The Critical Triad: Decision Making, Management, and Leadership – Flashcards
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Decision Making
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Purposeful, goal-directed effort using a systematic process to choose a particular course of action among options
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Do all decisions begin with problems?
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Nope
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Problem Solving
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Process of focusing on an immediate problem to create resolution between the gap of what is and what should be
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Similar to critical thinking
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Reflective thinking
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Theoretical Approaches - example
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Nursing process A D P I E
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Essential elements in decision making
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Define objective clearly Gather data carefully Use an evidenced-based approach Generate many alternatives Think logically Choose and act decisively
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Decision making in organizations
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Recurrent and routine Satisficing (good enough) Opitmizing (best possible)
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Resources for decision making
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Professional journals, textbooks, libraries, online Professional conferences Policy and procedure manuals Experienced colleagues Decision making tools
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Complexity theory
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Systems interact and adapt Decision-making occurs throughout the system (not just in the hierarchy; every voice counts)
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Are leadership and management the same?
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Nope
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When are managers more effective?
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When they have good leadership skills
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Management
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Emphasizes control
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Leadership
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Increases productivity by maximizing workforce effectiveness
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Leaders
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Focus on future Create change Create shared values Emotional link w/followers Personal power Focus on group process, info gathering, feedback, empowering others
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Managers
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Focus on present Maintain stability and status quo Implement specific functions Aloof to maintain objectivity Position power Emphasize control, decision making, decision analysis, results
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Evolution of management theory
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Scientific management Management functions Human relations era: (Participative management, Hawthorne effect, Theory X, Theory Y, employee participation)
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Theory X managers
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Believe employees basically lazy - need constant supervision and direction and are indifferent to organizational needs
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Theory Y managers
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Believe employees enjoy their work, are self-motivated, are willing to work hard to meet personal and organizational needs
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Management functions
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Planning Organizing Staffing Directing Controlling
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Planning
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Determining philosophy, goals, objectives, policies, procedures, and rules; carrying out long/short range projections; determining a fiscal course of action; and managing planned change
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Organizing
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Establishing the structure to carry out plans Determining the most appropriate type of pt care delivery Grouping activities to meet unit goals Working within structure of organization and understanding and using power and authority appropriately
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Staffing
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Recruiting, hiring, orienting Scheduling Staff development Employee socialization Team building
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Directing
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HR management responsibilities - motivating, managing conflict, delegating, communicating, facilitating collaboration
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Controlling
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Performance appraisals Fiscal accountability Quality control Legal Ethical control Professional/collegial control
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Autocratic
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Decision by leader
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Consultative
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Group participates Leader decides
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Joint
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Group decides with the leader
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Delegated
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Group makes decision w/o the leader
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Does a job title make someone a leader?
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Nope (behavior)
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Evolution of leadership theory
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Great Man/Trait theories (1900's) 1940's - today => Human relationship Era
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Human Relationship Era
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Behavorial Situational and Contigency Interactional Transactional/Transformational Full-Range Leadership Competencies Integrated Manager-Leader
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Leadership Theories - behavioral (focuses on behavior of leaders) (3)
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Authoritarian Democratic Laissez-Faire
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Which leadership theory behavior may result in higher turnover, less motivation, etc?
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Authoritarian/Autocratic
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Which leadership theory behavior takes the longest => <efficiency?
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Democratic/Participative
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Leadership - Interactional Thoeries
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View leadership from a group interaction perspective
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Interactional Theories - factors
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Have strong ethical basis Gained momentum p Enron, etc. Kanter - empowerment and organizational structure (opportunity, power, proportion)
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Leadership - Transactional theory
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Focuses on mgmt tasks Is a caretaker Trade-offs to meet goals Doesn't ID/share values Examines causes Uses contingency reward
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Leadership - Transformational Theory
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IDs common values Committed to growth Inspires others w/vision Long-term vision Looks at effects Empowers others
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Leadership - Full Range theory
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Identifies 9 factors of leadership
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Strength-Based Leadership
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Know your strengths and invest in other's strengths Right strengths on your team Understand and meet team members' 4 basic needs
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Team members' 4 basic needs
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Trust Compassion Stability Hope
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Level 5 leadership - Level 1
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Highly capable individual
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Level 5 leadership - Level 2
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Contributing Team member
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Level 5 leadership - Level 3
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Competent manager
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Level 5 leadership - Level 4
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Effective leader
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Level 5 leadership - Level
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Great leader
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Servant leadership
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Leader serves others (employee, employer, customer, community) Hears, listens, deals w/complex stuff, etc. Servant/helper/teacher first - leader 2nd
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Principal Agent Theory (Platoon)
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Followers (agents) may have an informational (expertise/knowledge) advantage over the leader (principle) as well as their own preferences, which may deviate from the principal's
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Principle agent theory may lead to
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Misalignment of goals
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Human and Social Capital Theory - Human Capital
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Capability of the individual Organizations offer work to >human capital
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Human and Social Capital Theory - Social Capital
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What a group can accomplish together May also refer to social connectedness within community
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Emotional Intelligence
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Ability to use emotions effectively and is required by leaders/managers in order to enhance their success
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Emotional intelligence is critical for
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Building a cooperative and effective team
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Emotional Intelligence - 4 skills
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Self awareness Self management Social awareness Relationship management
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Authentic (Congruent) Leadership
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Leaders must be true to themselves and their values Match with organization's
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Authentic (Congruent) Leadership - Williams calls this
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Willingness to stick with one's values and principles about work and people, despite pressure to deliver results, transparent integrity
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Thought Leadership
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Convince another individual to consider a new idea, product, way of looking at things
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Thought leaders
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Attract followers by their risk taking and vision in terms of being innovative
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To be recognized as a thought leader
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Choose ideas that make a significant difference versus those that have marginal impact
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Quantum Leadership
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The environment and context in which people work is complex and dynamic and that this has direct impact on organizational productivity
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Quantum Leadership - Change is
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Constant (Guide others to prepare and go through future changes)
