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Module 7 (Critical Care) > Leadership and Delegation > Flashcards

Leadership and Delegation Flashcards

1
Q

Leadership is

A

different combinations of task and relationship behaviors used to influence others to accomplish goals.
- need to possess knowledge and skills in the art and science of solving problems in work groups, systems of care, and the environment of care delivery (huber)

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2
Q

Laissez-faire leadership

A

permissive, nondirective orpassive
- delegative type of leadership that allows people to choose what they want to do and how they will do it

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3
Q

Laissez-faire leadership works best when

A

all members have the same education level & the leader performs the same tasks
group determines their own goals and methods to achieve them

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4
Q

Democratic leadership is

A

All aspects of the process shared by the group
- leader encourages and assists discussion and group decision-making
participative mgmt

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5
Q

Democratic leadership works best with

A

members with relatively equal status, strong sense of ownership & achievement by the whole group

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6
Q

Laissez-faire leadership limits

A

often leaves the group feeling lost & frustrated because of the lack of direction from the leader

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7
Q

Democratic leadership limit

A

time consuming & inefficient when the members disagree strongly
- Motivating participation is a constant challenge.

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8
Q

Democratic leadership hallmarks

A

trust, collaboration, confidence, & autonomy
- high levels of commitment in high work ethics
- relationship and person orientation

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9
Q

Authoritarian leadership

A

provide direction by giving orders without question

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10
Q

Authoritarian leadership
- LEADER IS

A

Final decisions rest with the leader & the leader alone. Leader maintains control
MICRO MANAGERS

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11
Q

Authoritarian leadership
- negatives

A
  • harbor hostile feelings that they are fearful to express
  • use passive-aggressive techniques to try to even the playing field
  • feel oppressed
  • unable to use their full potential as a worker
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12
Q

Which style emphasizes a high concern for task?

A

authoritarian

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13
Q

Which leadership style is helpful in a code or crisis situation?

A

Authoritarian

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14
Q

Servant leadership

A

encouragement, value diverse opinions, cultivates trust, listen to understand
JESUS

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15
Q

Servant leadership acts with

A

humility, develops others, thinks long-term

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16
Q

Servant leadership main goal for the leader is to

A

serve
- listen and truly understand
- clear goals and vision
- think before action
- whole
- acceptance and empathy

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17
Q

Which leadership style thinks long-term?

A

Servant leadership

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18
Q

Servant leadership hallmarks

A

servant leader is encouragement
1st = servant - helper - teacher - leader

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19
Q

Transformational leadership

A

vision, empowerment, charisma, inspiration, intellectual stimulation

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20
Q

Transformational is best when coupled with

A

transactional

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21
Q

Transformational leadership based on primarily

A

external forces

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22
Q

Transformational leadership leader causes the followers to

A

rise above their own needs
- changes the culture as the organization obtains higher levels of effort and satisfaction performance exceeds beyond expectation

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23
Q

Transactional leadership focuses on

A

management tasks; meets goals; expected social exchange of giving & receiving rewards

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24
Q

In transactional leadership,both parties are

A

gain something in the relationship

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25
Q

Transactional leadership identifies the needs of the

A

follower
- reward for expected performance

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26
Q

T/F: Transformative leadership has obtained performance but not exceeded.

A

False, transactional leadership does not exceed.

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27
Q

Authentic leadership leads based on

A

what they believe in, values, and principles
- leader legit = honest relationship with followers that value input and ethical foundation

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28
Q

Authentic leaders are

A

positive people with truthful self-concepts who promote openness

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29
Q

Authentic vs transformational leadership

A

Authentic = intrinsic valves
Transformational = external forces

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30
Q

Situational leadership

A

uses a combination of styles based on the current circumstances according to the needs of the group and task needing to be achieved

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31
Q

Bureaucratic leadership

A

motivated by external sources, relies on organizational policies and procedures for decision making

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32
Q

Key leadership behaviors

A

respect for individuals
establish trust
sense of direction
resolve conflicts successfully
develop staff strengths

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33
Q

Emotional awareness

A

Managing your emotions & remaining calm
Helping others manage their emotions

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34
Q

Emotional Intelligence definition

A

ability to perceive, control, & evaluateemotions

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35
Q

Five components of EI

A

a. Self-awareness
b. Self-regulation
c. Motivation
d. Empathy
e. Social skills

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36
Q

Highly emotional intelligent managers create

A

highly positive organizational climates

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37
Q

Skill sets needed by good leaders

A

self-awareness
self-management
social-awareness “read the room”
relationship mgmt

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38
Q

Self-awareness

A

aware of ones strengths, weaknesses, style, personality, preferences, etc., has a significant impact on how leaders behave & interact with others
- influence and potential climate

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39
Q

A leader who is not self-aware could lead to

A

unwanted or undesirable consequences

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40
Q

Self-management

A

stress
time
organizing skills
problem-solving
decision-making
confidence
self-protection
work-life balance

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41
Q

self-management is the ability to

A

see how emotions are impacting you,
how to take appropriate action to regulate.
How others’ emotions are impacting them

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42
Q

Social awareness

A

“read the room”
empathy skill building

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43
Q

Relationship management

A

use of effective communication with others to disarm conflict, & the ability to develop the emotional maturity of team members
hear and understand perspectives of other people

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44
Q

Ripple Effect of a Great Leader

A

Leadership affects organizational and individual productivity
Implications for recruitment and retention

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45
Q

Stress can have results in

A

emotional and physical states
- chaotic environment = fatigue
- lead to chronic conditions
- increase addiction and mental health conditions

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46
Q

Workplace Stress mgmt

A

Wellness programs
Exercise
Getaway place at work
Mindfulness
Mood apps
Breathwork
Mediation
Sleep on break

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47
Q

Outside work stress mgmt

A

Setting boundaries
Relaxation
Journaling
Seek expert assistance
Gratitude practice
CBT
Meeting with support system
Counselor
Self care

48
Q

Health Self-care

A

Personal time
Sleep
Nutrition
Hydration
Exercise
Support network

49
Q

I’M SAFE checklist

A

I =Illness
M=Medication
S=Stress
A=Alcohol and Drugs
F=Fatigue
E=Eating and Elimination

50
Q

Negative Behaviors and Ineffective Leader traits

A

Lack trust and transparency
Cannot approach/ talk with them
Poor communication
Incongruency with mission, vision, and purpose
Cannot manage conflict
Destructive self- management

51
Q

What are the traits of leading a pt?

A

advocacy
delegation/prioritization
communication
- support a pt and family unit
foster collaboration
- referrals ad follow-ups
- coordinating care
evidence-based practice
- set realistic care
empowering decision-making

52
Q

Human Caring and Relationship is based on

A

a) Age
b) Gender
c) Ethnicity
d) Religious beliefs
e) Cultural differences
f) Personal preferences

53
Q

Human Caring and Relationship act with

A

assertiveness

54
Q

Pt’s Rights

A

Recognize patient’s right to refuse treatment/procedures
Discuss treatment options/decisions with the patient
Provide education to patient and staff about patient rights and responsibilities
Evaluate patient and staff understanding of patient rights
Advocate for patient right and needs

55
Q

How can you implement safety practices to enhance quality?

A

isolations, fall bundle, psychosocial, med rights, huddle, communications, sepsis protocol

56
Q

Time Mgmt Strategies

A

Block time for rounds
Schedule time to review education, check emails, and other professional responsibilities
Prioritize your to do list
Set realistic goals and deadlines
Develop flexibility and adaptability mindset
adapt remain positive and productive

57
Q

Overcome procrastination by

A

select most objectionable task and commit 5 minutes to doing them

58
Q

Procrastination
category A

A

assessments, passing meds, treatments, and dressing changes – these are time sensitive

59
Q

Procrastination
category B

A

– baths, linen changes, breaks, charting – important but have flexibility in time

60
Q

Procrastination
category C

A

cleaning up, organizing the supply room – can be delegated or wait

61
Q

The nurse needs to practice by what legalities?

A

State licensure requirements
Scope of practice
Laws pertaining to criminal and civil wrong doing – scope of practice
Ethical codes of practice (Ethics committee)
Policies and Procedures of organization
Self regulation to retain personal accountability
Dilemmas requiring decisions to be made about right and wrong in situations in which an individual has to make a choice between equally unfavorable alternatives.
Provides general guidance
Organizations with ethical teams/liasons

62
Q

Autonomy

A

freedom of choice

63
Q

Nonmaleficience

A

do no harm

64
Q

Beneficence

A

benefit of bettering the pt with a good outcome

65
Q

Justice

A

fairness, not biased or stereotyped, equal access to care

66
Q

Veracity

A

truthful

67
Q

Fidelity

A

keeping a promise and follow through (trust development)

68
Q

ANA Code of Ethics

A

nonnegotiable standards as to the ethical obligations and duties for those who enter the nursing profession

69
Q

Nursing legal rights

A

Legal issues surrounding refusing treatment (patient rights)
Managing valuables according to policy
Recognizing limitations of self, other, and utilizing resources
Interpreter services
Abuse/neglect/communicable diseases
Providing care within the legal scope of practice
Maintaining HIPAA- confidential client information
- need to know
- Don’t share passwords
- Don’t leave information on a computer screen

70
Q

Leadership

A

the ability to inspire others to achieve a desired outcome

71
Q

Management

A

process of planning, organizing, directing, and coordinating the work within an organization

72
Q

Informal leader

A

help support and move in the right direction
- with no title

73
Q

Managements’ function

A

Planning
- need of staff growth, efficiency, motivation, morals, satisfaction
- need of organization, productivity, quality, cost effectiveness, outcomes
organizing resources
staffing
Directing leadership, guiding, and resources with time
Control performance standards with conflict, actions

74
Q

Business Acumen for Mgmt

A

Prevention of workplace violence
Staffing, scheduling, and workload
Maintaining the workforce (trends of new staff and pts)
Recruitment and retention
Turnover
Skills, education, staff development
Performance, counseling, coaching
Budgets
Resource management
Unit level outcomes (revenues)
Monetary if get infections down
Marketing
Succession planning
Productivity
Cost containment

75
Q

Consequences Ineffectiveness Mgmt

A

Employee Discontent
Decrease Satisfaction
High attrition
Patient Incidents
Adverse Outcomes
Nosocomial infections
Increased Work-Arounds
Goals not met
Decreased Patient Satisfaction Measures
Ineffective use of resources

76
Q

Communication strategies for leading terms

A

SBAR
Call-Out - criticals
Check-Back
Hand-off
Brief
Huddle
Debrief
Follow-Up

77
Q

Followship

A

interpersonal process of participation
- followers are vital

78
Q

4 Qualities of Effective Followers

A

1) Manage themselves well: Ability to think for themselves.
2) Higher purpose: work towards the good of the organization, & to principles & values outside of themselves. What happens if personal values & principles don’t align with the organization? May have to make a change.
3) Strengths: high standards of performance.
4)

79
Q

TBON job is to

A

protect the public

80
Q

Authority

A

The legal authority to perform a task
- TBON sets

81
Q

Scope of Practice

A

The actions, procedures, and processes that are permitted with the terms of the professional licensure
And policies

82
Q

Supervision

A

Guiding or monitoring a delegated nursing task

83
Q

Accountability

A

Being answerable for one’s own actions

  • Always the nurse maintains
84
Q

Delegator

A

Registered Nurse (RN)

85
Q

Delegatee

A

UAP = unlicensed assistive personnel such as certified nurse assistant, nurse aid, nurse tech, patient care assistant, registered nurse assistant, & medication tech

86
Q

Delegation

A

RN directs another health-care team member to perform specific nursing tasks, procedures, and activities that are beyond the person’s traditional role and are not routinely performed by them

87
Q

Delegation involves achieving

A

outcome and sharing activities with other individuals who have the authority to accomplish the task

88
Q

When delegating tasks who maintains accountabilty?

A

RN

89
Q

When the RN accepts responsibility for delegating an assignment appropriately, they become

A

accountable for the delegation process

90
Q

Accountability looks to see if the RN used his or her

A

nursing knowledge, critical thinking, and clinical judgment skills in delegating a task

91
Q

When an RN delegates they **must

A

SUPERVISE**

92
Q

Delegation Guidelines

A

1st Assess the patient
know staff availability, job description
educate staff members
assess and supervise tolerability
- tell the expected/unexpected outcomes

93
Q

Delegatees practice on

A

own license (LPNs and LVNs) or, if unlicensed (UAP), within their own level of education

94
Q

If the RN delegates inappropriately to a person who is clearly not qualified, and the client dies, the

A

RN and the assistive personnel could both be held liable.

95
Q

Delegate when

A

stable
within job description
able to supervise
planned how to monitor

96
Q

Don’t delegate when

A

highly invasive or potential to cause significant harm
inadequate time to supervise
- complex and judgement is required
- unpredictable
- creativity and problem-solving needed

97
Q

Delegate steps

A

Assess and plan
communicate
ensure supervision
eval and give feedback
- within scope of practice

98
Q

5 Rights of delegation

A

Task
Person
Communication
Supervision/Feedback
Circumstances

99
Q

Right Task to delegate

A

Do the tasks delegated follow written policy guidelines?

100
Q

Right person to delegate

A

Does the person have the right education, right competency and proper qualifications for the tasks?

101
Q

Right direction/communication to delegate

A

Are the instructions and outcomes clearly stated? When should the person report changes?

102
Q

Right supervision to delegate

A

How can the delegation process be improved? Are the patient goals being achieved?

103
Q

Right circumstances to delegate

A

Are the tasks that are being delegated possible without independent nursing judgments?

104
Q

Any nurse can refuse

A

accept a task outside their scope of practice
- do not have the skill or knowledge

105
Q

What can not be delegated?

A

accountability
- responsibility can

106
Q

The RN can’t delegate what

A

Full assessment (LVN only does focused assessment)
Formulation of nursing diagnosis
Formulation of care plans and goals
Delegate any process of the nursing process
Implementing the initial intervention
Evaluation of care
- Teaching
- Assessment
- Planning
- Evaluation

107
Q

RN obligation to refuse what?

A

assignments that they are not competent to carry out
delegate nursing tasks to individuals who they believe are unable or unprepared to perform them

108
Q

The RN can delegate what?

A

I&O, bath, VS
Perform CPR
CHRONIC / STABLE TO LVN

109
Q

The RN can’t delegate what?

A

Initial teaching
ADVICE
EVALUATE
SUCTION

110
Q

What does the RN need to consider when delegate?

A

How complex is the patient’s required care?
What level of experience/knowledge/skill/training is required?
Is the patient’s status stable & predictable?
Does the patient have special needs related to any of the following?
- special equipment or technology
- communication challenges
- patient’s physical and mental ability
- psychosocial and cultural aspects
- safety precautions
- infection control issues
How much time does the patient’s care require?
How will the physical location of patients affect time/availability of care?
Are there any personal reasons that a nurse should not be assigned this patient?
What is the Scope of Practice of the health care provider?
What about the Organizational Policies?

111
Q

RN making the assignment?

A

Monitor and assess the staff members’ progress of task completion
Provide ongoing monitoring (intermittent)

112
Q

UAP assigning tasks

A
  • lowest level of skill required for the task
  • least complicated task
  • most stable client
  • chronic illness
113
Q

Professional Judgement

A

A process in which the nurse exercises in forming opinion and reaching a clinical decision based upon the analysis of evidence or data (NCSBN)

114
Q

LVN delegation tasks acceptable

A

independently in a stable, routine situation
Administers medications - oral, IM, & SQ insulin FOR NCLEX
(excludes IV medications but depends on organization’s policy)
Conducts a focused assessment & monitoring of patient findings
Information provided assists RN to develop nursing diagnosis and monitor patient
Reinforces patient teaching
Conducts nursing procedures based on education & training
i.e. tracheostomy care, suctioning, checking patency of NG tube, administration of enteral feeding, insertion of urinary catheter, subcutaneous insulin injections, and enemas or vaginal irrigations

115
Q

UAP can do the following

A

ADL
Ambulation of stable pt
positioning
bed making
specimen collection (stool and sputum)
- no blood specimens
I&O
VS stable

116
Q

LVNs for NCLEX can not

A

cannot admission assessments
IVP
nursing diagnosis
most teaching
complex skills
acute conditions
unstable clients

Module 7 (Critical Care) (22 decks)

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