Ch. 41 Flashcards Preview

Concepts Exam 4 > Ch. 41 > Flashcards

Flashcards in Ch. 41 Deck (40):
1

Leadership

An interactive process that provides needed guidance and direction

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Three leadership dynamics

Leader
Follower
Situation

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Formal leadership

Individuals who occupy designated administrative or management positions in an organization

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Informal leadership

Individuals who do not occupy a designated administrative or management position also occurs

Perceived by their supervisors and peers because of their capabilities and actions

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Six attributes for effective leadership

Followers, visions, communication, decision making, change and social power

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Followers

No leaders without followers, and no followers without leaders.

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Vision

Ideological statement of a desired, long term future for an organization

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Communication

Essential function of effective leadership

Leadership has been referred to as an ongoing conversation between a leader and follower

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Decision making

Affect others and their organizations success

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Change

Transition process from an old state to a new state

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Social power

Potential influence of one individual over another

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Coercive

Uses threat of punishment to get followers to respond

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Legitimate

Recognition that formal leaders have power over their followers because of the position they hold

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Referent

Results when followers identify with or aspire to be like their leader

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Reward

Ability of one person to reward another for compliance with expectations

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Expert

Results when followers respond to their leaders directions because they perceive that the leader knows best

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Informational

Based on the leaders ability to influence followers to act by using clear logic, rational argument and information

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Great man/trait theory

Leaders are born not made.

Leaders emerge to assume control

Prior education or special prep doesn’t occur

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Behavioral leadership

Effective leaders use different behaviors than ineffective leaders

Shown that effective leaders demonstrate high concern for employee needs, feelings, and moral

Address task accomplishment and organizational productivity

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Situational and contingency theory

Aims to explain why some leadership approach are effective in one situation and not in another

Subtle and complex ways i I which a leaders traits and behaviors, followers needs and values, and situational parameters interact

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Charismatic and transformational leadership

Leaders inspire, intellectually stimulate, and recognize the contributions of their followers

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Complexity leadership

The reflects the dynamism and knowledge based nature of the world in the 21st century

Assumes interconnectedness among the parts of a system and between the system and its external environment.

Interaction among the interconnected parts can affect the entire system, in substantial ways

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Formal nursing leadership

Nursing leadership are to ensure quality patient care and to create supportive practice environments for nurses

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Executive level leadership

Partner with other executives to establish the organizational vision and then align the goals and operations of the nursing department with the organizational vision

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Lower level leadership

Report to the nurse executive

To ensure that day to day patient care operations meet established standards, to empower staff to participate in improving patient care

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Preparation for formal leadership

Care coordination

Communication

Collaboration

Health care quality

Evidence

Ethics

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Formal nurse leader examples

Chief nursing officer

Nursing director/assistant director

Nurse manager

Charge nurse/team leader

Dean

Associate dean

State board of nursing executive director

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Clinical nurse leader example

Experienced staff nurse

Clinical nurse educator

Experienced advanced practice nurse

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Interprofessional leader examples

Director of clinical service line

Associate director of infection control

Chairperson, quality improvement

Chairperson, reaccreditation steering

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Leadership styles

Autocratic

Democratic

Laissez-faire

Transactional

Transformational

Authentic

Shared

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Autocratic leader

Make decisions and are generally most concerned with the tasks to be accomplished

Maintain distance from followers

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Democratic leaders

Involve followers in decision-making process

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Laissez-Faire leaders

Don not interfere with employee and their work

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Transactional leaders

Focus on the daily operations of an organization and develop an exchange relationship with followers

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Transformational leader

Approaches that change or transform individuals

Inspire and intellectually stimulate followers and recognize contributions

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Authentic leaders

Transparent and ethical in their dealings with followers

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Shared leadership

Type of leadership associated with work teams is shared leadership

Employees are empowered to distribute leadership responsibilities broadly within a group

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First Principle of Delegation:

Nurses must have knowledge of the nurse practice act in the state where they are licensed

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•Second Principle of Delegation:

The RN cant delegate assessment, planning, evaluation or accountability for the assigned task

The RN is responsible for assessment of patients even if certain tasks are delegated to others

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•Third Principle of Delegation:

The person to whom the assignment was delegated cannot delegate that assignment to someone else