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LEADERSHIP > NCM 119 > Flashcards

NCM 119 Flashcards

1
Q

Leaders who easily delegate
goals, projects, and tasks to team members

A

Delegating style

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2
Q
  • Leaders who share ideas to
    motivate their team members, gain buy-in, and help
    them build confidence and autonomy
A

Participating style

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3
Q
  • Leaders who delegate and supervise
    their team members who may lack experience or
    confidence in their roles
A

Telling style

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4
Q

Leaders who consider their team
members’ personal preferences and treat well-being as
important as productivity

A

Supportive style

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5
Q

Leaders who work alongside their
team and ask for input or feedback before making
decisions

A

Participative style -

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6
Q
  • Leaders who set high
    expectations and goals for their team and encourage
    autonomy and independence
A

Achievement-oriented style

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7
Q

Leaders who give explicit
tasks and instructions

A

Directive-clarifying style

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8
Q
  • Leaders who make decisions
    independently
A

Autocratic style

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9
Q

Leaders who consult their team
members but ultimately make decisions independently

A

Consultative style -

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9
Q
  • Leaders who make decisions
    democratically
A

Collaborative style

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10
Q

emphasizes that the appropriate leadership style depends on the
maturity level of followers.

A

Life Cycle Theory

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11
Q

leaders provide clear instructions and specific guidance when
subordinates lack both the ability and willingness to take responsibility.

A

Telling

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11
Q

Leaders combine directive behavior with support, explaining
decisions and persuading followers to accept them.

A

Selling

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12
Q

Leaders adopt a supportive and non-directive approach,
fostering active listening and encouraging participation.

A

Participating

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13
Q

Leaders offer minimal guidance and support, empowering
subordinates to make decisions and take ownership of task execution.

A

Delegating -

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14
Q

vision, communication, positioning and
deployment of self through positive self regard
* ‘use of available resources to gain any
objective’.

A

Strategy Theory

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15
Q

Contemporary
Theories of
Leadership

A
  1. Interactional Leadership Theory
  2. Servant Leadership Theory
  3. Transactional & Transformational
    Leadership Theory
  4. Shared Leadership
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16
Q

the integrated process of planning,
organizing, staffing, directing,
controlling and coordinating
between all the activities

A

Management

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16
Q

Leadership Styles
(Lewin & White)

A

Authoritarian (Autocratic)
* Participative (Democratic)
* Delegative (Laissez-Fair

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17
Q

based on the premise that leadership
behavior is generally determined by the
relationship between the leader’s
personality and the specific situation
* autonomy and creativity by valuing and
empowering followers
* leader must accept the responsibility for
the quality of outcomes and the quality of
life for followers

A

Interactional Leadership Theory

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18
Q

Four developmental
levels of Leaders (servant)

A
  1. Reactive level
  2. Responsive
  3. Proactive level
  4. High Performance Teams
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18
Q

leaders put serving others as
number-one priority

A

Servant
Leadership
Theory

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19
Q
  • focus on past
  • crisis driven
  • abusive to subordinate
A

Reactive level

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20
Q
  • mold subordinate to work together as team
A

Responsive

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21
Q

is focused on
inspiring and transforming followers.

A

transformational leadership

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21
Q

maximum productivity and worker
satisfaction are present

A

High Performance Teams

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22
Q
  • leader and followers become more
    future-oriented
A

Proactive level

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23
Q

Transactional leadership is based on
exchanges and transactions, while
transformational leadership is focused on
inspiring and transforming followers.

A

Transactional & Transformational
Leadership Theory

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23
Q

Analyzes and synthesizes
workflow
* Boost productivity and
efficiency by finding the most
effective ways to perform tasks

A
  1. Scientific
    Management Theory
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24
Q

Is based on
exchanges and transactions

A

Transactional leadership

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25
Q

a philosophy and an organizational
structure that allow staff nurses to lead
* themselves, they make decisions at the
point of care

A

Shared Leadership

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26
Q

organizing
works must be replaced with the
scientific method
* The development of a true science of
management to determine the best
method for task performance

A

Traditional “Rule of Thumb”

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27
Q

Four (4)
Fundamental
Principles

A
  1. Traditional “Rule of Thumb”
  2. A scientific personnel system must be
    established so that workers can be hired
    3.Workers should be able to view how they
    fit into the organization
  3. The intimate, friendly cooperation
    between management and workers
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28
Q

Involve analyzing and
optimizing the physical
movements and tasks
performed by nurses to
improve efficiency, reduce
fatigue, and enhance patient
care.

A
  1. Motion studies
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29
Q

involves motivating workers to work hard to achieve organizational goals

A

Management Function (Process)– PLANNING

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30
Q
  • It analyzes threats to the organization, evaluates the organization’s strengths
    and weaknesses and creates a plan of how the organization can best compete in its environment
A
  • Strategic planning
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31
Q

aimed at an organization’s specific area or department, such as its facilities,
production, finance, marketing or personnel.

A

Tactical planning

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31
Q
  • is the process of using tactical planning to achieve strategic planning and
    goals.
A

Operational planning

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32
Q

-consists of motivating employees and influencing their behavior to achieve
organizational objectives.
* focuses on managing people, such as individual employees, teams and groups
rather than tasks.

A

Management Function – LEADING

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32
Q

an approach to
management and
increasing productivity by
emphasizing organizational
structure and human
behavior.

A
  1. Management
    Functions
    (Fayol)
33
Q

. involves identifying the means to achieve organizational goals
- managers should explain and ensure that employees
understand their individual duties.

A

Management Function – ORGANIZING

34
Q

manager leads by deciding with little input from the employee

A

Directing -

34
Q

manager decides with team members but focuses more on building
relationships within the team.

A

Supporting

35
Q

manager is more receptive to input from employees

A

Coaching

36
Q
  • leader provides a minimum of guidance to employees
A

Delegating

37
Q

is the process of evaluating the execution of the plan and making adjustments to ensure that the
organizational goal is achieved

A

Management Function- Controlling

38
Q
A
39
Q
  • It proposes that the most
    appropriate way to run an
    organization is to structure it
    into a rigid hierarchy of
    individuals governed by strict
    rules and regulations.
  • The principle of hierarchy &
    discipline, which requires that
    everyone follow orders from their
    superiors without question.
  • This theory is especially relevant in fields like nursing
    management, where organized and systematic approaches are
    crucial for effective healthcare delivery.
A

Theory of Social &
Economic Organization

40
Q

Organizations are structured in a clear
hierarchy where authority and responsibilities are distributed across
different levels.

A

Hierarchical Structure

41
Q

There are established rules, policies,
and procedures that govern the operations of the organization.

A

*Formal Rules and Regulations

42
Q

Decisions and interactions are based on objective
criteria rather than personal preferences, ensuring fairness and
consistency

A

*Impersonality

43
Q

Tasks and responsibilities are divided among
different individuals or departments, each specializing in specific areas

A

Division of Labor

44
Q

Positions within the hierarchy are filled
based on technical qualifications and expertise

A

Authority Based on Expertise

44
Q

Employment is seen as a long-term career with
opportunities for advancement based on merit.

A

Career Orientation

45
Q

a tool for displaying the
progression of a project in a form of specialized chart

A

gantt chart

45
Q

scheduling and rewarding employees
* - developed the Gantt chart which is a tool for displaying the
progression of a project in a form of specialized chart
* - provides a graphical illustration of a schedule that helps to plan,
coordinate, and track specific tasks in a project

A

Henry gantt

45
Q

scheduling and rewarding employees
* - developed the Gantt chart which is a tool for displaying the
progression of a project in a form of specialized chart
* - provides a graphical illustration of a schedule that helps to plan,
coordinate, and track specific tasks in a project

A

henry gantt

45
Q

response or behavior is strengthened
by rewards, leading to the repetition of desired behavior.

A
  • Positive Reinforcement -
46
Q

– is the termination of an unpleasant
state following a response.

A

Negative Reinforcement

46
Q

is the opposite of reinforcement since it is
designed to weaken or eliminate a response rather than increase it

A

Punishment -

46
Q

A person’s leadership abilities are a product of their
environment.
* The behavioral idea holds that leaders are formed
and trained, not born

A

Behavioral theory

47
Q
  • Hawthorne experiments
A
  1. Elton Mayo
47
Q
  • Founder of human relations movement
    Hawthorne effect describes a temporary change to behavior or
    performance in response to a change in the environmental
    conditions, with the response being typically an improvement.
A
  1. Elton Mayo
47
Q

In an experiment
intended to measure
how a work environment
impacts worker
productivity

A

Hawthorne effect

47
Q

She believed management was “the art of
getting things done through people.”

A
  1. Participative
    Management
    (Follet)
47
Q
  • Importance of managers and supervisors
    “powering with” employees, rather than
    “powering over” them, and collaborating
    with workers to solve conflicts.
  • 3 principles * Integration * “Power with” * Group power
A
  1. Participative
    Management
47
Q

Emphasizes that authority within an
organization is not just a matter of formal
power, but rather depends on the
acceptance of commands by
subordinates

A
  1. Acceptance
    Theory of Authority Chester Barnard
47
Q

Average person in inherently lazy; does not
like work and will try to avoid it; works to
survive
* Avoids responsibility; prefers to be
directed rather than act independently ;
little or no ambition, not too intelligent;
wants only security
* Manager must exercise strict control to
ensure work is carried out properly

A

Theory X

47
Q
  • Views human nature positively * People regard work as a source of
    satisfaction; accept and seek
    responsibility
  • Work is motivating and rewarding * Manager provides opportunities for the
    subordinates to be creative and
    productive and to encourage growth and
    guidance
A

Theory Y

47
Q
  • emphasize the importance of involving
    employees in decision-making processes.
  • In a participative management system,
    employees at all levels are encouraged to
    contribute ideas, opinions, and feedback,
    leading to more democratic and
    collaborative decision-making.
A
  1. Participative
    management-Rensis
    Likert
48
Q

Leaders may be concerned for their people
and they also must also have some
concern for the work to be done.

A
  1. Managerial Grid-Robert
    Blake and Jane Mouton
48
Q
  1. Managerial Grid: Leadership Style
A
  1. Impoverished management
  2. Authority-compliance
  3. Country Club management
  4. Middle of the road management
  5. Team management
49
Q

Minimum effort to get the work done.

A
  1. Impoverished management
49
Q

Strong focus on task, but with little concern
for people..

A
  1. Authority-compliance
50
Q

Care and concern for the people, with
a comfortable and friendly environment and collegial style

A
  1. Country Club management
51
Q

A weak balance of focus on both
people and the work.

A
  1. Middle of the road management
52
Q

Firing on all cylinders: people are committed to
task and leader is committed to people (as well as task).

A
  1. Team management
53
Q

Role problems: occurs when
there is a lack of clarity about job
responsibilities, expectations, and
authority within the nursing management
role.

A

role ambiguity

54
Q

Role problems: arises when
there are conflicting demands or
expectations within the nursing
management role, often from different
stakeholders such as senior management,
staff nurses, patients, or families.

A

Role conflict

55
Q

role problems:These problems occur when
there is a mismatch between the
authority given to a nurse manager and
the expectations of their role, or when
managers struggle to assert their
authority appropriately.

A

Power and Authority Issues

55
Q

role problems: happens when
a nurse manager has too many
responsibilities or tasks to manage
effectively within the time available.

A

Role overload

56
Q

role problems:This problem arises when
nurse managers are not adequately
prepared for their roles, either through
lack of training, mentoring, or experience.

A

Inadequate Role Preparation

56
Q

role problems: occurs
when a nurse manager’s skills,
knowledge, and abilities are not fully
utilized in their position.

A

Role underutilization

57
Q

role problems:Occurs when there is a lack
of clarity or agreement about the roles
and responsibilities between nursing
managers and other healthcare
professionals (e.g., doctors,
administrators).

A

Interdisciplinary Role Conflicts

58
Q

role problems: : This happens when different
stakeholders (e.g., hospital
administration, nursing staff, patients)
have varying or conflicting expectations
of the nursing management role.

A

Inconsistent Role Expectations

59
Q

Addressing
Role Problems

A

Provide Clear Role Descriptions
Offer Training and Development
Foster Open Communication
Ensure Adequate Support:
Promote Work-Life Balance

60
Q

role problems: in nursing
management occur when managers face
conflicting moral or ethical issues, such
as balancing patient care with budget
constraints.

A

Ethical dilemmas

60
Q

role problems:This issue arises when nurse
managers do not receive the necessary
support from superiors, peers, or the
organization to fulfill their role effectively.

A

Lack of Role Support

61
Q
A
61
Q
  • The manager’s job is viewed as
    coaching or guiding workers to choose
    the best paths for reaching their goals
    • “Best” is judged by the accompanying
      achievement of organizational goals
A

House’s Path-Goal
Model

62
Q
A
63
Q
A
64
Q
A
65
Q
A
66
Q
A
67
Q
A
68
Q
A
69
Q
A
70
Q
A

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