Effective Leadership And Management

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Benchmarking

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A method of comparing performance using identified quality indicators across institutional dimensions.

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Electronic health record

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An integrated record that includes information from all medical sources and can be accessed from multiple locations by sanctioned providers.

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Evidence-based practice

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Applying the best scientific evidence to a patient's unique diagnosis, condition, and situation to make clinical decisions.

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Integrated health care networks

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Organizational health care structures that deliver a continuum of care, provide coverage for a group of individuals, and accept fixed payments for that group.

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Leapfrog Group

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A consortium of public and private purchasers that provide benefits to more than 37 million Americans in all 50 states. Rewards health care organizations that demonstrate quality outcome measures.

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Quality management

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A preventive approach designed to address problems efficiently and quickly.

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Remote care

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Physicians accessing patients using wireless video connections and robots at the bedside.

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Robotics

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Using robots to deliver supplies and remote care.

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Bureaucracy

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A term proposed by Max Weber to define the ideal, intentionally rational, most efficient form of organization.

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Magnet recognition program

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Recognition by the American Nurses Credentialing Center that the organization provides quality nursing care.

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Organizational culture

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The basic assumptions and values held by the members of the organization.

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Organizational environment

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The systemwide conditions that contribute to a positive or negative work setting.

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Philosophy

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The mission, values, and vision of an organization.

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Shared governance

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An organizational paradigm based on the values of interdependence and accountability that allows nurses to make decisions in a decentralized environment.

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Span of control

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The number of employees that can be effectively supervised by a single manager.

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Staff authority

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The advisory relationship in which responsibility for actual work is assigned to others.

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Strategic planning

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A process of continual assessment, planning, and evaluation to guide the future.

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Values

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The beliefs or attitudes one has about people, ideas, objects, or actions that form a basis for behavior.

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Vision statement

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A description of the foal to which an organization aspires.

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Case management

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A model for identifying, coordinating, and monitoring the implementation of services needed to achieve desired patient care outcomes within a specified time period.

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Critical pathways

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Tools or guidelines that direct care by identifying expected outcomes.

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Differentiated practice

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A nursing care delivery system that maximizes nursing resources by focusing on the structure of nursing roles according to education, experience, and competency.

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Functional nursing

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A nursing care delivery system in which the needs of the patients are broken down into tasks and assigned to caregivers.

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Primary nursing

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A nursing care delivery system in which one nurse is responsible and accountable for the nursing care of specific patients for the duration of their stay.

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Team nursing

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The most common delivery system; nursing staff are divided into teams, which are responsible for the care of a group of patients.

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Total patient care

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The original model of nursing care delivery, in which one RN is responsible for the care of a group of patients.

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Achievement-oriented leadership

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A leadership style that includes goal setting and maintaining high levels of performance in order to motivate employees.

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Autocratic leadership

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A leadership style that assumes individuals are motivated by external forces; therefore, the leader makes all the decisions and directs the followers' behaviors.

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Bureaucratic leadership

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A leadership style that assumes individuals are motivated by external forces; leader trusts neither followers nor self to make decisions and therefore relies on organizational policies and rules.

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Charge nurse

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An expanded staff nurse role with increased responsibility and the function of liaison to the nurse manager.

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Charismatic leadership

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Leadership based on valued personal characteristics and beliefs.

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Clinical nurse leader

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A lateral integrator of care responsible for a specified group of clients within a microsystem of the health care setting.

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Contingency planning

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The reactive or proactive identification and management of problems that arise.

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Controlling

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The process of comparing actual results with projected results.

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Democratic leadership

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A leadership style that assumes individuals are motivated by internal forces; leader uses participation and majority rule to get work done.

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Directing

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The process of getting the work within an organization done.

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Directive leadership

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A leadership style that involves telling employees expectations, giving guidance, ensuring adherence to rules, and scheduling work efforts.

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Expectancy

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The perceived probability that effort will result in successful performance.

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First-level manager

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The manager responsible for supervising nonmanagerial personnel and day-to-day activities of specific work units.

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Followership

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Interactive and complementary relationship to leadership.

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Formal

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Leadership that is exercised by an individual with legitimate authority conferred by position within the organization.

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Informal

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Leadership that is exercised by an individual who does not have a specified management role.

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Instrumentality

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The perceived probability that performance will lead to desired outcomes.

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Laissez-faire leadership

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A leadership style that assumes individuals are motivated by internal forces and should be left alone to complete work; leader provides no direction or facilitation.

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Leader

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Someone who uses interpersonal skills to influence others to accomplish specific goals.

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Manager

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An individual employed by an organization who is responsible for efficiently accomplishing the goals of the organization.

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Organizing

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The process of coordinating the work to be done within an organization.

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Participative leadership

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A leadership style that involves consultation with subordinates in decision making.

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Planning

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A four stage process that includes establishment objectives, evaluating the present situation and predicting future trends and events, formulating a planning statement(means), and converting the plan into an action statement

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Quantum leadership

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A leadership style based on the concepts of chaos theory.

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Formal

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Leadership that is exercised by an individual with legitimate authority conferred by position within the organization.

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Informal

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Leadership that is exercised by an individual who does not have a specified management role.

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Instrumentality

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The perceived probability that performance will lead to desired outcomes.

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Laissez-faire leadership

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A leadership style that assumes individuals are motivated by internal forces and should be left alone to complete work; leader provides no direction or facilitation.

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Leader

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Someone who uses interpersonal skills to influence others to accomplish specific goals.

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Manager

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An individual employed by an organization who is responsible for efficiently accomplishing the goals of the organization.

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Organizing

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The process of coordinating the work to be done within an organization.

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Participative leadership

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A leadership style that involves consultation with subordinates in decision making.

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Planning

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A four stage process that includes establishment objectives, evaluating the present situation and predicting future trends and events, formulating a planning statement(means), and converting the plan into an action statement

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Quantum leadership

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A leadership style based on the concepts of chaos theory.

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Relational (connective) leadership

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A leadership style that values collaboration and teamwork; interpersonal skills are used to promote collegiality in achieving organizational skills.

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Servant leadership

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The premise that leadership originates from a desire to serve; a leader emerges when others' needs take priority.

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Shared leadership

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An organizational structure in which several individuals share the responsibility for achieving the organization's goals.

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Strategic planning

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A process of continual assessment, planning, and evaluation to guide the future.

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Supportive leadership

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A leadership style that focuses on the needs of employees.

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Transactional leadership

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A leadership style based on principles of social exchange theory in which social interaction between leaders and followers is essentially economic, and success is achieved when needs are met, loyalty is enhanced, and work performance is enhanced.

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Transformational leadership

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A leadership style focused on effecting revolutionary change in organizations through a commitment to the organization's vision.

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Valence

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The perceived value of an outcome.

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Connection power

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Power based on an individual's formal and informal links to influential or prestigious persons within and outside an organization.

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Expert power

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Power based on the manager's possession if unique skills, knowledge, and competence.

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Information power

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Power based on an individual's access to valued information.

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Legitimate power

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A manager's right to make requests because of authority within an organizational hierarchy.

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Personal power

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Power based on an individual's credibility, reputation, expertise, experience, control of resources or information, and ability to build trust.

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Policy

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Decisions that govern action and determine an organization's relationship's, activities, and goals.

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Politics

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A means of influencing the allocation of scarce resources, events, and the decisions of others.

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Position power

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Power of an individual that is determined by the job description, assigned responsibilities, recognition, advancement, authority, the ability to withhold money, and decision making.

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Power

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The potential ability to influence in order to achieve goals.

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Power plays

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Power plays are attempts by others to diminish or demolish their opponents.

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Punishment (coercive) power

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Power based on penalties a manager might impose if the individual or group does not comply with authority.

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Referent power

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Power based on admiration and respect for an individual.

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Reward power

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Power based on inducements offered by the manager in exchange for contributions that advance the manager's objectives.

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Stakeholders

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People or groups with a direct interest in the work of an organization.

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Power plays

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attempts by others to diminish of demolish their opponents.

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Philosophy

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The mission, values, and vision of an organization.

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Leader

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Someone who uses interpersonal skills to influence other to accomplish specific goals.

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Directing

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The process of getting work done within an organization.

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Participative leadership

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A leadership style that involves consultation with subordinates in decision making.

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Communication

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A complex, ongoing, dynamic process in which the participants simultaneously create shared meaning in an interaction.

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Diagonal Communication

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Communication involving individuals at different hierarchical levels.

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Downward Communication

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Communications, generally directive, given from an authority figure of manager to staff.

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Fogging

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A communication technique that forces an immediate end to conflict but leaves the cause unresolved.

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Intersender conflict

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Difficulty in interpreting the intended meaning of a message due to incongruity between verbal and nonverbal communication.

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Intersender conflict

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Difficulty in interpreting the intended meaning of a message due to two conflicting messages received from differing sources.

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Lateral communication

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Communication that occurs between individuals at the same hierarchical level.

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Metacommunication

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Nonverbal messages in communications, including body language and environmental factors.

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Negative assertion

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A communication technique in which one accepts some blame for what was said.

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Negative inquiry

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A communication technique used to clarify objections and feelings (e.g. I don't understand....)

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Upward communication

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Communication that occurs from staff to management.