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Healthcare Leadership > TBL 1: Leadership > Flashcards

TBL 1: Leadership Flashcards

1
Q

Define leadership

A

The use of influence to direct and coordinate a group of people

Leadership is not only a matter of personal characteristics but also the situation in which leadership occurs

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2
Q

Define personality

A

A person’s tendency to think, feel or behave a particular way

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3
Q

Which theory of personality is considered fundamental?

A

the Big 5 theory

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4
Q

What is the Big 5 theory?

A

People can be compared with each other according to 5 personality traits:

  • Extraversion
  • Agreeableness
  • Conscientiousness
  • Emotional stability
  • Imagination/Intellect
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5
Q

What is Extraversion?

A

The need for external stimulation

People who are high in extraversion tend to be outgoing, active and high-spirited

People who are low in extraversion tend to be reserved and serious (but not necessarily shy)

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6
Q

What is Agreeableness?

A

Receptivity towards others’ perspectives

Those who are high in agreeableness tend to be compassionate, good-natured and avoid conflict

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7
Q

What is Conscientiousness?

A

Strength of purpose or the drive to goal attainment

Those who are high in conscientiousness tend to be diligent, organised and set high standards

Those who are low in conscientiousness tend to be easy going and less organised (but do not necessarily have low standards)

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8
Q

What is Emotional stability?

A

The intensity and frequency of negative emotions

Those who are high in emotional stability tend to be secure, hardy and generally relaxed under stressful conditions

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9
Q

What is Imagination/Intellect?

A

Openness to a range of experiences

Those who are low in imagination tend to be down-to-earth, practical and traditional

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10
Q

What is cognitive style?

A

The way which a person perceives, remembers or thinks about information

Cognitive style is separate from intelligence or cognitive ability

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11
Q

Describe a model of cognitive style

A

Adaption vs Innovation

When approaching a task, people who are adaptive prefer to do things better (i.e. more precise, reliable or disciplined).

People who are innovative prefer to do things differently (i.e. more radical or unique)

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12
Q

Describe Hersey and Blanchard’s Situational Leadership Model

A

Four main styles of leadership
- all valid and might be used interchangeably depending on the situation and needs of a team

  1. Directing style
  2. Coaching style
  3. Supporting style
  4. Delegating style
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13
Q

Describe the Directing style (Hersey and Blanchard’s Situational Leadership Model)

A

Decisive and give instructions as to how things should be done.
They expect people to follow orders, carry out tasks in accordance with their requirements and see things their way.

Positive aspects of this style:

  • Helpful for new and inexperienced team members
  • Provide information needed to perform their job to the standard required
  • People know what they have to do, how they have to do it and what will happen if they don’t
  • Measure of safety and security as people know where they stand.

Negative aspects of this style:

  • People who are not allowed to use their initiative quickly become frustrated, bored or rebellious
  • Morale and Motivation are likely to dip, often quite dramatically
  • Risk of domineering and autocratic behaviour
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14
Q

Describe the Coaching style (Hersey and Blanchard’s Situational Leadership Model)

A

Involving people in the decision-making process and is willing to take the time and trouble to help people solve problems.

Positive aspects of this style:

  • Given many opportunities to talk things through
  • Joint problem-solving approach
  • Members appreciate the fact that their manager is willing to work alongside them.

Negative aspects of this style:

  • The manager may step in and make decisions that the team members could easily make on their own
  • May become too involved in discussions about people’s problems
  • Risk of using talking as a substitute for action
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15
Q

Describe the Supporting style (Hersey and Blanchard’s Situational Leadership Model)

A

Allows people to take responsibility but they know that the manager is there to give support when needed.

The manager is willing to listen and offer whole hearted support.

Positive aspects of this style:

  • Team members are given challenging tasks and projects that stretch them;
  • Team members feel encouraged and supported, and have the confidence to be open and honest.

Negative aspects of this style:

  • The manager may have difficulty finding time for their own work
  • Reluctance to give orders may mean that less experienced members of the team are not sure of their role and responsibilities.
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16
Q

Describe the Delegating style (Hersey and Blanchard’s Situational Leadership Model)

A

Give people the freedom to develop their own ideas and take ownership of major tasks and projects.

They are willing to let go and trust team members to do a good job on their own.

Positive aspects of this style include:

  • Team members develop quickly because they have to use their initiative
  • Team members feel trusted and empowered

Negative aspects of this style:

  • The manager may have a tendency to just walk away and let the team get on with it
  • Unavailability may seem like abdication of responsibility;
  • Even highly experienced team members may experience problems and may be reluctant to discuss them with the manager.
17
Q

Describe Adair’s action-centred leadership model

A

Describes 3 interlocking needs of group life, which are to:

  • achieve a common task
  • maintain good relationships within the team
  • meet the needs of individual team members.

Depicted as 3 interconnected circles that combine to ensure that a group or team is productive and effective

Effective leadership involves balancing the three circles appropriately for the context you operate in as a manager.
- May need to focus activities on achieving the needs related to one circle at the expense of the other circles depending on the situation

18
Q

Describe Tannenbaum and Schmidt’s autocratic-democratic leadership model

A

Focuses on how decisions are made within a team.

It is a continuous scale with autocracy at one end and democracy at the other.

Different decision making styles can be used depending on:

  • The experience level of the team
  • The strength of relationships within the team
  • The urgency of the decision that needs to be taken and its importance
19
Q

Describe the different decision making styles in the Tannenbaum and Schmidt’s autocratic-democratic leadership model

A
  • Tells: leader takes the decision alone, without any consultation
  • Sells: leader takes the decision alone but sells the benefit to team members
  • Tests: leader presents ideas for discussion and pretends to consult (already has chosen preferred option)
  • Suggests: leader presents ideas and asks team to decide subject to certain limits and boundaries
  • Consults: leader presents ideas for discussion and genuinely consults
  • Joins: leader joins the team in decision-making process
  • Delegates: leader lets the team decide with no constraints.
20
Q

Describe the difference between transactional leadership and transformational leadership

A

Transactional leadership: Focuses on managing people so that they perform as required

Transformational leadership: aims to inspire and motivate people to perform to the best of their ability

Neither is necessarily better than the other - transactional leadership is important as it holds people to minimum standards of safety, even if a transformational leader might encourage people to exceed these standards.

21
Q

Name a theory of group member interaction

A

Fundamental Interpersonal Relation Orientation (FIRO)

22
Q

Describe the FIRO theory

A

This proposes that each person varies in terms of three interpersonal elements:

  • Inclusion
  • Control
  • Affection

Some people prefer to express a lot of inclusion, control and/or affection, whereas others prefer not to express much of any or all of these.

The best working relationship will be the one where the need that the leader most expresses is the same as the need that the group members most want

23
Q

Describe the Inclusion element of the FIRO theory

A

Inclusion concerns forming relationships and associating with others

Leaders with a strong need for inclusion emphasise fairness and team building.

24
Q

Describe the Control element of the FIRO theory

A

Control concerns influencing and persuading others.

Leaders with a strong need for control emphasise firmness and directing

25
Q

Describe the Affection element of the FIRO theory

A

Affection concerns being close to others.

Leaders with a strong need for affection emphasise:

  • Appreciation of others
  • Managing conflict.
26
Q

What external factors affect the leadership ability of a leader?

A
  • The level of demand on the group
  • The availability of time and resources
  • The competence and confidence of team members
  • The task structure (how much variation there is in carrying out the task)
  • Position power (how much authority the leader has)
  • How easy it is for group members to communicate with and coordinate each other
27
Q

What personal qualities can improve leadership ability?

A
  • Self awareness
  • Confidence
  • Self control
  • Self knowledge
  • Personal reflection
  • Resilience
  • Determination
28
Q

What is Kolb’s learning cycle?

A

Kolb’s learning cycle explains how we can learn and develop

Kolb argues that effective learning involves the 4 stages:

  • Experience (i.e. doing something)
  • Reflection (reading or observing other people i.e. processing information in order to learn from it)
  • Conceptualisation (Ideas stage - drawing conclusions from the ‘reflections’ and forming ideas as to how they can be applied)
  • Experimentation (test out the ideas)

If this gives a successful outcome you will use what you have learned when you do it next time (i.e. back to the ‘experiencing’ stage).

If not, then you go round to reflection … and so the cycle continues

29
Q

What are the different types of personal goals?

A
  • Highly personal (e.g. learn to ride a bicycle, overcome my stutter)
  • Career orientated (e.g. become corporate head within 18 months)
  • Work orientated (e.g. create a forum for the team to discuss operational difficulties by 31 January)
  • Skills orientated (e.g. develop project management skills by April)
  • Financial (e.g. save to buy retirement home in Spain, start a savings plan to pay for children to go through university).
30
Q

What is a SMART goal?

A

Specific — clear and unambiguou
Measurable — you’ll know when it has been achieved
Achievable — you’ve got the capabilities and resources to achieve it
Relevant — it really matters to you!
Time related — always set a target date for achieving a goal.

Healthcare Leadership (8 decks)

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