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Healthcare Leadership > tbl 1: understanding and leading people > Flashcards

tbl 1: understanding and leading people Flashcards

1
Q

what is the defintion of leadership?

A

the use of influence to direct and coordinate a group of people

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2
Q

what are the four main ways of conceptualising leadership/

A
  1. who is leader
  2. what does the leader do
  3. how the leader interacts with the rest of the group
  4. is it about something else
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3
Q

what did early studies suggest about characterstics of leadership?

A
  • intelligent
  • dominant
  • masculine

but now it is not just about the person its about the situation that occurs

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4
Q

what is personality?

A

use to describe a persons tendecy to think, feel or behave in a particular way

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5
Q

what are the big 5?

A
  1. extraversion
  2. aggreableness
  3. conscientiousness
  4. emotional stability
  5. imagination
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6
Q

what is extraversion?

A

is the need for external stimulation. people with high extraversion are outgoing and like to be around people.
people with low extraversion might be reserved and prefer to be alone.

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7
Q

what is agreeableness?

A

receptivity towards others perspective. Those who have high might be compassionate, good natured, eager to operate and avoid conflict.
those who have low might be hard headed, sceptical and competitive

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8
Q

what is conscientiousness?

A

strength of the purpose or drive to goal attainment. thos with high conscientuousness might be diligent and organised with high standards.
low might be easy going and less well organised - does not mean low standards

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9
Q

what is emotional stability?

A

is the intensity and frequency of negative emotions. those with high might be secure and hardy.
low emotional stability might be sensitive emotionally

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10
Q

what is imagination?

A

is an openness to range of experiences, thos with high might be open to new experiences and have broad interest.
low in imagination might down to earth

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11
Q

what is the hersey and blanchards situational leadership model?

A

this describes four main styles of leadership all of which are valid and might be used interchangeably.

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12
Q

what are the four main styles of hersey and blanchards situational leadership model?

A
  1. directing style
  2. coaching style
  3. supporting style
  4. delegating style
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13
Q

what is the directing style?

A

decisive and give instructions as to how things should be done, expect people to follow orders and carry out tasks.

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14
Q

what are the positive aspects of directing style?

A
  • particulary helpful for new and inexperienced team members
  • people have information they need to perform their job
  • people know what they have to do, how they do it and what happens if they don’t
  • there is a measure of safety and security as people know where they stand
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15
Q

what are the negative aspects of directing style?

A
  • people are not allowed to use their initative
  • when a manager makes decision without consultation people do not have ownership
  • left unchecked can be domineering and autocratic
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16
Q

what is a coaching style?

A

involves people in the decision making process and is willing to take the time and trouble to help people solving problems

17
Q

what are the positive aspects of coaching styles?

A
  • team members can give opportunities to talk things through
  • team members can benefit adopting a joint problem solving approach
  • team members appreciate the fact that their manager is willing to work alongside them
18
Q

what are the negative aspects of coaching style?

A
  • the manager may step in and out
  • manager may become too involved in discussions
  • the manager may have tendency to use talking as a substitute for action
19
Q

what is supporting style?

A

allows people to take responsibility but they know that the manager is there to give support when needed, manager is willing to listen and offer whole hearted support

20
Q

what are the positive aspects of the supporting style include?

A
  • team members are given challenging tasks which project them
  • team members feel encouraged and supported
21
Q

what are the negative aspects of the supporting style?

A
  • manager may have difficulty finding time for their own work
  • reluctance to give orders may mean that less experienced memebers of their team don’t know their role
22
Q

what is the delegating style?

A

gives people the freedom to develop their own ideas and take ownership of major tasks and projects. They are willing to let go and trust team members to do a good job on their own

23
Q

what are the positive aspects of delegating style?

A
  • team members develop quickly because they use their own initative
  • team members become more capable
  • team members may feel more trusted and empowered
24
Q

what are the negative aspects of delegating style?

A
  • manager may have a tendecy to just walk away and let the team get on with it
  • unavailabilty may seem like abdication of responsbility
  • even highly experience team members may experience problems
25
Q

what is the Adair’s action centred leadership model?

A

three interlocking needs of group life which are

  • achieve a common goal
  • maintain a good relationship within the team
  • meet the needs of individual team members

you need a good balance of these to be effective leader

26
Q

what are the three rings of adairs action?

A
  • task needs
  • team needs
  • individual needs
27
Q

what is the tannenbaum and schmidts autocratic democratic leadership model?

A

focuses on how decisions are made within a team, it is a continuum with autocracy at one end and democracy at the other

28
Q

what are the different decision making styles?

A
  • tell, leader takes decision alone without any consultation
  • sells, leader takes the decision alone but sells benefits to team members
  • tests, leader presents ideas for discussion and pretenes to consult
  • suggests, leader presents ideas and asks team to decide subject to certain limits
  • consults, leader present ideas for discussion
  • joins, leaders joins the team in decision making process
  • delegates, leader lets the team decide with no constraints
29
Q

what is the transactional leadership?

A

focuses on managing people so that they perfom as required

30
Q

what is transformational leadership?

A

which aims to inspire and motivate people to perform to the best of their ability. this has become more fashionable as it is aspirational cimoared to transcational leadership

31
Q

what is the most important type of leadership when it comes to safety leadership:

A

transactional is important as it holds people to a minimum standard of safety

32
Q

what is the fundamental interpersonal relation orientation (FIRO)?

A

propes that each person varies in terms of three interpersonal elements

  • inclusion
  • control
  • affection
33
Q

what is inclusion?

A

element that concerns forming relationships and associating with others. more likely to emphasise fairness and teambuilding

34
Q

what is control?

A

element that concerns influencing and persuading otherd, leaders with a strong need are likely to emphasise firmness

35
Q

what is affection?

A

element that concerns being close, strong need for affection are likely to show appreiciation

36
Q

what are relevant aspects which may affect leadership>

A
  • level of demand on the group
  • availabilty of time and resources
  • competence and confidence of team members
  • task structure
  • position power
  • how easy it group members to communicate with and coordinate each other
37
Q

what does recent research show about gender and leadership?

A
  • female may be judged differently from male due to stereotypes
38
Q

what is the kolb’s learning cycle?

A

experimentation –> experience –> reflection–> conceptualisation

Healthcare Leadership (2 decks)

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