Leadership and Delegation Flashcards
(116 cards)
1
Q
Leadership is
A
different combinations of task and relationship behaviors used to influence others to accomplish goals.
- need to possess knowledge and skills in the art and science of solving problems in work groups, systems of care, and the environment of care delivery (huber)
2
Q
Laissez-faire leadership
A
permissive, nondirective orpassive
- delegative type of leadership that allows people to choose what they want to do and how they will do it
3
Q
Laissez-faire leadership works best when
A
all members have the same education level & the leader performs the same tasks
group determines their own goals and methods to achieve them
4
Q
Democratic leadership is
A
All aspects of the process shared by the group
- leader encourages and assists discussion and group decision-making
participative mgmt
5
Q
Democratic leadership works best with
A
members with relatively equal status, strong sense of ownership & achievement by the whole group
6
Q
Laissez-faire leadership limits
A
often leaves the group feeling lost & frustrated because of the lack of direction from the leader
7
Q
Democratic leadership limit
A
time consuming & inefficient when the members disagree strongly
- Motivating participation is a constant challenge.
8
Q
Democratic leadership hallmarks
A
trust, collaboration, confidence, & autonomy
- high levels of commitment in high work ethics
- relationship and person orientation
9
Q
Authoritarian leadership
A
provide direction by giving orders without question
10
Q
Authoritarian leadership
- LEADER IS
A
Final decisions rest with the leader & the leader alone. Leader maintains control
MICRO MANAGERS
11
Q
Authoritarian leadership
- negatives
A
- harbor hostile feelings that they are fearful to express
- use passive-aggressive techniques to try to even the playing field
- feel oppressed
- unable to use their full potential as a worker
12
Q
Which style emphasizes a high concern for task?
A
authoritarian
13
Q
Which leadership style is helpful in a code or crisis situation?
A
Authoritarian
14
Q
Servant leadership
A
encouragement, value diverse opinions, cultivates trust, listen to understand
JESUS
15
Q
Servant leadership acts with
A
humility, develops others, thinks long-term
16
Q
Servant leadership main goal for the leader is to
A
serve
- listen and truly understand
- clear goals and vision
- think before action
- whole
- acceptance and empathy
17
Q
Which leadership style thinks long-term?
A
Servant leadership
18
Q
Servant leadership hallmarks
A
servant leader is encouragement
1st = servant - helper - teacher - leader
19
Q
Transformational leadership
A
vision, empowerment, charisma, inspiration, intellectual stimulation
20
Q
Transformational is best when coupled with
A
transactional
21
Q
Transformational leadership based on primarily
A
external forces
22
Q
Transformational leadership leader causes the followers to
A
rise above their own needs
- changes the culture as the organization obtains higher levels of effort and satisfaction performance exceeds beyond expectation
23
Q
Transactional leadership focuses on
A
management tasks; meets goals; expected social exchange of giving & receiving rewards
24
Q
In transactional leadership,both parties are
A
gain something in the relationship
25
Transactional leadership identifies the needs of the
follower
- reward for expected performance
26
T/F: Transformative leadership has obtained performance but not exceeded.
False, transactional leadership does not exceed.
27
Authentic leadership leads based on
what they believe in, values, and principles
- leader legit = honest relationship with followers that value input and ethical foundation
28
Authentic leaders are
positive people with truthful self-concepts who promote openness
29
Authentic vs transformational leadership
Authentic = intrinsic valves
Transformational = external forces
30
Situational leadership
uses a combination of styles based on the current circumstances according to the needs of the group and task needing to be achieved
31
Bureaucratic leadership
motivated by external sources, relies on **organizational policies and procedures for decision making**
32
Key leadership behaviors
respect for individuals
establish trust
sense of direction
resolve conflicts successfully
develop staff strengths
33
Emotional awareness
Managing your emotions & remaining calm
Helping others manage their emotions
34
Emotional Intelligence definition
ability to perceive, control, & evaluate emotions
35
Five components of EI
a. Self-awareness
b. Self-regulation
c. Motivation
d. Empathy
e. Social skills
36
Highly emotional intelligent managers create
highly positive organizational climates
37
Skill sets needed by good leaders
self-awareness
self-management
social-awareness "read the room"
relationship mgmt
38
Self-awareness
aware of ones strengths, weaknesses, style, personality, preferences, etc., has a significant impact on how leaders behave & interact with others
- influence and potential climate
39
A leader who is not self-aware could lead to
unwanted or undesirable consequences
40
Self-management
stress
time
organizing skills
problem-solving
decision-making
confidence
self-protection
work-life balance
41
self-management is the ability to
see how emotions are impacting you,
how to take appropriate action to regulate.
How others' emotions are impacting them
42
Social awareness
"read the room"
empathy skill building
43
Relationship management
use of effective communication with others to disarm conflict, & the ability to develop the emotional maturity of team members
**hear and understand perspectives of other people**
44
Ripple Effect of a Great Leader
Leadership affects organizational and individual productivity
Implications for recruitment and retention
45
Stress can have results in
emotional and physical states
- chaotic environment = fatigue
- lead to chronic conditions
- increase addiction and mental health conditions
46
Workplace Stress mgmt
Wellness programs
Exercise
Getaway place at work
Mindfulness
Mood apps
Breathwork
Mediation
Sleep on break
47
Outside work stress mgmt
Setting boundaries
Relaxation
Journaling
Seek expert assistance
Gratitude practice
CBT
Meeting with support system
Counselor
Self care
48
Health Self-care
Personal time
Sleep
Nutrition
Hydration
Exercise
Support network
49
I'M SAFE checklist
I =Illness
M=Medication
S=Stress
A=Alcohol and Drugs
F=Fatigue
E=Eating and Elimination
50
Negative Behaviors and Ineffective Leader traits
Lack trust and transparency
Cannot approach/ talk with them
Poor communication
Incongruency with mission, vision, and purpose
Cannot manage conflict
Destructive self- management
51
What are the traits of leading a pt?
advocacy
delegation/prioritization
communication
- support a pt and family unit
foster collaboration
- referrals ad follow-ups
- coordinating care
evidence-based practice
- set realistic care
empowering decision-making
52
Human Caring and Relationship is based on
a) Age
b) Gender
c) Ethnicity
d) Religious beliefs
e) Cultural differences
f) Personal preferences
53
Human Caring and Relationship act with
assertiveness
54
Pt's Rights
Recognize patient's right to refuse treatment/procedures
Discuss treatment options/decisions with the patient
Provide education to patient and staff about patient rights and responsibilities
Evaluate patient and staff understanding of patient rights
Advocate for patient right and needs
55
How can you implement safety practices to enhance quality?
isolations, fall bundle, psychosocial, med rights, huddle, communications, sepsis protocol
56
Time Mgmt Strategies
Block time for rounds
Schedule time to review education, check emails, and other professional responsibilities
Prioritize your to do list
Set realistic goals and deadlines
Develop flexibility and adaptability mindset
**adapt remain positive and productive**
57
Overcome procrastination by
select most objectionable task and commit 5 minutes to doing them
58
Procrastination
category A
assessments, passing meds, treatments, and dressing changes – these are time sensitive
59
Procrastination
category B
– baths, linen changes, breaks, charting – important but have flexibility in time
60
Procrastination
category C
cleaning up, organizing the supply room – can be delegated or wait
61
The nurse needs to practice by what legalities?
State licensure requirements
Scope of practice
Laws pertaining to criminal and civil wrong doing – scope of practice
Ethical codes of practice (Ethics committee)
Policies and Procedures of organization
Self regulation to retain personal accountability
Dilemmas requiring decisions to be made about right and wrong in situations in which an individual has to make a choice between equally unfavorable alternatives.
Provides general guidance
Organizations with ethical teams/liasons
62
Autonomy
freedom of choice
63
Nonmaleficience
do no harm
64
Beneficence
benefit of bettering the pt with a good outcome
65
Justice
fairness, not biased or stereotyped, equal access to care
66
Veracity
truthful
67
Fidelity
keeping a promise and follow through (trust development)
68
ANA Code of Ethics
nonnegotiable standards as to the ethical obligations and duties for those who enter the nursing profession
69
Nursing legal rights
Legal issues surrounding refusing treatment (patient rights)
Managing valuables according to policy
Recognizing limitations of self, other, and utilizing resources
Interpreter services
Abuse/neglect/communicable diseases
Providing care within the legal scope of practice
Maintaining HIPAA- confidential client information
- need to know
- Don't share passwords
- Don't leave information on a computer screen
70
Leadership
the ability to inspire others to achieve a desired outcome
71
Management
process of planning, organizing, directing, and coordinating the work within an organization
72
Informal leader
help support and move in the right direction
- with no title
73
Managements' function
Planning
- need of staff growth, efficiency, motivation, morals, satisfaction
- need of organization, productivity, quality, cost effectiveness, outcomes
organizing resources
staffing
Directing leadership, guiding, and resources with time
Control performance standards with conflict, actions
74
Business Acumen for Mgmt
Prevention of workplace violence
Staffing, scheduling, and workload
Maintaining the workforce (trends of new staff and pts)
Recruitment and retention
Turnover
Skills, education, staff development
Performance, counseling, coaching
Budgets
Resource management
Unit level outcomes (revenues)
Monetary if get infections down
Marketing
Succession planning
Productivity
Cost containment
75
Consequences Ineffectiveness Mgmt
Employee Discontent
Decrease Satisfaction
High attrition
Patient Incidents
Adverse Outcomes
Nosocomial infections
Increased Work-Arounds
Goals not met
Decreased Patient Satisfaction Measures
Ineffective use of resources
76
Communication strategies for leading terms
SBAR
Call-Out - criticals
Check-Back
Hand-off
Brief
Huddle
Debrief
Follow-Up
77
Followship
interpersonal process of participation
- followers are **vital**
78
4 Qualities of Effective Followers
1) Manage themselves well: Ability to think for themselves.
2) Higher purpose: work towards the good of the organization, & to principles & values outside of themselves. What happens if personal values & principles don’t align with the organization? May have to make a change.
3) Strengths: high standards of performance.
4)
79
TBON job is to
protect the public
80
Authority
The legal authority to perform a task
- TBON sets
81
Scope of Practice
The actions, procedures, and processes that are permitted with the terms of the professional licensure
And policies
82
Supervision
Guiding or monitoring a delegated nursing task
83
Accountability
Being answerable for one's own actions
- Always the nurse maintains
84
Delegator
Registered Nurse (RN)
85
Delegatee
UAP = unlicensed assistive personnel such as certified nurse assistant, nurse aid, nurse tech, patient care assistant, registered nurse assistant, & medication tech
86
Delegation
RN directs another health-care team member to perform specific nursing tasks, procedures, and activities that are beyond the person’s traditional role and are not routinely performed by them
87
Delegation involves achieving
outcome and sharing activities with other individuals who have the authority to accomplish the task
88
When delegating tasks who maintains accountabilty?
RN
89
When the RN accepts responsibility for delegating an assignment appropriately, they become
accountable for the delegation process
90
Accountability looks to see if the RN used his or her
nursing knowledge, critical thinking, and clinical judgment skills in delegating a task
91
When an RN delegates they **must
SUPERVISE**
92
Delegation Guidelines
1st Assess the patient
know staff availability, job description
educate staff members
assess and supervise tolerability
- tell the expected/unexpected outcomes
93
Delegatees practice on
own license (LPNs and LVNs) or, if unlicensed (UAP), within their own level of education
94
If the RN delegates inappropriately to a person who is clearly not qualified, and the client dies, the
RN and the assistive personnel could both be held liable.
95
Delegate when
stable
within job description
able to supervise
planned how to monitor
96
Don't delegate when
highly invasive or potential to cause significant harm
inadequate time to supervise
- complex and judgement is required
- unpredictable
- creativity and problem-solving needed
97
Delegate steps
Assess and plan
communicate
ensure supervision
eval and give feedback
- within scope of practice
98
5 Rights of delegation
Task
Person
Communication
Supervision/Feedback
Circumstances
99
Right Task to delegate
Do the tasks delegated follow written policy guidelines?
100
Right person to delegate
Does the person have the right education, right competency and proper qualifications for the tasks?
101
Right direction/communication to delegate
Are the instructions and outcomes clearly stated? When should the person report changes?
102
Right supervision to delegate
How can the delegation process be improved? Are the patient goals being achieved?
103
Right circumstances to delegate
Are the tasks that are being delegated possible without independent nursing judgments?
104
Any nurse can refuse
accept a task outside their scope of practice
- do not have the skill or knowledge
105
What can not be delegated?
accountability
- responsibility can
106
The RN can't delegate what
Full assessment (LVN only does focused assessment)
Formulation of nursing diagnosis
Formulation of care plans and goals
Delegate any process of the nursing process
Implementing the initial intervention
Evaluation of care
- Teaching
- Assessment
- Planning
- Evaluation
107
RN obligation to refuse what?
assignments that they are not competent to carry out
delegate nursing tasks to individuals who they believe are unable or unprepared to perform them
108
The RN can delegate what?
I&O, bath, VS
Perform CPR
CHRONIC / STABLE TO LVN
109
The RN can't delegate what?
Initial teaching
ADVICE
EVALUATE
SUCTION
110
What does the RN need to consider when delegate?
How complex is the patient’s required care?
What level of experience/knowledge/skill/training is required?
Is the patient’s status stable & predictable?
Does the patient have special needs related to any of the following?
- special equipment or technology
- communication challenges
- patient’s physical and mental ability
- psychosocial and cultural aspects
- safety precautions
- infection control issues
How much time does the patient's care require?
How will the physical location of patients affect time/availability of care?
Are there any personal reasons that a nurse should not be assigned this patient?
What is the Scope of Practice of the health care provider?
What about the Organizational Policies?
111
RN making the assignment?
Monitor and assess the staff members’ progress of task completion
Provide ongoing monitoring (intermittent)
112
UAP assigning tasks
- lowest level of skill required for the task
- least complicated task
- most stable client
- chronic illness
113
Professional Judgement
A process in which the nurse exercises in forming opinion and reaching a clinical decision based upon the analysis of evidence or data (NCSBN)
114
LVN delegation tasks acceptable
**independently in a stable, routine situation**
Administers medications - oral, IM, & SQ insulin FOR NCLEX
(excludes IV medications but depends on organization’s policy)
Conducts a focused assessment & monitoring of patient findings
Information provided assists RN to develop nursing diagnosis and monitor patient
**Reinforces patient teaching**
Conducts nursing procedures based on education & training
i.e. tracheostomy care, suctioning, checking patency of NG tube, administration of enteral feeding, insertion of urinary catheter, subcutaneous insulin injections, and enemas or vaginal irrigations
115
UAP can do the following
ADL
Ambulation of stable pt
positioning
bed making
specimen collection (stool and sputum)
- no blood specimens
I&O
VS stable
116
LVNs for NCLEX can not
cannot admission assessments
IVP
nursing diagnosis
most teaching
complex skills
acute conditions
unstable clients
