Chapter 1 Leadership And Management

Front 1

Leadership

Back 1

defined as the process of influencing people to accomplish goals

Key concepts: influence, communication, group process, goal attainment, and motivation.

Front 2

Management

Back 2

the coordination and integration of resources through planning, organizing, coordinating, directing, and controlling to accomplish specific institutional goals and objectives.

Front 3

leadership

Back 3

guiding, directing, teaching, and motivating to set and achieve goals.

Front 4

Management

Back 4

resource coordination and integration to accomplish specific goals

Front 5

professionalism

Back 5

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.

Front 6

leadership style

Back 6

different combinations of task and relationship behaviors used to influence individuals and accomplish goals.

Front 7

followership

Back 7

defined as interpersonal process of participation.

Front 8

empowerment

Back 8

means giving people the authority, responsibility, and freedom to act on their expert knowledge knowledge and skills.

Front 9

trait

Back 9

focuses on identifying specific characteristics of leaders

Front 10

attitudinal

Back 10

measures attitudes toward leadership behavior

Front 11

situational

Back 11

focuses on observed behaviors of leaders and how leadership styles can be matched to situations.

Front 12

challenging the process

Back 12

leaders go beyond the status quo to search for opportunities, experiment, and take risks to achieve lofty goals.

Front 13

Inspiring shared vision

Back 13

Leaders envision the future and enlist others in sharing the dream.

Front 14

Enabling others to act

Back 14

Leaders foster collaboration and develop and strengthen others so that the whole team performs well.

Front 15

modeling the way

Back 15

Leaders set an example and structure events so that incremental progress is celebrated as small wins.

Front 16

encouraging the heart

Back 16

Leaders appreciate and recognize individual contributions and formally celebrate accomplishments.

Front 17

leadership do's

Back 17

honesty, energy, drive, tenacity, creativity, flexibility, visibility, emotional stability, knowledge, conceptual skills, leadership motivation.

Front 18

leadership dont's

Back 18

untrustworthiness, insensitivity to others, aloofness, over-managing, abrasiveness, inability to think strategically or staff effectively, inability to build a team, and focusing on internal organizational politics. (overly ambitious)

Front 19

task behavior

Back 19

the extent to which leaders organize and define roles; explain activities, determine when, where and how tasks are to be accomplished; and endeavor to get work accomplished.

Front 20

relationship behavior

Back 20

the extent to which the leaders maintain personal relationships by opening communication and providing psycho-emotional support and facilitating behaviors.

Front 21

authoritarian

Back 21

uses primarily directive behaviors. Decisions of policy are made solely by the leader who tends to dictate tasks and techniques to followers. Leaders tell the followers what to do and how to do it.

Front 22

democratic

Back 22

implies a relationship and person orientation. Policies are a matter of group discussion and decision. The leader encourages and assistts discussion and group decision making. Human relations and teamwork are the focus. Leader shares responsibility with team.

Front 23

laissez-faire

Back 23

promotes complete freedom for group or individuals decisions. There is a minimum of leader participation. Leader using this style may be apathetic. a clear decision may never be formulated. Avoidance of interference and let events take their own course. Leader is permissive and fosters freedom. Used with groups of fully independent care providers or professionals working together.

Front 24

Impoverished

Back 24

this style uses minimal effort to get the work done.

Front 25

Country club

Back 25

this approach emphasizes attention to the needs of people to effect satisfying relationships

Front 26

authority obedience

Back 26

this style strives for efficiency in operations.

Front 27

organizational man

Back 27

this approach works on balancing the necessity to accomplish the task with maintaining morale.

Front 28

team

Back 28

this style promotes work accomplishment from committed people and interdependence through a common cause, leading to trust and respect.

Front 29

leader-member relations

Back 29

refers to the type and quality of the leader's personal relationships with followers.

Front 30

task structure

Back 30

how structured the group's assigned task is

Front 31

position power

Back 31

refers to power that is conferred on the leader by the organization as a result of the assigned job.

Front 32

effectiveness

Back 32

defined as how appropriately a given leader's style interrelates with a given situation.

Front 33

ability

Back 33

based on the amount of past job experience, knowledge, ability to solve problems, ability to meet deadlines.

Front 34

psychological willingness

Back 34

being willing to take responsibility to have a positive attitude toward accepting the obligation to complete a task

Front 35

transactional leader

(more common)

Back 35

leader or manager who functions in a caregiver role and is focused on day to day operations, leaders survey followers needs and set goals for them based on what can be expected. Leader focused on management and maintenance of ongoing and routine work.

Comparable to bargain or contract. think about politicians.

Front 36

transformational

Back 36

leader who motivates followers to perform to their full potential over time by influencing change in perceptions and by providing a sense of direction.

Front 37

servant leadership

Back 37

term to describe leaders who choose first to serve others and then to be a leader, as opposed to those who are leaders first and later chose to serve.

Front 38

Management

Back 38

the process of coordination and integration of resources through activities of planning, organizing, coordinating, directing, and controlling to accomplish specific institutional goals and objectives.

Front 39

nursing management

Back 39

defined as the coordination and integration of nursing resources by applying the management process to accomplish nursing care and service goals and objectives.

Front 40

planning

Back 40

defined as determining the long term and short term objectives and the corresponding actions that must be taken to achieve these objectives.

Front 41

strategic planning

Back 41

more broad ranged, this approach means determining the overall purposes and directions of the organization. Focused on major goal identification

Front 42

tactical planning

Back 42

more short ranged, this type means determining the specific details of implementing broader goals.

Front 43

errors of fact

Back 43

the plan is based on misinformation

Front 44

errors in assumption

Back 44

the plan is based on incorrect assumptions

Front 45

errors of logic

Back 45

the plan is based on faulty reasoning

Front 46

organizing

Back 46

defined as mobilizing the human and material resources of the institution to achieve organizational objectives.

Front 47

directing

Back 47

the managerial function of establishing direction and then influencing people to follow that direction.

Front 48

coordinating

Back 48

motivating and leading personnel to carry out the desired actions

Front 49

controlling

Back 49

defined as comparing the results of work with predetermined standards of performance and taking corrective action when needed.

Front 50

contingency theory

Back 50

managers need to consider the situation and all its elements when making a decision.

"it all depends"

Front 51

systems theory

Back 51

set of interrelated and interdependent parts that are designed to achieve common goals. Changes in one part will affect all.

Integrators necessary to consider the whole system when making changes.

Front 52

complexity theory

Back 52

focus is the behavior over time of certain complex and dynamically changing systems. Concern is about predictability of the behavior of systems that under certain conditions perform in regular and predictable ways but in other conditions change in irregular and unpredictable ways. Stable and unstable behaviors are the focus.

Front 53

chaos theory

Back 53

disorganization and disorderliness, but the meaning for this concept In chaos theory is different. it refers to behavior that is unpredictable in spite of certain regularities. Related to unpredictability of the weather.