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Leadership N222
Leadership and Management (Karcher)
| Term | Definition |
|---|---|
| Transactional | traditional boss image. Understands there is a superior that makes decisions with little or no input from other. |
| Transformational | seeks input from others, collaborates, consensus seeking, works on interpersonal skills |
| Formal | Person who has the title and office. Based on official position in organization. |
| Informal | person without office and title. Has followers'. Has respect of individuals. Derive power from their unique characteristics. |
| Core Traits of Leaders | Passion, integrity, curiosity, intelligence, interpersonal skills. |
| Styles of Leadership | Autocratic, laissez-faire, democratic |
| Autocratic | authoritative, dictation, strong control over group |
| Autocratic | works well in code or disaster situation |
| Laissez-faire | permissive little or no control over the group |
| Laissez-faire | no direction, but you know end product |
| Democratic | less control, decision making involves others |
| Management Functions | planning, staffing, organizing, directing, controlling |
| Planning | philosophy, goals, objectives, managing planned change |
| Staffing | recruiting, interviewing, hiring, and staffing development |
| Organization | determine patient care delivery, working within within the structure of the organization |
| Directing | human resources management, motivating, conflict management, delegating. |
| Controlling | performance appraisals & quality control |
| Nurse Practice Act | law in each state protecting you. Board of nursing enforces this and it defines scope of practice- legal |
| Nurse Practice Act | LPN, RN, APN |
| Nurse Practice Act | in charge of examination and education guidelines. They also design the scope of the practice |
| ANA | Code of ethic & Standards of practice. Not legal |
| Communication Skills | Aggressive & Passive |
| Aggressive | communication is direct and in a hostile manner that does infringe on a person's right |
| Passive | occurs when a person suffers in silence although they feel very strongly about an issue |
| aggressive | "I'm gonna humiliate you & prove you did wrong." |
| passive | these people avoid conflict |
| Emotional Intelligence | capacity to get optimal results from relationships with others |
| Accountability | individual agrees to be morally responsible for the consequence of their actions |
| leadership | key to organizational success |
| communication skills | the exchange of thoughts, messages, or information by speech, signals, writing or behavior |
| assertive communication | allows one to express themselves in a direct honest approach that does not infringe on another person's right |
| time management | making optimal use of available time |
| time management | time to be set aside for planning; completion of highest priority task and completion of one task before starting another; reprioritization of new task based on new information |
| change theory | dynamic process leading to alteration in behavior |
| change agent | good leadership skills are needed to take you through the change process |
| Strategies of Change: Traditional | normative;rational;power |
| normative | reeducative |
| rational | empirical |
| power | coercion |
| normative | social/group norms, influenced by peers to change |
| rational | if you give them evidence and information, they will change |
| power | threatening with authoritative model |
| lewin's model of change | planned change occurs in a 3 step process: unfreezing, moving and refreezing |
| unfreezing | assessing and planning |
| moving | implementation |
| refreezing | evaluation |
| conflict | internal or external discord that results from differences in values, ideas or feelings between two or more people |
| intergroup conflict | between two or more groups of people, departments, or organizations |
| interpersonal conflict | "horizontal violence" or "bulling" happens between two or more people with differing values, goals and beliefs. |
| workplace violence | various antisocial behaviors and incidents that lead a person to believe that he or she has been harmed by the experience |
| compromising | each party gives up something it wants |
| competing | one party pursues what it wants at the expense of others |
| coooperating/accomodating | one party sacrifices his or her beliefs and allows the other to win |
| smoothing | one person smoothes others involved in the conflict to reduce the emotional component of the conflict |
| avoiding | both parties aware but choose not to acknowledge it or resolve it |
| collaborating | an assertive and cooperative means of resolution that results in a win-win situation |
| organizational structure | centralization and decentralization |
| centralization | no input from people below; limited number of people at the top making decisions |
| decentralization | everyone has input |
| chain of command | formal path of communication |
| Nursing Care Delivery | transitional: total care, functional, team nursing, primary nursing, modular nursing |
| Nursing Care Delivery | contemporary: case management, patient centered care, differentiated practice |
| total care | referred to as the case method |
| total care | total responsibility for the planning and delivery care to a patient |
| total care | high autonomy |
| total care | RN delivers everything- making all of the decisions |
| total care | you dont have to delegate to anyone |
| total care | still working under HCP orders |
| functional nursing | also known as task nursing |
| functional nursing | assembly line |
| functional nursing | used by ancillary services |
| functional nursing | fragmented care |
| functional nursing | decreased staff satisfaction and patient satisfaction |
| team nursing | group dynamics |
| team nursing | has a leader who is not a the bedside, but makes the assignments |
| team nursing | team conference |
| team nursing | job satisfaction |
| primary nursing | relationship based nursing |
| primary nursing | model of organizing- bring back RN to the bedside |
| primary nursing | autonomy, authority, accountability |
| primary nursing | from admission to discharge |
| primary nursing | 24 hour responsibility |
| modular nursing | team concepts in small groups that remain constant |
| modular nursing | are defined in a geographical area |
| case management | quality care while streamlining cost |
| case management | critical pathways |
| case management | expected outcomes with timeframes |
| case management | standardized care for diagnosis |
| length of stay | used to measure the duration of a single episode of hospitalization |
| nurse role in LOS | as soon as patient is admitted the nurse must have a discharge plan in place |
Created by:
ltruluv516
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