Nursing Leadership And Management

Front 1

3 Primary Tasks of a leader in healthcare:

Back 1

1. Set direction: Mission, goals, vision, purpose.
2. Build commitment: Motivation, spirit, teamwork.
3. Confront challenges: Innovation, change, turbulence.

Front 2

3 Behavioral Theories of Leadership:

Back 2

Autocratic, Democratic, Laissez-faire.

Front 3

Qualities of an Effective Leader:

Back 3

Integrity, Courage, Initiative, Energy, Optimism, Perseverence, Balance, Ability to handle stress, Self-awareness.

Front 4

Behaviors of an Effective Leader:

Back 4

Thinking critically, Solving problems, Respecting the individual, Skillful communication, Goal setting, Communication of vision, Developing oneself and others.

Front 5

Leadership vs. Management:

Back 5

Leadership:
Based on Influence & Meaning
Informal Role
Achieved Position
Nurse's Responsibility Requires initiative &
independent thinking.

Management:
Based on Shared Authority Formal Role
Designated Position Budgets,hiring, and firing. Improved by use of effective leadership skills.

Front 6

Management X and Y theories:

Back 6

(X)Work is something to be avoided. People want to do as little as possible. Use of control-supervision-punishment.
(Y)The work itself can be motivating. People really want to do their job well. Use of guidance-development-award.

Front 7

Qualities of an Effective Manager:

Back 7

Leadership, Clinical Expertise, Business Sense

Front 8

Behaviors of an Effective Manager:

Back 8

Informational, Interpersonal, Decisional

Front 9

Informational Behaviors of an Effective Manager:

Back 9

Representing the employees.
Representing the organization.
Public relations monitoring.

Front 10

Interpersonal Behaviors of an Effective Manager:

Back 10

Networking.
Conflict negotiation and resolution.
Employee development and coaching.
Rewards and Punishment.

Front 11

Decisional Behaviors of an Effective Manager:

Back 11

Employee evaluation.
Resource allocation.
Hiring and Firing.
Planning.
Job Analysis and Redesign.

Front 12

Basic Listening Sequence

Back 12

Listen to the: Information and emotion.
Demonstrate attentiveness through: Eye contact and body language.
Verify understanding by: Asking occasional questions, repeating important points, and summarizing.

Front 13

Principles for Effective Communication

Back 13

Aim for clarity and focus; use direct and exact language; encourage feedback; acknowledge the contributions of others; and use the most direct channels of communication available.

Front 14

Assertive instead of aggressive technique

Back 14

Using "I" statements instead of "you" allows you as a manager to confront an issue w/out being accusatory.

Front 15

Common communication barriers:

Back 15

Physical, psychological, semantic, and gender.

Front 16

Rules for good feedback:

Back 16

Reinforce constructive behavior; discourage unproductive behavior; provide recognition; and develops employee skills.

Front 17

T.A.C.T.F.U.L.

Back 17

T = Think before you speak
A = Apologize quickly if you made a mistake
C = Converse; do not be patronizing or sarcastic
T = Time comments carefully
F = Focus on behavior, not on personality
U = Uncover hidden feelings
L = Listen for feedback

Front 18

Conflict: Sources

Back 18

-Competition between groups
-Increased workload
-Multiple role demands
-Threats to professional id and territory
-Threats to safety and security
-Scarce resources
-Cultural differences
-Invasion of personal space

Front 19

Signs of conflict:

Back 19

-You feel very uncomfortable in a situation
-Members of your team are having trouble working together
-Team members stop talking w/ each other
-Team members begin "losing their cool" and attack each other verbally

Front 20

Problem resolution:

Back 20

1. ID the problem
2. Generate possible solutions
3. Evaluate suggested solutions
4. Choose best solution
5. Implement solution chosen
6. If problem is not resolved then repeat process.

Front 21

Negotiation:

Back 21

-Manage emotions
-Set ground rules
-Clarify the problem
-Opening move
-Continue the negotiations

Front 22

Collective bargaining contract:

Back 22

A legal document that governs the relationship between management and staff represented (UNION)

Contract may cover: Economic Issues, Management Issues, Practice Issues, ETC

Front 23

Sherman Tanks- These people try to intimidate you with “in your face” arguments, and state opinions as facts.

Back 23

• Get their attention by using their first name to begin a sentence
• Maintain eye contact; give them time to wind down
• Stand up to them without fighting; don’t worry about being polite
• Suggest you sit down to continue discussions

Front 24

Snipers- These individuals take potshots in meetings but avoid one-on one confrontations.

Back 24

• Expose the attack; draw them out in public and don’t let social convention stop you
• Get other opinions. Don’t give in to the sniper’s views
• Provide the sniper with alternatives to a direct contest.

Front 25

Negativists- Know that nothing new will work; they’ll toss a wet blanket when you’re trying to light a fire in group brainstorming sessions

Back 25

• Acknowledge their valid points
• Describe past successes
• Avoid “you’re wrong, I’m right” arguments

Front 26

Exploders- Throw tantrums that can escalate quickly

Back 26

• Give them time to
regain self control
• If they don’t, shout a
neutral phrase such as “STOP!”
• Take a time out or have a private meeting with them

Front 27

Delegation Self-Assessment:

Back 27

Are you able to ask others to help you?
Do you need to every task yourself?
If you ask someone to do something, do you check to see if the job was completed?
Do you take responsibility for your own behaviors?

Front 28

The five rights of delegation:

Back 28

Right Task
Right Circumstances
Right Person
Right Direction/Communication
Right Supervision/Evaluation

Front 29

direct delegation

Back 29

verbal direction by the RN delegator regarding an activity or task in a specific nursing care situation.

Front 30

indirect delegation

Back 30

an approved listing of activities or tasks thathave been established in policies and procedures of the health care institution or facility.

Front 31

Establishing Priorities:

Back 31

Plan your time around the activities.
Do high-priority activities first.
Determine which activities are best done in a cluster.
Remember that you are still responsible for activities delegated to others.
Consider your peak energy time when scheduling optional activities.

Front 32

Patient Care Needs (Delegation): RN Skills

Back 32

Assessment
IV medications
Blood administration
Planning of care
Physician Orders
Teaching

Front 33

Patient Care Needs
(Delegation): LPN Skills

Back 33

Vital Signs
Some IV meds - depends on state.
Physical Care

Front 34

Patient Care Needs
(Delegation): Ancillary Personnel

Back 34

PT
OT
Nutrition
Speech

Front 35

Patient Care Needs (Delegation): Unlicensed Personnel

Back 35

Feeding
Hygeine
Physical Care

Front 36

Criteria: Delegation appropriate?

Back 36

Consider...
Potential for harm to the patient.
Complexity of the nursing activity.
Extent of problem-solving and innovation required.
Predictability of outcome.
Extent of interaction.

Front 37

Maximize your time by:

Back 37

Setting goals.
Making schedules.
Writing to-do lists.
Revise and modify the to-do lists; do not throw out.
Identifying time wasting behaviors.

Front 38

Lists:

Back 38

What & Why...prioritize according to importance.
When & Where...must each task be completed?
How...much time and energy have to be devoted to these tasks.

Front 39

Standards are...

Back 39

...clear, objective, and known in advance.

Front 40

Criteria for pay raises and promotions are...

Back 40

...clearly spelled out and uniformly applied.

Front 41

Conditions under...

Back 41

...which employment may be terminated must be known.

Front 42

Appraisals are...

Back 42

...a part of the employee's permanent record and have space for employee comments.

Front 43

Employees may...

Back 43

...inspect their own personnel file.

Front 44

Employees may request...

Back 44

...and be given a reasonable explanation of any rating and may appeal the rating if they do not agree with it.

Front 45

Employees are given...

Back 45

...a reasonable amount of time to correct any serious deficiencies before other action is taken, unless the safety of self or others is immediately threatened.