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Nursing Management and Professional Concepts > Leadership and Managment > Flashcards

Leadership and Managment Flashcards

1
Q

ANA Leadership Competencies

A
  1. Promotes relationships to achieve outcomes and a culture of safety
  2. Leads group decision making
  3. Interpersonal environment promotes trust, integrity, & respect
  4. Embracing practice innovations and role performance
  5. Communication to influence others & lead change
  6. Implements evidence-based practice
  7. Demonstrates authority, ownership, accountability, and responsibility for delegation
  8. Mentors colleagues
  9. Participates in professional activities
  10. Advocates for all aspects of human and environmental health in practice and policy
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2
Q

Influencing & motivating others toward a common goal achievement involves having a clear vision, inspiring others to work at the highest level of achievement of desired outcomes, engaging others to participate, and having integrity, passion, and a guiding vision.

A

Leadership

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3
Q

Form of leadership chosen by the administration and given official or legitimate authority to act in that role.

A

Formal Leadership Position

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4
Q

Form of leadership chosen by a group and doesn’t have any official title or sanction to direct others.

A

Informal Leadership Position

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5
Q

Leader has full power, gives directions, makes final decisions, and bears responsibility for outcomes.

A

Authoritative/Autocratic Leadership

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6
Q

When is Authoritative/Autocratic Leadership used?

A

In emergency situations and codes. It is effective in crisis.

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7
Q

Participative leader balances authority and decision-making between team members, shares responsibility with the group, and provides guidance rather than control.

A

Democratic Leadership

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8
Q

When is Democratic Leadership used?

A

Collaborative environments like meetings and huddles where decision-making is required. Quality improvement meetings, policy change meetings, etc.

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9
Q

Permissive leadership with the leader deferring the decision-making on the team. Leaders are relatively inactive and only intervene when a problem occurs or goals are not met.

A

Laissez-faire Leadership

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10
Q

When is Laissez-faire Leadership used?

A

Only when the team is HIGHLY skilled and requires no guidance.

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11
Q

Why is Laissez-faire Leadership RARELY used?

A
  1. It’s difficult to achieve tasks and team members become confused and frustrated with no guidance.
  2. Poor quality and inefficient work output due to little feedback and no goals.
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12
Q

Leadership with a flexible response. Leaders adapt support and direction based on follower’s level of readiness.

A

Situational Leadership

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13
Q

When is Situational Leadership used?

A

A preceptor/preceptee relationship.

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14
Q

Leaders who avoid taking responsibility and confronting others. They react and take corrective action only after serious problems occur.

A

Passive/Avoidant Leadership?

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15
Q

What is the disadvantage of Passive/Avoidant Leadership?

A

Results in a high staff turnover and low staff retention rate due to the lack of control and absence of clear direction.

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16
Q

Leader concerned with day-to-day operations providing structure, reward and punishment, and utilizing chain of command. “You scratch my back, I scratch yours” mentality.

A

Transactional Leadership

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17
Q

Motivating others by behaving in accordance with values, providing vision that reflects mutual values and empowering others to contribute.

A

Transformational Leadership

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18
Q

What leadership style is desirable in nursing and why?

A

Transformational Leadership because it creates a supportive environment and inspires commitment in others.

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19
Q

Focuses on growth of followers while promoting quality of care through teamwork and shared decisional making while putting other’s needs first.

A

Servant Leadership

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20
Q

Honest and direct approach with followers that strives for close relationships with the team.

A

Authentic Leadership

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21
Q

Leaders are in intune with the emotions of those around them, using empathy and managing their own emotions to build strong, trusting relationships in a climate of optimism.

A

Resonant Leadership

22
Q

What is the “Quadruple Aim” framework?

A

The framework used for optimizing healthcare performance that focuses on better care supported by EBP, being sensitive to patient needs resulting in more satisfied patients, lowering total medical care costs, and more satisfied providers.

23
Q

Nontraditional theory examines how systems adapt, and function by responding to patient and organizational problems by examining multiple through lenses and understanding systems can restore themselves.

A

Complexity Theory

24
Q

What are the nursing responsibilities in Complexity Theory?

A
  • Caring for individual patients who each present unique challenges.
  • Recognizing patterns of patient behaviors and physiologic processes and interconnected nursing actions/treatments
  • Identifying solutions are not linear and require adaptation
  • Relationships and communications are central factors
  • Diverse thinking is required for problem-solving
25
Q

What are the 10 tasks of leadership?

A
  1. Envisioning Goals
  2. Affirming Values
  3. Motivating
  4. Managing
  5. Achieving Workable Unity
  6. Developing Trust
  7. Explaining
  8. Serving as a Symbol
  9. Representing the Group
  10. Renewing
26
Q

What are Covey’s 8 Characteristics of Effective Leaders?

A
  1. Engage in lifelong learning
  2. Service-oriented
  3. Concerned with the common good
  4. Radiate positive energy
  5. Believe in others
  6. Lead balanced lives
  7. Synergistic
  8. Engage in self-renewal
27
Q

Using one’s power and authority to enforce decisions while planning, organizing, coordinating, and directing the work of others.

A

Management

28
Q

What are the qualities & responsibilities of an effective manager?

A

Qualities include leadership, clinical expertise, and business sense.
Responsibilities include interpersonal activities, decision-making activities, and informational responsibilities.

29
Q

Characterized by self-awareness, self-regulation, empathy, and social skills that help people harmonize to increase their value in the workplace. This is combined with critical thinking and action.

A

Emotional Intelligence

30
Q

What is the nursing management process?

A
  1. Planning - defining goals/objectives
  2. Organizing - bringing resources together to accomplish goals
  3. Directing - providing guidance to achieve goals
  4. Staffing - hiring, recruiting, determining assignments, scheduling
  5. Controlling - monitoring progress toward goal, employee performance evals
  6. Problem-solving - taking corrective action when off track
31
Q

Purposeful and goal-directed effort that uses a systematic process to identify and select options or alternatives.

A

Decision Making

32
Q

Focused on trying to resolve any issues that can be viewed as the gap between what is currently happening and what is the best available option..

A

Problem Solving

33
Q

The intellectually disciplined process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and/or evaluating information gathered from observation, experience, reasoning, or communication to guide a belief or action.

A

Critical Thinking

34
Q

Conceptualizing new and innovative ideas/approaches to problems by using flexible and independent thinking. This is essential to generate or identify solutions.

A

Creativity

35
Q

An individual who takes another person as a role model and who acts in accordance with support and advocates ideas/options of others.

A

Follower

36
Q

Willingness to work with others to accomplish a group mission, those who show a high degree of teamwork and build cohesion among the group.

A

Followership

37
Q

The ability to act to get things done, created through formal and informal systems, and ability to influence others in an effort to achieve goals.

A

Power

38
Q

Closely linked to how an individual perceives power, how others perceive the individual and the extent to which one can influence others.

A

Personal Power

39
Q

Power given to us by the members of our profession and the largest society to which we belong.

A

Professional Power

40
Q

One’s position in an organizational hierarchy and being authorized to function powerfully within an organizational culture.

A

Organizational Power

41
Q

Power based on one’s reputation for expertise and credibility that is derived from ability, knowledge, or skill.

A

Expert Power

42
Q

Power possessed by virtue of one’s position within an organization or status within a group. Recognized by title and hired into the position.

A

Legitimate/Position Power

43
Q

Power that stems from one’s possession of selected information needed by others; attaining and sharing knowledge that is accurate, useful, and timely.

A

Information Power

44
Q

Power gained by association with people who are powerful or who have links to powerful people.

A

Connection Power

45
Q

Granted by association with a powerful person; creased through relationships; people who lead by example. Power acquired through ability to influence and gain respect.

A

Referent Power

46
Q

Power that stems from fear of someone’s real or perceived fear of another person who controls others through threats/discipline. NOT used in nursing.

A

Coercive Power

47
Q

Power perceived through ability to provide favors or rewards. Not nursing at the bedside but nursing managers.

A

Reward Power

48
Q

Power from the ability to influence/convince others to agree with one’s opinion or agenda by leading others to viewpoint with data, facts, skills, etc., is not forceful.

A

Persuasive Power

49
Q

The ability to share power to build the exercise of power by others

A

Empowerment

50
Q

Energizes what we value, personally & professionally, and stimulates growth and movement toward the vision; whatever influences and creates directions for our behaviors.

A

Motivation

Nursing Management and Professional Concepts (9 decks)

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