class 4 (jan 22nd)

Question 1

policy advocacy within nursing

Answer 1

-nurses’ capacity as individuals or members of a profession to influence policy makers
-monitoring, alleviating, and preventing or bringing about social change
-raising public awareness of the issue

Question 2

effects of powerlessness

Answer 2

-can create an ineffective, autocratic leader
-can lead to a rule-minded management style
-can lead to punitive action, rigid decision making, withholding of information, difficulties working with others

Question 3

what is coercive power

Answer 3

uses threat of punishment to get followers to respond. follower’s expect to be punished by their leader if they fail to conform to leader influence
-women are more responsive to coercive power than men

Question 4

what is legitimate power

Answer 4

recognition that formal leaders have power over their followers because of the position they hold.
a legitimate power relationship between two individuals can also be based on reciprocity

Question 5

what is referent power

Answer 5

results when followers identify with or aspire to be like their leader. it does not require a direct relationship between leader and followers, or action on the part of the leader. it is positive when the followers want to be like the leader

Question 6

what is reward power

Answer 6

ability of one person to reward another for compliance with expectations. leader must monitor the follower to give the reward. stronger when the followers like the leader

Question 7

what is expert power

Answer 7

results when followers respond to their leader’s directions because they percieve that the leader knows best. the range of expert power is limited to the leader’s area of expertise

Question 8

what is informational power

Answer 8

based on the leader’s ability to influence followers to act by using clear logic, rational argument, and information. leader may present the information to followers directly or indirectly

Question 9

what is authority

Answer 9

-the right to command
-accompanies any management position
-a source of legitimate power

Question 10

the authority-power gap

Answer 10

-decreases as the manager expresses a personal interest in his or her employees
-can be decreased by the visible exercise of authority in decision making
-increases when the manager loses credibility with employees
-is determined by how much status the manager has

Question 11

what is empowerment

Answer 11

-means to develop, enable, and allow
-provides a process for sharing power
-develops leadership, collegial relationships, and self-respect
-depends on three theoretical perspectives: 1. critical social theory 2. social psychological theories 3. organizational and management theories

Question 12

leader-empowering behaviours

Answer 12

-enhance meaningfulness of work
-foster participatory decision making
-provide autonomy from bureaucratic restraints
-facilitate goal accomplishment
-express confidence in high performance

Question 13

employees who are empowered:

Answer 13

-have input and contol over work and organization
-openly share suggestions, ideas about work and organization
-feel free to challenge the status quo understand what is expected of them know how their work contributes to organization’s success
-feel free to make decisions about their work without having to ask permission

Question 14

patient-empowering nurse behaviours

Answer 14

-access to information
-access to support
-access to resources
-access to opportunity
-informal power
-formal power

Question 15

building a personal power base

Answer 15

-maintain personal energy
-present a powerful picture to others
-work hard/be a team player
-determine the powerful in the organization
-learn the language and symbols of the organization
-learn how to use the organization’s priorities
-increase professional skills and knowledge
-maintain a broad vision
-use experts and seek counsel
-be flexible
-develop visibility anda voice in th eorganization
-learn to accept compliments
-maintains a sense of humour
-empower others

Question 16

what is motivation

Answer 16

-the force withing the individual that influences or directs behaviour
-comes from within a person
-managers cannot directly motivate subordinates
-humanistic manager can create an environment that maximizes the development of human potential

Question 17

intrinsic motivation

Answer 17

internal drive to do or be something

Question 18

extrinsic motivation

Answer 18

motivation is enhanced by the job environment or external rewards

Question 19

maslows hierarchy of needs

Answer 19

basic needs, security, social/love, esteem, self actualization
-must meet basic needs before higher needs can be met

Question 20

Herzberg’s motivator/hygiene theory

Answer 20

consists of factors in the workplace you’d like to have (motivators) which promote productivity and satisfaction and factors you have to have (hygiene) which if not met causes dissatisfaction

Question 21

examples of motivator factors (herzberg’s)

Answer 21

-achievements
-recognition
-responsibility
-advancement
-work
-possibility for growth

Question 22

examples of hygiene factors (herzberg’s)

Answer 22

-salary
-supervision
-interpersonal relations & peers
-job security
-positive working conditions
-personal life
-status

Question 23

strategies to create a motivating climate

Answer 23

-have clear expectations
-be fair and consistent
-encourage teamwork
-know the uniqueness of each employee
-challenge employees intermittently
-reward desired behavior
-allow employees as much control as possible

Question 24

attitude and energy of managers

Answer 24

-directly affects the attitude and productivity of their employees
-self care is important to prevent burnout

Question 25

self care strategies

Answer 25

-establish support groups
-be involved in mentoring relationships
-maintain proper diet and exercise
-examine expectations of self and others
-say “no” more often