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487- Leadership/Mngmnt > Exam 1 > Flashcards

Exam 1 Flashcards

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1
Q

leadership def

A

influencing people, motivating a group towards achieving a common goal

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2
Q

management def

A

leading/directing via deployment and manipulation of resources

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3
Q

leadership v management

A

management- formal title, can hire/fire (legitimate power), manipulate environment/resources to accomplish common goal

leadership- unofficial, can be held by 1+ people, obtained not assigned, focus on group process, interpersonal relationships and empowering others

have to be a good leader to manage. however, doesn’t require management title to lead. ex. can be charge nurse and lead

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4
Q

power def

A

capacity to act, strength to accomplish something

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5
Q

authority def

A

right to give orders or direction

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6
Q

power v authority

A

can have power w/o authority or authority w/o power

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7
Q

5 components of leadership

A

leader, follower, situation, communication, goals

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8
Q

leadership- leader
4 components- #1

A

knowledge- human needs and motivation and how they affect beh.

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9
Q

leadership- leader
4 components- #2

A

self awareness
emotional awareness, coping mech, rxns in difficult situations

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10
Q

leadership- leader
4 components- #3

A

vision
positive outlook

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11
Q

leadership- leader
4 components- #4

A

trust
easy to lose, hard to gain
foundation of all leadership
lvl of trust= outcome of beh and actions

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12
Q

leadership- follower (2)

A

acceptance determines leader’s power

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13
Q

leadership- situation (3)

A

culture of the agency
work demands, degree of interaction, external environmental factors (ex. covid)

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14
Q

leadership- communication (4)

A

purposeful listening
linking ideas and networking

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15
Q

leadership- goals (5)

A

reason for desired beh
leaders should be proactive in formulation goals
shape, not respond

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16
Q

six competencies of leaders, bennis

A

1- clear vision w/ purpose
2- remind people what is important
3- optimistic and see possibilities
4- create culture of candor (open door policy)
5- mentor others and acknowledge ideas/accomplishments
5- strive for results

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17
Q

effective management components- planning

A

use the decision-making process
develop flexible, simple, realistic and specific plans
selecting and setting priorities to achieve results
ex. policy procedures, time management

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18
Q

types of plans

A

strategic- broad range
ex. building new departments
tactical- short term
ex. staffing

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19
Q

effective management components- organizing

A

follows planning process
coordinating work to be done
est. formal structure
ex. hiring, HR management,
**orientation, staff dev, pt care, staffing, scheduling, budget

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20
Q

effective management components- directing

A

“doing phase”

managers direct wrk of employees
ex. communication, delegation, managing conflict, facilitating collaboration

est. direction and influencing ppl to follow it
motivating ppl carry out desired actions

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21
Q

effective management components- directing strategy

A

creating motivational climate through recognition and rewards

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22
Q

effective management components- controlling

A

monitoring supervision and evaluation

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23
Q

effective management components- controlling long description

A

comparing work to predetermined standards of performance or protocols (critical pathways)
ex. quality control, auditing pt outcomes/goals, identifying variences

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24
Q

effective management components- controlling individuals v groups

A

individ- absenteeism, late arrival, med errors, nursing care, prof growth

group- census, falls, infection rates, cost overruns, budget, morale, narcotic counts etc

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25
effective management components- controlling monitoring methods
direct observation (rounding) chart audits incident reports peer eval
26
nurse managers responsibility
balance needs of the staff (morale, competency) and needs of the employer (quality, productivity)
27
trait theory
person born with innate ability cannot learn to become leader
28
behavioral theory (3) (1) authoritarian
task focused ppl extrinsically motivated commanded, not suggested vertical communication (top down)
29
behavioral theory (3) (2) democratic
person focused horizontal and vertical communication ideal for groups that work together for extended period of time members are intrinsically motivated everyone is responsible for themselves
30
behavioral theory (3) (3) Laissez Faire
group focused communication horizontal ex. brainstorming no identified leader
31
situational theory
adaptability leader can alter beh and style depending on situation
32
situational theory ex.
contingency theory
33
contingency theory components
leadership- member relations task structure position power
34
contingency theory- L
leadership member realtions group atmosphere how well do members freely follow leader
35
contingency theory- T
task structure clarity of expectations
36
contingency theory- P
position power amount of authority or legitimate power leader has
37
management v leadership theories
management theories focused on productivity
38
early management theory ex. scientific method
ex of management theory standardization of tasks (dev of policies and procedures) belief that one specific way to accomplish task is the best most effective way
39
contemporary leader-manager theories ex. Theory X and Y focus
focus on factors that inc satisfaction productivity
40
theory x
ppl extrinsically motivated authoritarian type close supervision belief that ppl need to be motivated by money and punishment
41
theory y
ppl intrinsically motivated people are self-directed and can be trusted to get work done
42
Theory X v Theory Y effectiveness
both equal use of one over the other depends on situation and people working with
43
Maslow's hiearchy of needs
basic needs must be met first *does not apply well to the work place
44
Maslow's factors (motivators) that drive behavior
intrinsic- top 3 lvls (self esteem) extrinsic- bottom 3 lvls (basic needs) **organizations must stimulate both
45
basic needs theory components (APA)
achievement power affiliation
46
basic needs theory- achievement
desire to excel and overcome
47
basic needs theory- power
desire to influence others and to be in control
48
basic needs theory- affiliation
desire to form friendly close relationships and work in pleasant environment
49
operant theory
ex of classical conditioning behaviors can be influenced or associated with specific consequences ex. employees work motivation is controlled by conditions in the external environment rather than internal needs
50
operant theory- positive reformer
stimulus that when added increased the likelihood of operant response criteria- must be specific to particular performance must occur close to the event goals must be attainable (reward-feedback system) rewards should be unpredictable and intermittent
51
operant theory- negative reformer
used to inhibit undesired beh punishment AND extinction
52
operant theory- negative reformer extinction def
positive stim that is removed from the environment effect is usually temporary ex. don't get candy because you didn't pick up your toys
53
transformational v transactional leadership
transformational- mutual growth, collective purpose result= performance goes beyond expectations transactional- concerned w/ day to day operations management by exception, only present when putting out fires result oriented, task focused result= expected outcomes *both seen in a good leader
54
transactional leadership
does not individualize the needs of followers or focus on their personal dev use (contingent rewards) to reinforce beh watch followers for mistakes and take corrective action (management by exception)
55
transformational leadership factors (CIII)
charisma (self-confident, greatly respected) inspirational motivation intellectual stimulation individual consideration
56
transformation leader activities (4)
D create a vision build social environment provides meaning sustain trust recognize importance of building self-esteem
57
followership participation factor 1
D there can be no leader w/o followers and vise versa
58
followership participation factor 2
followership can be cultivated, learned and developed followers needs to dev new ideas, actively participate and invest time
59
followership participation factor 3
followers are expected to support leaders ex. ask questions, give feedback
60
followership participation factor 4
cooperation and collab btw leader and followers= inc group effectiveness
61
effectiveness of a leader
determined by follower's goals, needs, abilities and degree of involvement
62
pygmalion effect
positive thinking self-fulfilling prophecy if i think i can, I can
63
critical thinking def
mental process conceptualizing, applying, analyzing, synthesizing and evaluating info to reach conclusion
64
critical thinking attributes (5)
reflective non biased, open creative connects ideas challenges/questions the norm to dev alternative solutions
65
problem solving def
systematic process directed towards solution of a problem id problem and find solution
66
decision making def
solution altern. are weighed and one is selected *does not require a problem ex of decision making could be deciding where to eat
67
problem-solving v decision making
both require critical thinking problem solving- diagnosing problem and solving it decision making- always involves choices of alternate solutions , may or may not involve a problem
68
problem solving- theoretical approach 7 steps
id/define problem gather data analyze info dev solutions select solution implement solution eval solution
69
problem solving strategies (5)
direction intervention (physical, verbal) indirect intervention (get convo going) delegation purposeful inaction collaboration group
70
components of decision making
framework model (nursing process) collect data, interpret and eval to select EB intervention intuition (relevant v irrelevant info)
71
decision making styles (AC JD)
authoritative consultive joint decision making delegative
72
decision making individual factors
age, educational lvl, experience, communication, emotions/perceptions ex. self esteem
73
decision making environmental factors
task complexity, time constraint, interruptions, professional autonomy
74
what approach is needed to problem solving and decision making
structured approach ex. trial and error, self solving, past experiences, scenario planning, cost/benefit analysis, group decision this approach increases clinical reasoning
75
decision-making, problem-solving challenges
low self-esteem authoritative personality inexperienced rigid management style, tunnel vision preconceived ideas groupthink (members influence each other and begin to all think alike)
76
decision-making, problem-solving challenges
low self-esteem authoritative personality inexperienced rigid management style, tunnel vision preconceived ideas groupthink (members influence each other and begin to all think alike)
77
written communication ex.
policies, procedures, check list acts a reciept
78
in person communication
if needs immed addressing emotional issues
79
nonverbal communication
tone, eye contact etc non-verb comm needs to be congruent w/ verbal message affects clarity and interpretation of message Most important
80
top down, down up, horizontal comm
downward to subordinates upward to manager across to coworkers
81
assertive comm
best form calm, speak clearly, composure, guide convo
82
aggressive comm
abusive, advocate for self want to intimidate/dominate
83
passive aggressive
nonchalant, act suddenly out of anger, indirect and subtle
84
role of communication tech
pt safety inc job satisf continuity of care creates posit work environment improve pt outcomes
85
active listening- GRRRR
greeting (simple, est. professional dial0 respectful listening review (confirm comprehension) recommend/request more info reward (thanks for taking time to meet w/ me)
86
qsen
quality and safety education for nurses
87
qsen function
initiative to improve quality and safety in nursing education
88
qsen 6 componenets
quality improvement safety informatics EBP teamwork pt centered care
89
grp dev leadership role* (adagp)
assess design appoint members/ representation generates ideas problem solve
90
5 stages of group development ("ormings")
forming storming norming performing termination
91
forming- leader's role
est indiv identity acquaint ppl, engage
92
storming- leader's role
confront and negotiate problems
93
norming- leaders role
est rules leader- test for consensus. is everyone on same pg
94
performing- ldrs role
keep group focused
95
termination- ldrs role
help summarized work and provide feedback
96
nonfunctional roles in group- aggressor
attacks, likes to joke
97
nonfunctional roles in group- recognition seeker v help seeker
teachers pet manip ppl for sympathy. can distract grp from goals
98
nonfunctional roles in group- dominator v blocker
controls and manipulates persistently negative and not open to new things
99
nonfunctional roles in group- playboy v zipper mouth
never serious, off topic very quiet, not contribute
100
dysfunctional grp beh- grp think
indiv ideas disreguarded, all supposed to think the same ex. politics solve- nominal technique (brainstorming) devils advocate for alt. options
101
dysfunctional grp beh- social loafing
ppl put in less effort because they are not indivi tested solve- make work more challenging and stimulating
102
dysfunctional grp beh- scapegoating
using o/ as excuse for beh or not doing work solve- address directly
103
dysfunctional grp beh- hidden agenda
solve- remove person from group
104
strategies for hostile aggressive
ppl usually have unmet needs ex. frustrated physician give person time/space to cool down, have convo in private room, focus on solution (pt's best interest) use "I" sentences
105
strategies for constant complainers
cause- low self esteem, feel undervalued, unmet needs help reframe things positively don't always agree (ask person to dev + solution) challenge "all" words (I always get stuck here)
106
strategies for silent/unresponsive
reason= low self esteem, shy ask open ended questions give extra time to respond time limits for discussion allow for written communication
107
strategies for know it all
reason- thrives off recognition avoid direct challenges to person's personality ask person questions about topic education yourself about topic
108
s/s poor time management
always busy rushing from disaster to disaster diff making/sched app. you think you're the only one qualified for the job
109
time management tool
coveys matrix 1= urgent and important 4= not urgent and not important
110
common struggles when trying to manage time
addressing whatever comes first instead of prioritizing path of least resistance (easier to complete yourself than delegating) responding to most persistant/vocal complaints managing by default waiting until inspired to address task

487- Leadership/Mngmnt (3 decks)

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