression
  • physical aggression
  • criminality
18
Q

what the case of Phinese Gage exemplified?

A

Phinese Gage- a metal poll went through his frontal lobe but he lived being continue and his personality changed.
it showed that brain’s adaptability and there are different parts of brain with different function

19
Q

what is psychological approach?

A

interpersonal physchological approach suggest that the way people relate is linked to their past interpersonal experience and often linked to attachment styles developed during childhood

central to this approach is the idea that each person is an expert regarding their own life but not everything we know conscious

it is crucial for nurses using this approach to adopt a posture of unknowing

assist the person to feel understood and guide then towards self identification and ownership of challenges

use open ended questions to explore challenges and identify desires/goals

assist the person to identify and understand problem- solving strategies

coach the person towards the development of new coping skills/behaviours that allow then to end experience more appropriate and satisfying ways of relating to others

20
Q

what are the components of IPT model of attachment

A

secure
- self competent people are, dependance, safe

preoccupied

  • not self competent.
  • anxious (ex: I cant cope alone)

fearful
- people inflict pain need to control (ex: I am garbage)

dismissing

  • people are understandable
  • depressed

(secure)

21
Q

what are the strategies for de- escalation techniques?

A
  1. notice and non verbal techniques
    - notice when people might escalate people
    - it is essential to listen carefully and respectfully to what the person is saying, especially during periods of anger and aggression
    - use traditional listening skills (tone of voice, eye contact, nodding etc)
    - be aware of your body posture
    - avoid physical contact
    - minimize movement
  2. verbal techniques
    - stay calm under fire
    - acknowledge subjective distress without aquiescing
    - lower your voice and keep your tone even
    - present options
    - don’t talk or shout over the top if verbally aggressive
    - speak clearly
    - use “present tense talk”
    - you may need to seek help
    - you may need to exit quick
  3. protective strategies
    (the worst case scenario)
  • know who to call and how to call help
  • use emergency alarm
  • stay outside of the ‘hit zone’
  • protect your body
  • leave the situation
22
Q

what are the trends in the management of death and dying in western societies

A
  • the institutionalisation of death and dying; many people dying in hospital or long term care
  • professionalisation of death and dying, such as certificate of death by the medical profession and disposal body by the funeral industry
  • increasing use of medical technology for prolong life
23
Q

cause of death in Aus?

A
  1. coronary heart disease
  2. dementia
  3. cerebrovascular disease
  4. chronic obstructive pulmonary disease
  5. cancer
24
Q

what increase the development of life-limiting illness

A

lifestyle factors

occupational exposure to chemicals

biological

genetic defects

25
Q

where people mostly die at?

A
  1. 54% die in hospital
  2. 32% in residential aged care
  3. 14%of people die at home
26
Q

what is good health

A
  • to have an idea of when death is coming and who can be expected
  • to have control of pain and other system
  • to have reasonable choice and control over when health occurs
  • to be able to leave when it is time
  • to have time to say good bye and to arrange important things
27
Q

what are the common exist for people with life- limiting illness?

A
  • management of physical and psychological symptoms
  • need for social support
  • culturally specific need
  • spiritual and existential concerns
  • info and communication
28
Q

clinicians need to provide information in a way that assists patient/ families

A

to make appropriate decisions
be informed to the level that they wish
to set goals and priorities
to cope with their situation

29
Q

what are the barriers to discussing prognosis and end of life issues?

A 
lack of time
stress
lack of training
fear of upsetting the patient and fam
hopeless by unavailability of further curative treatment
30
Q

describe the key recommendation : PREPARED

A 
Prepare fore the discussion 
Relate to the person 
Elicit patient and caregiver preferences
Provide information 
Acknowledge emotion and concerns
Realistic hope
Encourage question
document
31
Q

what is palliative care ?

A

a philosophy of care that all health professionals can implement

more than just end of life care

32
Q

what communication skills are required to have communication to establish goals of care?
and what are the strategies ?

A

listening and enquiring:
- what are u hoping now
- what is important to you ?
what do you need to accomplish/ complete?

checking and clarifying:
goals may change as their illness progresses

strategies:

  • family meeting- patient may or may not included depending on the situation
  • family members and health care team exchange and impove communication
  • provide opportunity for th fam to express and share their feelings in a safe and structured context

advance care directives:

  • contain instructions that consent to or refuse specified medical treatments.
  • has legal status
  • clearly states patient care and preferences
33
Q

what is Advance Care Planning? (ACP)

A

process of planning for future medical care

exploration and documentation of values, goals during which patients,,

determination of proxy decision- maker

34
Q

how do we know someone is dying?

A
  • bedfast
  • unable to eat or drink beyond sips of fluids
  • no longer able to take oral medication
  • changes in respiratory pattern and peripheral shutdown
35
Q

what are the clinical priorities in care in the terminal phase?

A
  • revise the end of care plan
  • need to communicate: with family and staff
  • stop investigations : obs, blood tests etc
  • manage symptoms
36
Q

what are the care of the family

A
  • respond to any questions
  • keep the family informed of any changes
  • erasure families

n 4 (3 decks)

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