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62 Cards in this Set
- Front
- Back
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Name the 3 leadership styles.
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Autocratic/Authoritative
Democratic/Participative Laissez-faire |
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Define management.
Define leadership. |
Management - process of planning, organizing, directing, & coordinating work (ATI). Getting work done through others (PP).
Leadership - ability to inspire others to achieve a desired outcome or influence the behavior of others. Managers have formal power/authority; leaders have informal power afforded by peers. |
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Define Manager.
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Formal position of power & authority
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What are some characteristics of a manager?
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* Clinical expertise
* Ability to network * Ability to coach * Decision-maker * Business sense |
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What are some significant differences between Leadership & Management?
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Leadership - based on influence, informal role, an achieved position, every nurses responsibility, requires initiative & independent thinking.
Management - based on authority, formal role, assigned position, responsible for budgets, hiring & firing, improved by effective leadership skills. |
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What are the 5 major management functions?
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Planning
Organizing Staffing Directing Controlling |
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Describe Planning
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The decisions regarding what needs to be done, how it will be done & who will do it.
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Describe Organizing
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Organization structure which determines lines of authority, channels of communication & where decisions are made.
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Describe Staffing
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Acquisition & management of adequate staff & staff mix.
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Describe Directing
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Influences & motivates staff to perform assigned roles.
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Describe Controlling
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The evaluation of the unit & staff performance & evaluation of unit goals to ensure outcomes are being met; if not met determines changes that need to occur.
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What do you do as a manager?
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1 - Network with internal & external entities
2 - Resolve Conflict 3 - Coach your Employer 4 - Develop employees: continuing ed & upgrading skills 5 - Reward & Punish 6 - Evaluate Employees: Formal Performance Appraisals 7 - Allocate Resources 8 - Hire & Fire 9 - Strategic Planning 10 - Complete a job analysis 11 - Public Spokesperson & doing public relations 12 - Monitor the working of the unit |
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Ways that performance appraisals are done.
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* Check List
* Rating Scale * Self-Appraisal * Goal Directed * Peer Review |
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Pointers of Evaluations
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* Should be fair & objective
* Should be based upon documented standards * Appropriate documentation is presented to confirm the evaluation findings * Appraisal interview should promote a positive outcome * Informal feedback should be given along the way * Forms basis for education & training |
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Why is change difficult?
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Because it causes people to move out of their comfort zone & out of their routine where they know what to expect.
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What causes resistance to change?
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* Technical concerns - will it work, will they be able to do it?
* Psychosocial needs - anxiety, threatens safety & security * Position & power - it's hard to give up |
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How is resistance to change active or passive?
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Active resistance - attacks the idea, refuses to change, argues against change, organizing resistance of others to the change
Passive resistance - avoiding discussion, ignoring the change, refusing to commit to change, agreeing but not acting |
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How do you lower resistance to change?
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* Share information
* Give evidence that current practice is inadequate, incorrect, or inefficient * Provide psychological safety |
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What are the phases of change?
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Design
Plan Implement Integration |
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What happens during the design phase of change?
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* Craft the change carefully
* Get as much input as possible * Let people express doubt |
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What happens during the planning phase of change?
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When & How
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What happens during the implement phase of change?
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* Communicate openly, freely & honestly
* Allow for questions & suggestions * Accept feedback * Address rumors quickly * Supply facts when perceptions are incorrect * Actively listen * Dont' argue or get defensive |
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What happens during the integration phase of change?
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* Change should be fully operational
* People should be comfortable with it |
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What are some bad management styles & explain them.
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* Know it all - expert on everything
* Emotionally remote - isolated; don't know what is going on; can't relate to staff * Pure Mean - looks for ways to criticize * Over Nice - Wants everyone to like them, tries to please everyone * Afraid to decide - Wimply widgets; no decision; don't confront |
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Facts of Leaders / Statements of Leadership:
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* Leaders often do not have delegated authority but obtain their power through other means such as influence
* Leaders have a wider variety of roles than do managers * Leaders may or may not be part of the formal organization * Leaders focus on group process, information gathering, feedback & empowering others * Leaders emphasize interpersonal relationships * Leaders direct willing workers * Leaders have goals that may or may not reflect those of the organization |
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What are some characteristics of a leader?
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* Intelligence
* Knowledge * Initiative * Energy * Positive Attitude * Superior Communication Skills * Problem Solving/Critical Thinking Ability * Self-Awareness * Courage * Perseverance * Integrity * Adaptability * Self-Confidence * Cooperativeness * Creativity |
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Techniques of the Autocratic/Authoritarian Leader
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Decisions made by leader.
Dictates work to be done & who will do it. Little input or suggestions from followers Little feedback/recognition for accomplishments. Emphasis on status ("I" & "You") Criticism is punitive Good for emergent/time critical situations Do it my way b/c I said so. Motivation by coercion. Communicates downward only. Work output is high but creativity/autonomy reduced. Gives members a feeling of security. Good for employees w/ little to no education. |
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Techniques of the Democratic/Participative Leadership Style.
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Group/Manager makes decisions together.
Input is encouraged. Leaders see themselves as co-workers. Communication, Consensus & Teamwork is stressed Leaders provide info, suggest direction & support co-workers. Human relationships are important. Motivates by achievements, economic, ego awards. The preferred style in the majority of work situations. Communication up & down. Good quality work output. Emphasizes on "We" Criticism is constructive Takes more time than autocratic - May be frustrating to those who want decisions more rapidly. |
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Techniques of the Laissez-Faire/Permissive Leadership Style.
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Little or no direction of guidance provided.
Co-workers develop own goals & make own decisions. Decision making dispersed throughout group. Upward & downward communication between members of the group. Emphasis is on the group. Doesn't criticize Provides maximum freedom for individuals. Leadership vacuum in which informal leader may arise. Can be frustrating with group apathy & disinterest. When group members are highly motivated & self directed, creativity & productivity occur. Used for brainstorming solutions |
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What are the behaviors of an effective leader?
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* Set Priorities
* Think Critically * Solving Problems * Respect the Individual * Skillful Communication - Listen to others - Encourage exchange of information - Provide feedback * Have a vision for the future * Develop oneself & others |
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What is the multicratic leadership style?
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Combines autocratic & democratic
Leader provides structure when situation requires it (Autocratic Style) Leader provides max group participation when needed (Democratic Style) ***Support & encouragement provided to subordinates at all times |
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What is transformational leadership?
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Key ingredient in establishing a nursing environment that achieves magnet status.
Motivates followers to satisfy higher level needs such as self-esteem & self-actualization Requires high level of engagement between leader & follower. Has 4 Elements. |
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What are the 4 elements of transformational leadership?
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Idealized Influence
Inspirational Motivation Intellectual Stimulation Individualized Consideration |
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What is involved in the Idealized Influence element of Transformational Leadership?
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Aspiring ourselves & inspiring others to high standards.
Charisma Serves as a role model for outstanding professional practice. |
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What is involved in the Inspirational Motivation element of Transformational Leadership?
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The ability to communicate a vision others can understand and want to be a part of. Getting everyone moving toward the vision.
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What is involved in the Intellectual Stimulation element of Transformational Leadership?
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Asking for & getting staff input.
Challenging others to develop creative & innovative solutions. Continually seeking ways to provide growth & development opportunities (Continuing Ed, Inservices, etc.) |
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What is involved in the Individualized Consideration element of Transformational Leadership?
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Coaching & Mentoring
Get to know staff & their vision & then guide them to that. Being aware of the needs of the nursing staff. |
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What are the outcomes of transformational leadership?
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Nurses have greater commitment to organization
Higher level of moral & job satisfaction Motivated to work hard w/o monetary compensation Wants to see organization successful Feel that their work is valued Nurses stay longer, decreasing turnover/money expended toward orientations. |
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List the 5 principles of communication.
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1 - Understand the message
2 - Use direct & exact language 3 - Encourage feedback 4 - Acknowledge contributions of others 5 - Use most direct channel of communication |
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What are the 5 communication "shoulds"?
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* Should be clear
* Should be concise * Should maintain a positive approach or perspective * Should recognize & accommodate diversity * Should use active listening |
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How do we actively listen?
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* Focus on the speaker
* Hear the information & the emotion in what is said * Watch the body language * Put aside own thoughts, prejudices, feelings * Maintain eye contact * Show by your body that you are actively listening * Give feedback to show you understand what is being said |
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What is the basic listening sequence?
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* Listen to the information & Emotion
* Demonstrate attentiveness through eye contact & body language * Verify understanding by asking occasional questions, repeating important points, summarizing |
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What are the barriers to communication?
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* Physical Noise, Activity
* Psychological: Anxiety * Semantics: Meaning of words * Gender |
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What are the elements of assertive communication?
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* Select an appropriate location
* Maintain eye contact * Establish trust * Be sensitive to cultural needs * Use "I" statements * Avoid "You" statements * State concerns using open, honest, direct statements * Convey empathy * Focus on behavior; avoid personal attacks * Conclude with statement that describes a fair solution |
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How do you communicate patient related information with colleagues?
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Through Change of Shift Report
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Name the 4 ways change of shift reports might occur.
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* Face to Face
* Recorded * Via Computer * Walking Rounds |
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Discuss the rules of netiquette in regard to email communication.
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What would you say if you were face to face?
* Follow the same rules as if you were dealing with them personally. * Send info only to those who need it. * Avoid flaming (sending remarks to invoke negative response) * Do not write in all caps - it suggests anger * Respect other people's privacy * Do not abuse the power of your position * Proofread your email before sending it |
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What information should be included in a change of shift report?
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*Identify pt, room # & bed #
*Diagnosis *Provide treatment plan that specifies goals of treatment *Document patient responses to current treatment *Omit personal opinions & value judgments about patients as well as personal/confidential info not pertinent to providing patient care |
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What information should a phone order contain?
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Order
Date Time Signature of person who took the order |
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What kind of communication might occur in conference?
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* Interdisciplinary
- sharing about a patient - same rules as change of shift apply * Unit/Staff - sharing about policies/changes/work relations * Same rules as assertive communication if there is a problem. * Same rules as if it is information sharing |
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What type of communication might occur with health care providers?
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* SBAR
* Orders: written/phone * Repeat order back * Orders should be co-signed by provider within 24 h |
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What is feedback?
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* An important part of communication
* Reinforces constructive behavior * Discourages unproductive behavior * Provides recognition * Develops employee skills |
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What are the "Do's" of feedback?
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DO...
* Include positive comments * Be objective * Be specific when correcting someone * Treat everyone the same * Correct people in private |
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What are the "Don'ts" of feedback?
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Don't...
* Focus on the negative * Let personalities intrude * Be vague * Play favorites * Correct people in front of others |
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What are the tips for providing feedback?
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* Provide both positive & negative feedback
* Give feedback immediately * Provide feedback frequently * Give negative feedback privately * Base feedback on observable behavior * Communicate effectively |
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Define the 4 types of conflict.
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Intrapersonal - internal struggle (professional vs. home)
Interpersonal - between 2 or more people Intergroup - between departments or generations Organizational - between structure or leadership |
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What are the outcomes of conflict?
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* Can be positive
* Can result in personal growth & development * Can be the impetus for change * Causes innovation & creativity |
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What is the result of too little or too much conflict?
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Too little - Organization stasis
Too much - Reduced organizational effectiveness with eventual immobilization of employees |
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What are some sources of conflict?
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* Ineffective communication
* Unclear expectations of team members in their roles * Poorly defined organizational structure * Conflict of interest * Variance in standards * Incompatibility of individuals * Management or staffing changes * Diversity * Scarce resources |
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What are the signs that resolution is needed?
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Discomfort - uncomfortable in a situation
Lack of communication - team members stop talking Not functioning as a team - trouble working together Verbal &/Or physical outbursts - begin losing cool & attacking each other verbally |
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Identify the strategies to resolve conflict. What are the likely outcomes of these?
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* Avoid/withdraw (Lose/Lose)
* Smoothing (Lose/Lose) * Competing/Coercing (Win/Lose) * Cooperating/Accommodating (Win/Lose) * Compromising/Negotiating (Win/Lose & Win/Lose) * Collaborating (?) |
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What are the ways to collaborate?
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* Use problem solving method
- Identify problem - Generate possible solutions - Evaluate those for appropriateness - Choose the best - Try it - Evaluate results * Negotiation - Manage emotions - Set ground rules - Clarify the problem - Win/Win or Win/Lose-Win/Lose - May need outside person to do negotiating * Collective Bargaining - Outside mediator - Each side presents their case - Bargain to protect individual or collective interests - Typically outcome is for mutual interest |
