Leadership, Management and Followership – Flashcards

Leadership: -Ability to influence other people -"enables people to work more effectively together in a state of interdependence" (Covey, 1992) -"the use of personal traits and personal power to constructively and ethically influence patients, families, and others toward an end point vision or goal" (Yoder-Wise, 2003)

"is a set of behaviors and activities that provides structure and direction in conducting patient care and organizational functions where the norms and outcomes to be achieved are know and where a desired sequence to accomplish these outcomes is prescribed, either in writing or through historical practices embedded in the organization's culture" (Yoder-Wise 2003)

Planning, organizing, commanding, coordinating, and controlling the work of a given set of employees (Fayol 1916) Do whatever is necessary to make sure that employees do their work and do it well, includes interpersonal, informational, and decisional actions (Mintzberg 1989)

Based on influence and shared meaning An informal role An achieved position Part of every nurse's responsibility Independent management

Based on authority and influence A formally designated role An assigned position Usually responsible for budgets, hiring and firing people Improved by the use of effective leadership skills

Having self-awareness Managing emotions Motivating oneself Being empathetic Handling relationships

the ability to step outside and see oneself in the context of what is happening while recognizing and owning feelings associated with an event

naming, claiming, and taming feelings such as fear, anxiety, anger, and sadness and taking appropriate actions to progress through feelings in a healthy manner; avoiding passive-aggressive and victim responses

focusing on a goal, often with delayed gratification, such that emotional self-control is achieved and impulses are stifled Being empathetic

exhibiting social appropriateness and using social skills to help others manage emotions

Become emotionally literate. Label your feelings, rather than labeling people or situations. Distinguish between thoughts and feelings. Take more responsibility for your feelings. Use your feelings to help them make decisions. Show respect for other people's feelings I feel impatient vs. This is ridiculous Thoughts: I feel like... & I feel as if.. & I feel that Feelings: I feel: (feeling word) I feel afraid vs. You are driving like an idiot I feel jealous. vs. You are making me jealous. Ask How will you feel if I do this? How will you feel if I don't. Feel energized, not angry. Validate other people's feelings. Practice getting a positive value from emotions. Don't advise, command, control, criticize, judge or lecture to others. Avoid people who invalidate you. Use what others call anger to help feel energized to take productive action. Show empathy, understanding, and acceptance of other people's feelings. Ask yourself: How do I feel? and What would help me feel better? Ask others How do you feel? and What would help you feel better? Instead, try to just listen with empathy and non-judgment. While this is not always possible, at least try to spend less time with them, or try not to let them have psychological power over you.

Assertiveness Ambition Charisma Creativity Decisiveness Enthusiasm Intelligence Initiative Integrity Persistence Physical characteristics Sense of self Technical mastery Verbal ability

The leaders are born and not made and posses certain traits which were inherited Great leaders can arise when there is a great need. is a 19th-century idea according to which history can be largely explained by the impact of "great men", or heroes: highly influential individuals who, due to either their personal charisma, intelligence, wisdom, or political skill utilized their power in a way that had a decisive historical impact.

attempts to move the group toward the leader's goals leader directs the group, makes all of the decisions, tell people what to do and how to do it

attempts to move the groups towards its goals more people-oriented approach; decisions are made by the group, teamwork focus, leader shares responsibility for outcomes with the group and allows them to guide direction. Group concensus is fostered.

makes no attempt to move the group promotes complete individual and group freedom with little direction from leader; often seen in circumstances of leader apathy; not structured, leader gives no direction. The enefit to this style may be if working with a group of professionals who know their own jobs and do them independently; a different style might create group decension.

Taylor, Gantt Viewed workers as cogs in a machine and concentrated on time and motion studies Came along in the early 20th century with industrialization/manufacturing industry Formalized, ultra-structured, predictable, stable, and economically driven

Hawthorne Studies People's behavior improved when you give them some kind of extra attention The "Hawthorne effect" Post-WWI at a time where there was increasing activism and unionism; more democratic style where workers are empowered; focus on motivating workers.

Charisma: have a profound effect on followers based on personal abilities Visionary: provides a sense of mission & instills pride, commitment, and trust Intellectual stimulation: promotes intelligent, rational, problem solving Individualized consideration: attentive, treats people individually, coaches/advises

personal and professional code ANA

to take risks

act on good ideas

use wisely

needed to remotivate

do not give up easily

in life

learn to cope

knowing, understanding and accepting yourself as a thinking, feeling human being who interacts with other thinking, feeling people.

reflective, reasoned analysis that focuses on thinking before deciding what to believe or do

work through process

recognizing differences

listening and communicating

personal and group

always

Leadership Clinical Expertise Business Sense

Networking Conflict negotiation and resolution Employee development Rewards and punishment

Employee evaluation Resource allocation Planning Job analysis and redesign

Representing employees Representing the organization Monitoring Dissemination

"is the healthy, assertive use of personal behaviors that contributes to patient, family, and healthcare team achievement" (Yoder-Wise, 2003)

Willingly and earnestly be led Share time and talents Synergistically create and innovate solutions to problems

"...take direction from the manager as needed while asserting oneself in the tasks that need accomplishment and to honor and respect the need for structured work activities that, despite their structured nature, are not devoid of critical-thinking decision making."

We have a real challenge here I'll give it my best That's great! We can do it! Yes!

This is really a problem Do I have to? That's nice, I guess Impossible. It can't be done Maybe.....

developed by Nightengale Pros - works directly to patients, MD, health care team members Cons - continuity of care from shift to shift, day to day can be a problem Total Patient Care

developed in 50s during nursing shortage Pros - nurses become highly competent with tasks Cons - lack of continuity, absence of holistic view of client, care becomes mechanical, communication not always clear Functional

also developed in 50s Pros - team leader acts as advisor and coordinates care, collaborative style Cons - lack of time the team leader spends w pts prep of assisted personnel pts may see RN infrequently

developed in 70s Primary nurse over a couple of nurses who are responsible for pts Pros - maintain continuity over shifts and days, reduces delays in therapies, increased collab with other members of hte health care team, enhanced nurs-pt relationship can be used in many settings Cons - perceived as costly

1990s - everything circles around the pt Pros - continuity in lifespan, outcome oriented Cons - cost outcomes may be overemphasized

90's used in the ICU Pros - staff satisfaction cons - staff dissatisfaction

focuses on unique areas of services Pros - quality Cons - may have difficulty in focusing on client and family needs that are incongruent with business decisions

the transfer of nursing activity and responsibility for completion of that activity to another person. It is not the same as telling someone to do something

does not transfer oversight but retains accountability for the activity. This means that the RN may authorize an LPN or an unlicensed assistant to do some phase of patient care but the original RN retains accountability for the accurate, safe, appropriate completion of that care.

in contrast to delegation is a lateral shift of nursing activity to someone with the same level of responsibility and accountability

The Right Task The one that can be delegated The Right Person The one qualified to do the job The Right Communication Clear, concise description of the objective and your expectations The Right Feedback Evaluations in a timely manner, during and after the task is completed

"While employers and administrators may suggest which nursing acts should be delegated and to whom the delegation may be made, it is the nurse who ultimately decides and who is accountable for deciding whether the delegation occurs." National Council of State Boards of Nursing 1990 "While tasks and procedures may be delegated, the functions of assessment, evaluation, and nursing judgment should not be delegated." National Council of State Boards of Nursing 1990