Lecture 1 Managing, leading, and following

Question 1

Components of the management process

Answer 1

1. Planning - determining philosophy, goals, objectives, policies, procedures, and rules.
2. Organizing - establishing the structure to carry out plans, determining the most appropriate type of patient care delivery, and grouping activities to meet unit goals.
3. Staffing - recruiting, interviewing, hiring, orienting, and scheduling staff.
4. Directing - motivating, managing conflict, delegating, communicating, and facilitating collaboration.
5. Controlling - performance appraisals, fiscal accountability, legal and ethical control, and quality control.

Question 2

Leadership roles vs. management functions

Answer 2

1. Leadership roles include those of decision maker, mentor, energizer, coach, counselor, teacher, advocate, influencer, change agent, role model, and innovator.
2. Management functions include planning, organizing, staffing, directing, and controlling. These are incorporated into what is known as the management process.

Question 3

Transactional leadership theory vs. transformational leadership theory

Answer 3

1. Transactional leaders focus on tasks and getting the work done, are committed, use trade-offs to meet goals, do not identify shared values, examine causes, and use contingency rewards.
2. Transformational leaders focus on vision, empowerment, and inspiration, identify common values, are caretakers, and examine effects.
3. Transformational leadership is held as the current ideal, but both sets of characteristics should be present in the same person in varying degrees.

Question 4

Authoritarian leadership

Answer 4

1. Leadership style characterized by strong control over the work group, coercion, commands, downward communication, a single decision maker, emphasis on status, and punitive criticism.
2. Results in high productivity and may provide a sense of security, but creativity, self-motivation, and autonomy are reduced.

Question 5

Democratic leadership

Answer 5

1. Leadership style characterized by moderate control, motivation using economic and ego awards, direction via suggestions and guidance, interactive communication, group decision making, and constructive criticism.
2. Promotes autonomy and growth in individual workers and cooperation and coordination within the group, but may be less efficient quantitatively than authoritarian leadership.

Question 6

Laissez-faire leadership

Answer 6

1. Leadership style characterized by minimal control, motivation occurring rarely and only when requested by the group, little direction, interactive communication, dispersed decision making, group emphasis, and lack of criticism.
2. Best used when all group members are highly motivated and self-directed, otherwise group apathy and disinterest may result. Also appropriate when problems are poorly defined and brainstorming is needed.

Question 7

Full-range leadership theory

Answer 7

An extension of transformational leadership theory asserting that context is an important mediator of leadership, with nine factors impacting leadership style and its impact on followers; 5 are transformational, 3 are transactional, and 1 is a nonleadership or laissez-faire leadership factor.

Question 8

Situational / contingency theory

Answer 8

The belief that leaders must adapt their leadership style according to the task to be accomplished, the needs of a given situation, the skills of the leader, and the maturity of the subordinates. No one leadership style is ideal for every situation.

Question 9

Leadership vs. management

Answer 9

1. Leadership refers to interpersonal behavior, implementing planned change, and the ability to maximize workforce effectiveness.
2. Management refers to shaping structural features of organizations, planning, organizing, and exercising control over things like costs, overtime, and supplies.

Question 10

Management

Answer 10

The process of leading and directing all or part of an organization through the deployment and manipulation of resources.

Question 11

Leadership

Answer 11

The process of persuading and influencing others toward a goal, through mostly non-coercive means; typically composed of a wide variety of roles.

Question 12

Leader

Answer 12

A person who influences and guides direction, opinion, and course of action; often requires taking risks and challenging the status quo.

Question 13

Characteristics of managers

Answer 13

1. Have an assigned position within the formal organization.
2. Have a legitimate source of power due to the delegated authority that accompanies their position.
3. Are expected to carry out specific functions, duties, and responsibilities.
4. Emphasize control, decision making, decision analysis, and results.
5. Manipulate people, the environment, money, time, and other resources to achieve organizational goals.
6. Have a greater formal responsibility and accountability for rationality and control than leaders.
7. Direct willing and unwilling subordinates.

Question 14

Characteristics of leaders

Answer 14

1. Often do not have delegated authority but obtain their power through other means, such as influence.
2. Have a wider variety of roles than do managers.
3. May or may not be part of the formal organization.
4. Focus on group process, information gathering, feedback, and empowering others.
5. Emphasize interpersonal relationships.
6. Direct willing followers.
7. Have goals that may or may not reflect those of the organization.

Question 15

The “father” of scientific management was _

Answer 15

Frederick W. Taylor.

Question 16

Scientific management

Answer 16

1. An early 20th century management theory positing that workers should be taught the “one best way” to accomplish a task.
2. Also proposed that managers and workers would be satisfied if financial rewards were adequate as a result of increased productivity.

Question 17

Hawthorne effect

Answer 17

Mayo (1953): People respond to the fact that they are being studied, attempting to increase whatever behavior they feel will continue to warrant the attention.

Question 18

Theory X managers believe that _

Answer 18

Their employees are basically lazy, need constant supervision and direction, and are indifferent to organizational needs.

Question 19

Theory Y managers believe that _

Answer 19

Their workers enjoy their work, are self-motivated, and are willing to work hard to meet personal and organizational goals.

Question 20

Great Man theory

Answer 20

Leadership theory from Aristotelian philosophy asserting that some people are born to lead, whereas others are born to be led. It also suggests that great leaders will arise when the situation demands it.

Question 21

Trait theories

Answer 21

Early 20th century leadership theories positing that some people have certain characteristics or personality traits that make them better leaders than others.

Question 22

System

Answer 22

1. A set of objects, with relationships between the objects and between their attributes.
2. A system is considered open if it exchanges matter, energy, or information with its environment.

Question 23

Interactional leadership theory

Answer 23

Premise that leadership behavior is generally determined by the relationship between the leader’s personality and the specific situation or organizational culture.

Question 24

Characteristics of Theory Z include _

Answer 24

Consensus decision making, fitting employees to their jobs, job security, slower promotions, examining the long-term consequences of management decisions, guarantee of lifetime employment, strong bonds of responsibility between superiors and subordinates, and a holistic concern for workers.

Question 25

Transformational leader

Answer 25

An individual who leads by vision and has the ability to empower others with this vision.

Question 26

Transactional leader

Answer 26

An individual who leads by focusing on the day-to-day operations and management tasks of an organization.

Question 27

Kouzes and Posner’s 5 practices for exemplary leadership (transformational theory)

Answer 27

1. Modeling the way - requires value clarification and self-awareness so that behavior is congruent with values.
2. Inspiring a shared vision - entails visioning, which inspires followers to want to participate in goal attainment.
3. Challenging the process - identifying opportunities and taking action.
4. Enabling others to act - fostering collaboration, trust, and the sharing of power.
5. Encouraging the heart - recognize, appreciate, and celebrate followers and the achievement of shared goals.

Question 28

The human relations era of management science emphasized concepts of _ and _ management.

Answer 28

Participatory and humanistic.

Question 29

Early leadership theories focused on _

Answer 29

The traits and characteristics of leaders.

Question 30

Full-range leadership theory suggests that _ is an important mediator of transformational leadership.

Answer 30

Context.

Question 31

Strengths-based leadership

Answer 31

Leadership theory from the positive psychology movement that focuses on the development or empowerment of workers’ strengths as opposed to identifying problems, improving underperformance, and addressing weaknesses and obstacles.

Question 32

Servant leadership

Answer 32

1. Type of leadership in which individuals lead by placing others, such as employees, customers, and the community, first.
2. This is the leadership theory that is very closely aligned with bedside nursing.

Question 33

Emotional intelligence (EI)

Answer 33

Process of regulating both feelings and expressions; leaders with emotional intelligence possess the ability to identify emotions in themselves and others, use emotions in their thought processes, manage emotions in themselves and others, and understand and reason with emotions.

Question 34

Authentic leadership

Answer 34

Leadership premised upon the notion that it is the leaders’ principles and their conviction to act accordingly that inspire others.

Question 35

Thought leader

Answer 35

A person who is recognized among his or her peers for innovative ideas and who demonstrates the confidence to promote those ideas.

Question 36

Quantum leadership

Answer 36

Leadership premised upon the notion that the environment and context in which people work is complex and dynamic and that this has a direct impact on organizational productivity.

Question 37

Industrial age leadership vs. relationship age leadership

Answer 37

1. Industrial age leadership focuses on technical skills, command and control, competition, gathering facts, a top-down structure, etc.
2. Relationship age leadership focuses on people skills, invitation and independence, cooperation, finding meaning, an egalitarian structure, etc.

Question 38

The Donabedian model

Answer 38

A conceptual model for evaluating quality of care with the components of structure, process, and outcomes.

Question 39

Principal agent theory suggests that _

Answer 39

Followers may have an informational (expertise or knowledge) advantage over the leader as well as their own preferences, which may deviate from the principal’s; this may lead to a misalignment of goals.

Question 40

Human capital represents _

Answer 40

The capability of the individual.

Question 41

Social capital represents _

Answer 41

What a group can accomplish together.

Question 42

5 components of emotional intelligence (Goleman, 1998)

Answer 42

1. Self-awareness: The ability to recognize and understand one’s moods, emotions, and drives, as well as their effects on others.
2. Self-regulation: The ability to control or redirect disruptive impulses or moods as well as the propensity to suspend judgment.
3. Motivation: A passion to work for reasons beyond money or status; a propensity to pursue goals with energy and commitment.
4. Empathy: The ability to understand and accept the emotional makeup of others.
5. Social skills: Proficiency in handling relationships and building networks; an ability to find common ground.

Question 43

Transparent integrity

Answer 43

Willingness to stick with one’s values and principles about work and people, despite pressure to deliver results.

Question 44

Thought leaders attract followers by _

Answer 44

Their risk taking and vision in terms of being innovative.