leadership

Question 1

why is this key

Answer 1

in healthcare specifically bc direct impact on patient care

Leadership plays a crucial role in the workplace, serving as a guiding force that enables teams to achieve their objectives and drive positive outcomes

Question 2

• Healthcare leadership isn’t about maintaining the status quo, but identifying what

Answer 2

challenges in the system and finding solutions to those problems

Question 3

define leadership

Answer 3

the ability to influence others in a healthcare setting to improve patient care, support team performance, and drive positive change.

Question 4

Is leadership the same as management?

Answer 4

No. Leadership is not about titles, seniority, or management—it’s about influence and action, not formal position

Question 5

effective nhs leaders emphasise what as the top priority

Answer 5

emphasise continually that safe, high quality, compassionate care is the top priority

Question 6

What was the Mid Staffordshire NHS Scandal?

Answer 6

the most serious healthcare failures in the history of the NHS.

• It involvedappalling standards of careat the Mid Staffordshire NHS Foundation Trust, particularly at Stafford Hospital.
• Hundreds of patients died unnecessarilydue to neglect, lack of compassion, understaffing, and poor hygiene.
• There weresystemic leadership failuresat both the executive and board levels, with a greater focus onfinancial targetsandtrust statusthan on patient care.

Question 7

when was it

Answer 7

(2005–2009)

Question 8

what was written as a result of it

Answer 8

the Francis Report (published in 2013 by Robert Francis QC)

Question 9

what did the Francis report investigate

Answer 9

what went wrong and how to prevent similar failures.

Question 10

how many recommendations did the Francis report make

Answer 10

290

Question 11

what were the Francis report 2013 recommendations focused on

Answer 11

• Openness, transparency, and candour: Including astatutory duty of candour— healthcare professionals and organisations must be honest when things go wrong.
• Fundamental standards of care: Establishing clear minimum care expectations.
• Stronger leadership: Emphasis oncompassionate, visible, and accountable leadership.
• Staff empowerment: Encouraging whistleblowing and giving staff the ability to speak out safely.
• Patient-centred care: Listening to patients and involving them in decisions.

Question 12

Leadership theories focus on what

Answer 12

the traits and behaviours that people can adopt to increase their leadership capabilities

Question 13

Categories of theories

Answer 13

• Great man theoriesBorn to Lead e.g. julius caesar, alexander the great
• Behavioural theoriesWhat does a good leader do?
• Contingency theoriesHow does the situation influence good leadership?
• Power and influence theoriesWhat is the source of the leader’s power?
• Other theoriesWhat more contributes to good leadership?
  • Trait TheoriesTrait leadership is defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations

Question 14

main leadership traits identified by stodgily 1974

Answer 14

• adaptable to situations
• alert to social enviroment
• ambitious and achievement oriented
• willing to assume responsibility

Question 15

skills identified by stogdill 1974

Answer 15

clever
conceptually skilled
creative
fluent in speaking
knowledgeable about groups task
organised

Question 16

Behaviorists view leadership as ?

Answer 16

a key set of actions instead of as personal characteristics. To determine these behaviors, researchers evaluated what successful leaders did, developed a taxonomy, and identified broad patterns.

Question 17

lewins leadership styles of decision making:

• what are the 3 types

Answer 17

1. authoritarian
2. participative
3. delegative

Question 18

Authoritarian leaders, also known as autocratic leaders do what

Answer 18

make decisions and direct activities without any participation from others.

Question 19

Participative leaders, also known as democratic leaders,

Answer 19

involve their peers, team, co-workers in the decision-making process

Question 20

Delegative leaders, also known as laissez-faire leaders

Answer 20

give full autonomy to make decisions to their teams.

Question 21

Likerts leadership styles

• how many styles

Answer 21

4

Question 22

what are Likerts leadership styles

Answer 22

1. exploitative authortiative
2. benevolent authoritative
3. consultative
4. participative

Question 23

Exploitative Authoritative

Answer 23

The leader has a low concern for people, using fear and threats to achieve outcomes. Communication is top down with all decisions made at the top.

Question 24

Benevolent Authoritative

Answer 24

The leader is authoritative but has concern for people, using reward to encourage performance. Communication is better in this style; but almost all major decisions are made at the top.

Question 25

Consultative

Answer 25

The leader makes an effort to listen to others; however, many decisions are still made at the top and the upward flow of information is still somewhat idealized

Question 26

Participative

Answer 26

The leader engages in participative methods, engaging all members of the team in decision-making. Communication flows both ways.

Question 27

contingency theories:

Answer 27

Fiedler’s Least Preferred Co-worker Theory Cognitive Resource Theory Strategic Contingencies Theory Path-Goal Theory Hersey-Blanchard Leadership Theory

Question 28

what do power and influence theories

Answer 28

involve influencing people via authority.

Question 29

how can we influence

Answer 29

This influence can manifest in the form of rewards or punishments and/or through personal and positional power

Question 30

what are the 2 power and influence theories

Answer 30

– *Transactional* – *Tranformational*

Question 31

Transactional leadership - what is this oriented about

Answer 31

- Transactional leadership is task-oriented, works within set organizational boundaries, and suggests a management focus for the leader

Question 32

Transactional leadership: when does this occur

Answer 32

Transactional leadership occurs when there is an exchange of performance for either reward or penalty.

Question 33

who came up with transactional leadership theory

Answer 33

burns 1978

Question 33

what do transactional leaders do?

Answer 33

Transactional leaders give followers something they want in exchange for something the leaders want (Kuhnert, 1987).

Question 34

Transformational - who defined transformational leadership

Answer 34

burns 1978 as well

Question 35

what did burns define transformational leadership as

Answer 35

“the relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents.”

Question 36

the goal of transformational leadership is

Answer 36

to transform people and organisations in a literal sense – to change them in mind and heart; enlarge vision, insight and understanding; clarify purposes; make behaviour congruent with beliefs, principles or values; and bring about changes that are permanent, self- perpetuating, and momentum building.” (Bass & Avolio 1994)

Question 37

**Other theories – Servant Leadership*** - what is this

Answer 37

Servant leadership is the desire to serve the needs of others even before aspiring to lead them.

Question 38

what does Exemplary Leadership consist of?

Answer 38

1.Model the Way – Establish principles concerning the way people should be treated and goals should be pursued. Because complex change can overwhelm people, set interim goals so that followers can achieve small wins on the way to larger objectives. 2.Inspire a Shared Vision – Envision the future, creating an ideal image of what the organization can become. Enlist others in the dream to get people to see exciting possibilities for the future. 3.Challenge the Process – Search for opportunities to change the status quo, taking some risks along the way. Accept mistakes and disappointments as learning opportunities. 4.Enable Others to Act – Foster collaboration and build spirited teams. Create an atmosphere of trust. Strengthen others, making each person feel capable. 5.Encourage the Heart – Recognize the contributions that people make. Celebrate accomplishments to make people feel like heroes.