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LEADERSHIP > PRELIM > Flashcards

PRELIM Flashcards

1
Q

Process of influencing others to achieve organizational goals

A

Leadership

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2
Q

3 Purpose of Leadership

A

Motivate
Lead
Guide

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3
Q

Standing up for oneself without violating the rights of other

A

Assertiveness

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4
Q

Trying to convince someone by using reason

A

Rationality

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5
Q

Making an individual important before making a request

A

Ingratiation

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6
Q

Offering exchange of favor

A

Exchange

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7
Q

Coercive
Giving punishment or reward

A

Sanction

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8
Q

Backing up a request with a threat to damage an infividuals oppurtunity for advancement

A

Blocking

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9
Q

Getting workers to back up

A

Coalition

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10
Q

Obtaining support of higher

A

Upward appeal

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11
Q

People that operate and use financial and material resources

A

Manpower

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12
Q

Devices that help organization

A

Machines

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13
Q

Budget allocated

A

Money

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14
Q

Refers to body of technique

A

Methods

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15
Q

Physical resources

A

Materials

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16
Q

Time as resource

A

Moment

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17
Q

People responsible for planning

A

Manager

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18
Q

Respect
People follow you because of what you are and what you represent

A

Personhood

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19
Q

Reproduction
Peope follow because of what youve done for them

A

People Development

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20
Q

Results
People follow because of what youve done for the organization

A

Production

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21
Q

Relationships
People follow because they want to

A

Permission

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22
Q

Rights
People follow because they have to

A

Position

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23
Q

Gilbert’s D PATHOS SHAF

A

Dominance

Poise
Aggressiveness
Tolerance for others view
High capacity to attain status
Orderly thinking
Self confidence

Sensitivity to others
High need to achieve
Ambition
Flexibility

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24
Q

Only a select few were born to lead

A

Trait Theories

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25
Q

3 Trait Theorist

A

Stogdill
Bass
Gilbert

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26
Q

Start of Trait Theories

A

Mid 1800’s

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27
Q

Start of Behavioral Theories

A

Early 1930’s

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28
Q

He developed a profile of successful leaders and traits

A

Stogdill

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29
Q

He classified intelligence, personality, and abilities

A

Bass

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30
Q

Found potential leaders has D PATHOS SHAF

A

Gilbert

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31
Q

Focused on what leaders do and that leadership is a learned behavior

A

Behavioral Theorist

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32
Q

4 Behavioral Leadership Styles

A

Autocratic
Democratic
Laissez Faire
Bureaucratic

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33
Q

Make decisions without input from others
POWER, AUTHORITY, NEED FOR APPROVAL

A

Autocratic

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34
Q

Aka as participative or shared leadership
Members participate

A

Democratic

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35
Q

Give others freedom to make decisions
Uninvolved in the day to day work
Provides no direction or facilitation

A

Laissez Faire

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36
Q

By Jenkins and Henderson (1984)
Relies on organization policies and rules

A

Bureaucratic

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37
Q

Task>Relationships

A

Autocratic/Authoritarian

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38
Q

Directive behavior
Use coercion
But effective in crisis

A

Authoritarian/Autocratic

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39
Q

2 way communication

A

Democratic/Shared or Participative

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40
Q

Abstains from leading

A

Laissez Faire

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41
Q

Inflexible rules

A

Bureaucratic

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42
Q

No best way to organize
Leaders should adapt

A

Contigency Leadership Theory

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43
Q

Leadership style must fit the situation
Effective when he matches leadership style to situational factors

A

Fiedler’s Contingency Theory

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44
Q

(Good to Poor)
Degree which leader enjoy the loyalty or subordinates

A

Manager-Followers Relationship

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45
Q

(High to Low)
Degree which task is clearly described

A

Task structure

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46
Q

(Strong to Weak)
Degree which leaders are able to administer rewards and punishment

A

Manager Power

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47
Q

Start of Fiedler’s Contingency Theory

A

1967

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48
Q

Start of Situational Leadership Theory

A

2007

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49
Q

Leader adapts style to suit the current work environment or needs of team

A

Situational Leadership Theory

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50
Q

People behind Situational Leadership Theory

A

Hersey
Blanchard
Johnson

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51
Q

Requires close supervision and constant guidance

Repetitive results are neede

Novice Level

Unable, unwilling and insecure

A

Telling Style (High Task to Low Relationship)

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52
Q

Unmotivated to perform a task

Unable but willing and confident

A

Selling (High Task to High Relationship)

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53
Q

Able but unwilling and insecure

A

Paticipating (Low task to High relationship)

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54
Q

Team is efficient requires little guide

Able, willing and confident

A

Delegating (Low task to low relationship)

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55
Q

Provide specific instructions and close supervision

Unable, unwilling and insecure

A

Telling (High task to Low relationship)

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56
Q

Explain your decisions and provide clarification

Unable but willing and confident

A

Selling (High task to High relationship)

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57
Q

Share ideas and facilitate in making decisions

Able but unwilling and insecure

A

Participating (Low task to High relationship)

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58
Q

Turn over responsibility

Able, willing and confident

A

Delegating (Low task to low relationship)

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59
Q

Separate decision making into expectancy, instrumentality, and valence

A

Vromm-Yetton Expectancy Model

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60
Q

How much they believe that their additional effort will help them

“Efforts will leaf to high performance”

A

Expectancy

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61
Q

How much they believe that rewards will actually appear

“Performance will lead to predicted outcome”

A

Instrumentality

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62
Q

How much they value the potential rewards

“Predicted outcomes are desirable”

A

Valence

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63
Q

Influence their subordinates

SATISFACTION
MOTIVATION
PERFORMANCE

A

House-Mitchell Path-Goal Theory

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64
Q

Provide clear instructions
Promotes transparency
For marginally and partially employees

A

Directive leadership

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65
Q

Focuses on supportive and friendly work environment

Routine and very experienced employee

A

Supportive Leadership

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66
Q

Involves consultation and request for opinions

For moderate and somewhat ambiguous

A

Participative leadership

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67
Q

Includes setting challenging goals

For skilled and higky innovative and ambiguous

A

Achievement-oriented leadership

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68
Q

Increasing calue on collaboration and teamwork

Must use additonal skills especially group and political leadership

A

Contemporary Leadership

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69
Q

Should be updated

Update himself

Identify olf and learn new

A

Quantum Leadership

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70
Q

Stability to instability and order to disorder

Permanent strusture is doomed to fail

A

Chaos Theory

71
Q

Personal qualities such as charm

Leaders personality arouses great affection

A

Charismatic Leadership

72
Q

Not concerned with status quo but with effecting revolutionary change

Better selves over self interest

A

Transformational Leadership

73
Q

All about understanding a person and be the best version

A

Relational Leadership

74
Q

Emphasizes collaboration

One is in charge but power and influence is shared with group

A

Shared Leadership

75
Q

Prioritize the greater good

A

Servent Leadership

76
Q

According to him leadership occurs when other peoples needs take priority

A

Greenleaf (1991)

77
Q

6 Servant Leaders Skills

A

Stewardship
Listening
Awareness
Persuasion

Foresight
Commitment

78
Q

The most important skill

A

Listening

79
Q

____ of the situation or individual need

A

Awareness

80
Q

Convince, do, or believe

A

Persuasion

81
Q

A visionary to create change

A

Foresight

82
Q

Take responsibility and accountable

A

Stewardship

83
Q

____ to the growth of individuals

A

Commitment

84
Q

Suggest the skills of servant leaders

A

Campbell and Rudisill

85
Q

Process by which cooperative group direct action toward common goals

A

Management

86
Q

Is a practice rather than science of profession

A

Management

87
Q

Process of accomplishing goals of the group through efficiency and effective use of resources

A

Management

88
Q

Involves techniques by which a distinguished group of people coordinate service of people

A

Management

89
Q

4 Major Function of Management

A

Planning
Organizing
Directing
Controlling

90
Q

Working through staff members to be able to provide comprhensive care to the patient

A

Nursing Management

91
Q

Closely identifies with the actual delivery of care

A

First Line Manager

92
Q

Coordinates the activity of all staff

A

First Line

93
Q

Daily management of line workers

A

First Line

94
Q

Make the decisions with yhe help of few guidelines

A

First Line

95
Q

Managing staff
Preparing budget and schedule
Writing and implementing policies

A

Middle Manager

96
Q

Carrying out the goals set by top mamagement

Communicates upward and downward

A

Middle Manager

97
Q

Supervises multiple dept

Ensures all coent by nurses is carries out

Making wide decision

A

Top Manager

98
Q

Theory of Scientific Management

PRODUCTIVITY, PROFIT, EFFICIENCY

Observed people in electric plant

A

Frederick Taylor

99
Q

Follower of Taylor

Forerunner of PERT chart

TASK AND BONUS remuneration plan

A

Henry Gantt

100
Q

Between work and time

PROGRAM
EVALUATION
REVIEW
TECHNIQUE

A

PERT CHART

101
Q

Father of Organization Theory

Bureacracy

A

Max Weber

102
Q

Stressed the selection of qualified

A

Luther Gulick

103
Q

Studied function of managers

Father of Management Process School

A

Henry Fayol

104
Q

Task must be group and are specially trained to efficiently perform the job

YOU SHOULD KNOW YOUR JOB

A

Division of Labor

105
Q

Pure obligation to do the task

Ability to give orders

A

AUTHORITY

106
Q

One supervisor

A

UNITY OF COMMAND

107
Q

One path, goal, objective, MANAGER

A

UNITY OF DIRECTION

108
Q

Highest to lowest

Top to bottom

A

SCALAR CHAIN

109
Q

Importance to organizations INTEREST

A

SUBORDINATION

110
Q

Fair and just

A

EQUITY

111
Q

Everything in order of right place and time

A

ORDER

112
Q

Secure job status

A

Stability of Tenure

113
Q

Given freedom how to work and make decision

A

INITIATIVE

114
Q

Upper level or manager lies on decision maminf

A

CENTRALIZATION

115
Q

Rules and regulation

A

DISCIPLINE

116
Q

Equal work and pay

A

Remuneration

117
Q

Unity

A

Esprit de Corps

118
Q

Respondeat superior

Leader act for subordinate

A

Command Responsibility

119
Q

Every employee have job description

A

Principle of Definition

120
Q

Entristing responsibility to others and create accountability

A

Principle of Delegation

121
Q

Provides learning oppurtunities

Increase power

A

Delegation

122
Q

5 Rights of Delegation

A

Person
Task
Supervision
Direction
Circumstance

123
Q

Waste of time
Believe that no one else
Fear of criticism
Need to be perfect
Enjoy personal satisfaction
Gained from doing the work herself

A

Cause of Underdelegating

124
Q

Do not delegate

• assesment, teaching, evaluation and judgement

delagate

• standard procedures

• stable and predictable

A

Rules of Delegation

125
Q

Exercise power WITH people rather than OVER

A

Mary Follet

126
Q

Hawthorne Effect

Special attention

Show concern to subordinates

A

Elton Mayo

127
Q

Phases of behavior change

A

Kurt Lewin

128
Q

What needs to be change

A

Unfreezing

129
Q

Practicing/Doing

A

Changing

130
Q

Integrating to daily

A

Refreezing

131
Q

Management by objectives

A

Peter Drucker

132
Q

2 approach to decision making

A

Herbet Simon

133
Q

Choosing the best alternative

A

Optimizing

134
Q

First workable solution

A

Satisfying

135
Q

Already have power

A

Traditional Authority

136
Q

Sacred characteristics

A

Charisma

137
Q

Based on knowledge, skills, ability

A

Rational Legal Authority

138
Q

Proposed managerial roles

A

Henry Mintzberg

139
Q

Interpersonal
• figurehead
• leader
• liaison

A

Gathering info

140
Q

Informational
• monitor
• dissemination
• spokesman

A

Sharing Info

141
Q

Decision
• entreprenuer
• disturbance handler
• negotiator
• resource allocator

A

Strategic decision making

142
Q

Company’s reason for being

Sense of purpose to employees

A

Mission

143
Q

Where company aspires to go

A

Vision

144
Q

Concrete goals that company seek

Challenging but achievable

Measurable

A

Objectives

145
Q

Devise a strategic plan

A

Situation analysis

146
Q

Process of using available knowledge to document intended direction

A

Strategy formulation

147
Q

Specific strategic alternatives are developed

A

Strategic Formulation

148
Q

Translating jnto detailed policies

A

Implementation

149
Q

Strategy need to be measure or evaluated to keep plan on track

A

Control

150
Q

Entails forecasting or setting broad outline of work to be done

Primary process of selecting and relating facts

A

PLANNING

151
Q

Achievable plan from 6-12

A

Short term

152
Q

Devised for an exceptional risk

A

Contingency Plan

153
Q

Plan achieve more than a year

A

LONG TERM

154
Q

Look into the future and decide in advnace

A

FORECAST

155
Q

Mental image or power of imagination

A

Vision

156
Q

Statement identifying reason of organization existence

A

Purpose or Mission

157
Q

Identify organization consituency and ethics

A

Purpose or Mission

158
Q

Delineates values and beliefs

Direct all plan

Basis for developing philosophies

A

Philosophy

159
Q

General and broad and can be one or more

A

GOAL

160
Q

Specific and concrete action commitements

A

OBJECTIVE

161
Q

Activities to attain goals

A

Programs

162
Q

Technique for allocating time

A

Time management

163
Q

Financial road map

Plan for future and set operating cost

A

Budget

164
Q

Salary Expense Budget

Cost of direct labor

A

Personnel Budget

165
Q

Weighted statistical measurement of illness severity

A

Acuity Index

166
Q

Ratio of RNs

A

Staffing Mix

167
Q

Annual Budget

Coincides with fiscal year

Second area of expenditure

A

Operating/Revenue and Expense Budget

168
Q

Reflex response of service volume

A

Operating/Revenue and Expense Budget

169
Q

Building and mahor equipment with 5-7 life

A

Capital Budget

170
Q

Broad guidelines for managerial decision

A

Policies

171
Q

Effective tool for orienting new employees

A

Manual

172
Q

Consist of policies on admission, discharge, death…

A

Nursing Service Policy Manual

173
Q

Ensure unity among departments

A

Interdepartmental Policies

174
Q

Should be available in each unit to familiarize nurses with procedures

A

Nursing Procedure Manual

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