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#NUR1113 > Week 4: Becoming a leader > Flashcards

Week 4: Becoming a leader Flashcards

1
Q

What is

The pressure and tension that staff members may experience in their roles, which can be mitigated or exacerbated by leadership practices.

A

Job Stress

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2
Q

Define

Clinical Leadership

A

The ability to influence and improve clinical practice through expertise, advocacy, and leadership within healthcare teams.

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3
Q

What is

The ability of a leader to manage and adapt to change effectively, helping their team navigate transitions and maintain productivity.

A

Coping with Change

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4
Q

Define

Emotional Intelligence

A

The capacity to recognize, understand, and manage one’s own emotions, as well as those of others, to enhance interpersonal relationships and leadership effectiveness.

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5
Q

What is

The ability of a leader to recognize their own emotions, strengths, weaknesses, and how they affect others, leading to more effective leadership.

A

Self-Awareness

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6
Q

Define

Situational Leadership

A

A flexible leadership style where the leader adapts their approach based on the specific needs and development levels of their team members.

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7
Q

What is

A flexible leadership style where the leader adapts their approach based on the specific needs and development levels of their team members.

A

Situational Leadership

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8
Q

What is

A leadership quality where the leader is accessible and receptive to feedback, fostering an environment of trust and open communication.

A

Open and Approachable

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9
Q

What is

The ability to clearly and efficiently convey information, instructions, and feedback, fostering understanding and collaboration within the team.

A

Effective Communication

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10
Q

What is

The practice of analyzing one’s own leadership experiences and behaviors to gain insights and improve future performance.

A

Self-Reflection

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11
Q

What is

The ability to influence and improve clinical practice through expertise, advocacy, and leadership within healthcare teams.

A

Clinical Leadership

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12
Q

Define

Destructive Leadership

A

A leadership style that harms the organization and its members through abusive, unethical, or ineffective practices.

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13
Q

What is

The ability of a nurse leader to perform their clinical duties effectively, demonstrating expertise in patient care, decision-making, and problem-solving.

A

Clinical Competence

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14
Q

Define

Critical Thinking

A

The ability to analyze and evaluate information, situations, and problems to make informed and effective decisions.

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15
Q

What is

A leadership philosophy where the leader prioritizes the needs of the team, supports their development, and helps them perform at their best.

A

Servant Leadership

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16
Q

Define

Leadership Attributes

A

Qualities and characteristics that define effective leaders, including integrity, emotional intelligence, and the ability to inspire and motivate others.

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17
Q

Define

Clinical Competence

A

The ability of a nurse leader to perform their clinical duties effectively, demonstrating expertise in patient care, decision-making, and problem-solving.

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18
Q

Define

Job Stress

A

The pressure and tension that staff members may experience in their roles, which can be mitigated or exacerbated by leadership practices.

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19
Q

What is

A leadership approach focused on routine, supervision, and performance-based rewards and penalties to manage and motivate staff.

A

Transactional Leadership

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20
Q

Define

Transformational Leadership

A

A leadership style that inspires and motivates team members by creating a vision for the future, fostering commitment, and encouraging innovation and change.

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21
Q

Define

Job Satisfaction

A

The level of contentment and fulfillment that staff members experience in their roles, often influenced by leadership and workplace conditions.

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22
Q

What is

The ability to analyze and evaluate information, situations, and problems to make informed and effective decisions.

A

Critical Thinking

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23
Q

What is

A leadership style that inspires and motivates team members by creating a vision for the future, fostering commitment, and encouraging innovation and change.

A

Transformational Leadership

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24
Q

Define

Self-Awareness

A

The ability of a leader to recognize their own emotions, strengths, weaknesses, and how they affect others, leading to more effective leadership.

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25
Q

What is

The frequent or habitual absence of staff from work, often influenced by job satisfaction, stress levels, and workplace culture.

A

Absenteeism

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26
Q

Define

Coping with Change

A

The ability of a leader to manage and adapt to change effectively, helping their team navigate transitions and maintain productivity.

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27
Q

Define

Visibility in Practice

A

The presence and active involvement of a leader in the clinical environment, ensuring they are approachable and accessible to the team.

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28
Q

What is

The level of contentment and fulfillment that staff members experience in their roles, often influenced by leadership and workplace conditions.

A

Job Satisfaction

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29
Q

Define

Empowered Motivator

A

A leader who inspires and encourages their team to achieve their best by providing support, resources, and opportunities for growth.

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30
Q

What is

A leader who exemplifies the standards and behaviors expected of others, serving as an example to guide and inspire their team.

A

Role Model

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31
Q

Define

Turnover Intention

A

The likelihood that staff members will leave their job, often influenced by factors such as job satisfaction, leadership style, and workplace environment.

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32
Q

Define

Servant Leadership

A

A leadership philosophy where the leader prioritizes the needs of the team, supports their development, and helps them perform at their best.

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33
Q

Define

Open and Approachable

A

A leadership quality where the leader is accessible and receptive to feedback, fostering an environment of trust and open communication.

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34
Q

Define

Effective Communication

A

The ability to clearly and efficiently convey information, instructions, and feedback, fostering understanding and collaboration within the team.

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35
Q

What is

A leadership style that harms the organization and its members through abusive, unethical, or ineffective practices.

A

Destructive Leadership

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36
Q

What is

The ability of a leader to motivate and encourage others by creating a shared vision and demonstrating passion and enthusiasm.

A

Inspirational

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37
Q

Define

Self-Reflection

A

The practice of analyzing one’s own leadership experiences and behaviors to gain insights and improve future performance.

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38
Q

What is

A destructive leadership style marked by harmful behaviors, such as manipulation, bullying, or unethical practices, that negatively impact the team and workplace.

A

Toxic Leadership

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39
Q

What is

The presence and active involvement of a leader in the clinical environment, ensuring they are approachable and accessible to the team.

A

Visibility in Practice

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40
Q

What is

The likelihood that staff members will leave their job, often influenced by factors such as job satisfaction, leadership style, and workplace environment.

A

Turnover Intention

41
Q

Define

Integrity

A

The adherence to moral and ethical principles, ensuring honesty, transparency, and fairness in leadership practices.

42
Q

Define

Inspirational

A

The ability of a leader to motivate and encourage others by creating a shared vision and demonstrating passion and enthusiasm.

43
Q

What is

A leadership style characterized by self-awareness, transparency, and ethics, where the leader remains true to their values and builds trust with their team.

A

Authentic Leadership

44
Q

What is

A leader who inspires and encourages their team to achieve their best by providing support, resources, and opportunities for growth.

A

Empowered Motivator

45
Q

Define

Absenteeism

A

The frequent or habitual absence of staff from work, often influenced by job satisfaction, stress levels, and workplace culture.

46
Q

Define

Authentic Leadership

A

A leadership style characterized by self-awareness, transparency, and ethics, where the leader remains true to their values and builds trust with their team.

47
Q

Define

Toxic Leadership

A

A destructive leadership style marked by harmful behaviors, such as manipulation, bullying, or unethical practices, that negatively impact the team and workplace.

48
Q

Define

Transactional Leadership

A

A leadership approach focused on routine, supervision, and performance-based rewards and penalties to manage and motivate staff.

49
Q

Define

Role Model

A

A leader who exemplifies the standards and behaviors expected of others, serving as an example to guide and inspire their team.

50
Q

What is

The adherence to moral and ethical principles, ensuring honesty, transparency, and fairness in leadership practices.

A

Integrity

51
Q

What is

The capacity to recognize, understand, and manage one’s own emotions, as well as those of others, to enhance interpersonal relationships and leadership effectiveness.

A

Emotional Intelligence

52
Q

What is

Qualities and characteristics that define effective leaders, including integrity, emotional intelligence, and the ability to inspire and motivate others.

A

Leadership Attributes

53
Q

What are leadership attributes?

A

Attributes are qualities and characteristics that define effective leaders, such as integrity, emotional intelligence, and the ability to inspire and motivate others.

54
Q

What are some attributes of effective clinical leaders?

A

Attributes include clinical competence, effective communication, clinical knowledge, being empowered motivators, role models, visible in practice, supportive, having integrity, being inspirational, and coping well with change.

55
Q

Why is clinical leadership important in nursing and midwifery?

A

Clinical leadership is crucial because it enhances patient care, improves team performance, and supports the effective implementation of healthcare practices and policies.

56
Q

What attributes would a transformational leader have?

A

A transformational leader would have attributes such as inspiration, vision, empathy, and the ability to motivate and engage others to achieve their full potential.

57
Q

What attributes characterize a transactional leader?

A

Transactional leaders are characterized by their focus on routine, supervision, and performance-based rewards and penalties.

58
Q

What are key attributes of a servant leader?

A

Key attributes of a servant leader include a focus on serving others, empathy, supportiveness, and a commitment to the growth and well-being of team members.

59
Q

What does a situational leader do?

A

A situational leader adapts their leadership style based on the specific needs and development levels of their team members.

60
Q

What defines an authentic leader?

A

An authentic leader is defined by self-awareness, transparency, and adherence to their values, fostering trust and genuine relationships with their team.

61
Q

What is toxic leadership?

A

Toxic leadership involves harmful behaviors such as manipulation, bullying, or unethical practices that negatively impact the team and workplace.

62
Q

How does toxic leadership differ from transformational leadership?

A

Toxic leadership involves destructive behaviors and negative impacts, while transformational leadership is characterized by positive influence, inspiration, and motivation.

63
Q

What are the consequences of toxic leadership for nurses and midwives?

A

Consequences include increased job stress, lower job satisfaction, higher absenteeism, and higher turnover intentions.

64
Q

How can you recognize a toxic leader?

A

A toxic leader may display attributes such as bullying, unethical behavior, lack of transparency, and a focus on self-interest over team well-being.

65
Q

What is the role of self-awareness in leadership?

A

Self-awareness allows leaders to recognize their strengths and weaknesses, understand their impact on others, and make more informed decisions.

66
Q

How can critical thinking benefit clinical leadership?

A

Critical thinking helps leaders analyze situations, make informed decisions, and solve problems effectively, enhancing their ability to lead and manage teams.

67
Q

What is the purpose of the Daring Leadership Assessment by Brené Brown?

A

The assessment helps individuals reflect on their leadership strengths and opportunities for growth, providing insights to enhance their leadership capabilities.

68
Q

Why is reflection important for leaders?

A

Reflection helps leaders learn from experiences, identify areas for improvement, and develop their skills and understanding over time.

69
Q

What is the “Great Man Theory” in leadership?

A

It is an outdated theory suggesting that leadership qualities are inherent and that great leaders are born, not made.

70
Q

How does transactional leadership differ from transformational leadership?

A

Transactional leadership focuses on goal-orientation, results, and rule enforcement, while transformational leadership emphasizes charisma, vision, and ethical behavior.

71
Q

What is clinical leadership?

A

Clinical leadership involves supporting the development of practice within a service, influencing others, and improving care while directly providing clinical care.

72
Q

What attribute involves being easy to communicate with and supportive?

A

Approachability

73
Q

Why is motivation and inspiration important in leadership?

A

It helps to build confidence and enthusiasm within the team, fostering a positive and productive work environment.

74
Q

How does a clinical leader demonstrate supportiveness?

A

By treating others with kindness, encouragement, and being responsive to their needs and stress levels.

75
Q

What is the significance of integrity and honesty in leadership?

A

Integrity and honesty involve maintaining strong morals, telling the truth, and keeping one’s word, which builds trust and respect.

76
Q

How does role modeling influence leadership?

A

Role modeling involves demonstrating best practices and setting an example for others to follow, often aligning with transformational leadership.

77
Q

What is effective communication in a clinical leadership context?

A

Ensuring that messages are clear and understood and actively listening to others’ concerns.

78
Q

Why is visibility important for clinical leaders?

A

Clinical leaders need to be easily found and accessible during important times like meetings or handovers.

79
Q

How should clinical leaders cope with change?

A

They should adapt to and drive change effectively, such as implementing new practices or products based on recent developments.

80
Q

What are some attributes of good clinical leaders?

A

Courage, decision-making ability, direction, humor, persistence, dynamism, and calmness under pressure.

81
Q

What is emotional intelligence and why is it important in clinical leadership?

A

Emotional intelligence involves recognizing, understanding, and managing one’s own emotions and those of others, which affects behavior and interactions positively.

82
Q

How does high emotional intelligence differ from low emotional intelligence?

A

High emotional intelligence involves self-awareness, empathy, resilience, and balanced decision-making, whereas low emotional intelligence may involve poor listening, grudges, and emotional instability.

83
Q

What does Daniel Goleman’s Model of Emotional Intelligence focus on?

A

Personal competence and social competence.

84
Q

What is critical thinking in clinical decision-making?

A

It involves asking critical questions, evaluating options, and making informed decisions rather than just solving problems.

85
Q

What are the six most important attributes of a team leader in high-stakes environments?

A

Clear communication, role clarity, experience, situational awareness, management skills, and decisiveness.

86
Q

What are the characteristics of destructive leadership?

A

Charismatic and capable leaders who use their skills to cause harm, often exhibiting narcissism and manipulation.

87
Q

How does toxic leadership impact the workplace?

A

It leads to lower job satisfaction, higher stress, absenteeism, high staff turnover, and negative patient outcomes.

88
Q

What defines laissez-faire leadership?

A

Avoidance of decision-making, lack of motivation, and inadequate support, leading to job dissatisfaction and poor team efficiency.

89
Q

What should you reflect on regarding your own leadership attributes?

A

Consider which attributes you already possess and which ones you want to develop further.

90
Q

Which of the following is an attribute of effective nursing and midwifery leadership?
A) Avoiding feedback
B) Clear communication
C) Ignoring team input
D) Lack of transparency

A

B) Clear communication

91
Q

What is a common attribute of ineffective leadership in nursing and midwifery?
A) Empathy
B) Decision-making ability
C) Lack of motivation
D) Clinical competence

A

C) Lack of motivation

92
Q

Which attribute is important for recognizing areas of strength in your leadership abilities?
A) Inability to accept criticism
B) Self-awareness
C) Ignoring team needs
D) Avoiding responsibilities

A

B) Self-awareness

93
Q

Which of the following is an example of an ineffective leadership trait?
A) Integrity
B) Approachability
C) Micromanagement
D) Inspiration

A

C) Micromanagement

94
Q

How can you identify areas for development in your leadership abilities?
A) By avoiding feedback
B) By seeking constructive criticism
C) By disregarding team suggestions
D) By sticking to familiar practices

A

B) By seeking constructive criticism

95
Q

What is a key attribute of effective clinical leadership?
A) Unapproachable demeanor
B) Effective communication
C) Ignoring team contributions
D) Avoiding change

A

B) Effective communication

96
Q

Which attribute is crucial for effective leadership but may need development?
A) Inflexibility
B) Empathy
C) Lack of vision
D) Indecisiveness

A

B) Empathy

97
Q

Which attribute would indicate an area for development in your leadership skills?
A) Strong decision-making
B) Consistent role modeling
C) Difficulty in adapting to change
D) High emotional intelligence

A

C) Difficulty in adapting to change

98
Q

What attribute reflects ineffective leadership when leading a team?
A) Supportiveness
B) Lack of integrity
C) Motivation
D) Clinical knowledge

A

B) Lack of integrity

99
Q

To enhance your leadership effectiveness, which approach is recommended?
A) Ignoring feedback from colleagues
B) Focusing solely on personal success
C) Actively working on areas of weakness
D) Avoiding new challenges

A

C) Actively working on areas of weakness

#NUR1113 (10 decks)

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