Leadership Ch 1 Terms

The difference between the focus of managers and leaders
The manager focuses on systems and structure, and the leader focuses on people.
nurse executives are positioned to
challenge assumptions, consolidate a purpose, build the culture of safety and quality, and move a vision forward.
Nurses
coordinate and deliver health services.
Nurse managers
coordinate and integrate human, fiscal, and other nursing resources to accomplish nursing practice with 24-hour accountability for client care units or areas
Clinical nurse leaders
guide other nurses through process, measurement, and document changes.
Management is often described in three core roles
Allocating resources, negotiating contracts, handling disturbances, and proposing new services are decision-making roles
informational roles
Monitoring processes, disseminating guidelines, and speaking for nurses in organizations
interpersonal roles.
Representing nurses, leading and motivating nurses, and connecting nurses to others
Mintzberg identified 10 roles that are described as
decision-making, informational, and interpersonal roles. Providing care; arranging access to services; coordinating care for a client or group; and interacting with physicians, pharmacists, and clients are caregiving roles.
Which process best describes leadership?
influencing behavior of either an individual or a group in an effort to achieve goals in a given situation.
Empowerment means
giving people the authority, responsibility, and freedom to act on their expert knowledge and skills.
In one research-based model, which of the following behaviors were core to leadership success?
visioning, interactive planning, complexity analysis, interdisciplinary team building, work process analysis, and stakeholder analysis. Trust and honesty are behaviors expected within leaders.
Country club
the approach emphasized attention to the people’s needs to affect the satisfaction of relationships
the authority-obedience approach strives for
efficiency in operations.
the team approach promotes
work accomplishment from committed people and interdependence through a common cause, leading to trust and respect.
The organizational man approach works
on balancing the necessity to accomplish the task with maintaining morale.
which team states that the leader needs to be flexible in behavior, able to diagnose the leadership style appropriate to the situation, and able to apply the appropriate style?
Hersey and Blanchard’s model
two-dimensional model
Hersey’s team described the ??
Tri-Dimensional Leader Effectiveness Model??
Fiedler’s contingency model describes
measures for leaders to become aware of their natural style tendency: relationship-oriented or task-oriented
Blake and Mouton’s was an
early attitudinal model in the 1960s that measured the values and feelings of managers
Ohio State model included
both attitudes and behaviors. The early models focused on the leaders whereas the Tri-Dimensional Effectiveness Model measured the followers’ ability to determine effective leadership.
situational leader tailors his or her leadership style based on
the employee, experience, and circumstances.
laissez-faire leader requires
minimal participation and directing, but this does not result in high productivity.
transactional leader is one who
maintains and sustains good care processes with a focus on daily operations.
transformational leader
motivates employees to their full potential or empowers employees to advance innovative changes to create new services and improve existing processes.
professionalism competency can be described best by
the occupation’s approach to distinguish itself from being merely a job in that focuses on ideal services, a code of ethics, and lifelong commitment.
Leadership competencies are described as
skills of guiding, directing, teaching, and motivating to set and achieve goals.
The coordination and integration of resources to accomplish specific goals exemplifies the
business skills and management principles domain competencies to coordinate and integrate resources to accomplish specific goals.
Nurse leaders must possess competency in five domains: (1) leadership, (2) communication and relationship management, (3) professionalism, (4) knowledge of the health care environment, and (5) business skills and principles
An approach to an occupation that distinguishes it from being merely a job, focuses on service as the highest ideal, follows a code of ethics, and is seen as a lifetime commitment
Principles of leadership and management are best described by which of the following statements?
Critical skills in leadership are interpersonal, decision making, and problem finding and solving.
Important skills for leading include
diagnosing, adapting, and communicating, but not directing.
Five competencies were identified by nurse leaders in recent research.
Communicating vision and strategy internally, translating vision into strategy, building effective teams, managing patient-centered customer focus, and managing conflict
statement that best defines management?
A process of coordination and integration of resources through group activities of planning, organizing, coordinating, directing, and controlling to accomplish specific institutional goals and objectives
Which management theory’s principle is to consider the situation and all elements when making a management decision?
Contingency theory
The principle of complexity theory is the
behavior over time of certain complex and dynamically changing systems with a concern for the predictability of the behavior of systems and how under certain conditions the system performs in regular and predictable ways, and in other conditions of change it becomes irregular and unpredictable.
The principle of systems theory is to recognize that a manager’s work is
embedded within a system and to understand what a system is. Nurses are a part of a larger agenda for health care services, and managing the role within the system produces the efficiencies and effectiveness.
Effective leadership is exemplified by values, confidence in employees, and a sense of security in the face of uncertainty. This aspect of leadership is known as:
self-awareness.
Self-awareness is the ability to know one’s own emotional state and be aware of how mood and actions affect relationships, while
having confidence in others and comfort in dealing with uncertainty. This aspect of self-awareness is crucial to effective leadership.
Relationship management is the use of effective
communication with others to disarm conflict and the ability to develop the emotional maturity of the team members.
Social awareness is the intuitive skill of
empathy and expressiveness in being sensitive and aware of emotions and moods of others.
Self-management is the ability to take
corrective action and not to transfer negative moods to staff relationships.
An integrative analysis of literature by Jennings and colleagues found 96% of the 894
competencies that applied to both leadership and management.
The areas where leadership and management overlap are explained by which of the following statements
Bringing teams together and directing activities
The Institute of Medicine (IOM) identified five areas of management practice for leaders to attend to during turbulent times.
Balancing reliability and efficiency in service delivery
Creating and sustaining a trustworthy, learning, and evidence-based organization
Hersey and colleagues identified three skills needed for leading or influencing workers. Identify three skills leaders must possess to influence people
diagnosing: which is a cognitive activity that involves being able to understand the situation and the problem to be solved or resolved; adapting: which is a behavioral skill that involves being able to adapt behaviors and other resources to match the situation; and communicating: which is a process to advance the process in a way that individuals can understand and accept
Great leaders possess four essential skills.
Great leaders possess a sense of integrity with a distinctive and compelling vocal tone to engage others in shared meaning.
Great leaders possess a combination of hardiness and the ability to grasp context, called “adaptive capacity.”
Great leaders have
(1) a sense of integrity, (2) a distinctive and compelling vocal tone, (3) the ability to engage others in shared meaning, and (4) a combination of hardiness and the ability to grasp context, called “adaptive capacity.”
The IOM focus is on the following five areas of management practice:
•Implementing evidence-based management
•Balancing tensions between efficiency and reliability
•Creating and sustaining trust
•Actively managing the change process through communication, feedback, training, sustained effort and attention, and worker involvement
•Creating a learning environment
Two roles of nurses
care providers and care coordinators.
Diagnosing:
cognitive competency.
Adapting:
behavioral competency.
Communicating:
process competency.
EQ 1.Self-awareness:
Ability to read one’s own emotional state and be aware of one’s own mood and how this affects staff relationships
EQ 2.Self-management:
Ability to take corrective action so as not to transfer negative moods to staff relationships
EQ 3.Social awareness:
An intuitive skill of empathy and expressiveness in being sensitive and aware of the emotions and moods of others
EQ 4.Relationship management:
Use of effective communication with others to disarm conflict, and the ability to develop the emotional maturity of team members
The elements of quantum leadership are
discovering, authenticity, passion, creating, relationship, inquiry, and fiscal astuteness.
helps nurses focus on the future, stretch and break boundaries, and encourage breakthrough thinking to solve problems in a complex and fluid care environment.
Clinical leadership is defined as
“staff nurse behaviors that provide direction and support to clients and the health care team in the delivery of patient care”
five key aspects of clinical leadership:
clinical expertise, effective communication, collaboration, coordination, and interpersonal understanding. Empowering work environments create support for staff nurses as clinical leaders to achieve the best outcomes of care
Reflective mind-set:
Managing self
Analytic mind-set:
Managing organizations
Worldly mind-set:
Managing context
Collaborative mind-set:
Managing relationships
Action mind-set:
Managing change
four steps of the management process
1. Planning
2.Organizing
3.Coordinating or directing
4.Controlling
Managerial controlling means
ensuring that the proper processes are followed. the activity of seeing that everything occurs in conformity with established rules. In nursing, the term evaluation is used to refer to similar actions and activities.
Contingency Theory
It all depends
Systems Theory
set of interrelated and interdependent parts that are designed to achieve common goals.
changes in one part of the system affect other parts,
departmental “silos.”
Organization
•Wholeness
•Control
•Self-regulation
•Purposiveness
•Environment
•Boundaries
•Equilibrium
•Steady state
•Feedback
Complexity Theory
general umbrella theory that encompasses chaos theory. stable and unstable behavior is the focus of interest
Chaos Theory
not unlike Darwin’s evolutionary theory of natural selection.
behavior that is unpredictable in spite of certain regularities. chaos phenomenon differs from the predictable swinging of a pendulum of a clock. Instead, it is more like the unpredictable random patterns of weather.