Leadership 2

  1. Select all that apply for leader qualities:









    • I. Always assigned a position within an organization
    • b. Have no delegated authority, but are empowered through other channels
    • c. Are not part of an organization
    • d. Have a legitimate source of power with delegated authority
    • e. Are expected to carry out SPECIFIC fxn
    • f. Focus on group process, information gathering, feedback, and empowering others.
    • g. Are expected to carry out specific fxn
    • h. emphasize control of costs, staff utilization, analysis of results
    • i. have a wider variety of roles
  2. Select all that apply for manager qualities:

    a. Always assigned a position within an organization
    b. Have no delegated authority, but are empowered through other channels
    c. Are not part of an organization
    d. Have a legitimate source of power with delegated authority
    e. Are expected to carry out SPECIFIC fxn
    f. Focus on group process, information gathering, feedback, and empowering others.
    g. Are expected to carry out specific fxn
    h. emphasize control of costs, staff utilization, analysis of results
    i. have a wider variety of roles
    • a. Always assigned a position within an organization
    • b. Have no delegated authority, but are empowered through other channels
    • c. Are not part of an organization
    • d. Have a legitimate source of power with delegated authority
    • e. Are expected to carry out SPECIFIC fxn
    • f. Focus on group process, information gathering, feedback, and empowering others.
    • g. Are expected to carry out specific fxn
    • h. emphasize control of costs, staff utilization, analysis of results
    • i. have a wider variety of roles
  3. Select all that apply for a "good leader": 

    a. envision the future
    b. communicate their visions
    c. coordinate resources
    d. motivate followers
    e. optimize resources
    f. meet organizational goals and obj.
    g. lead the way and influence others to accomplish goals
    h. follow rules
    i. plan, organize, control, direct
    j. take risks
    k. empower followers
    l. master change
    m. use reward and punishment effectively
    • a. envision the future
    • b. communicate their visions
    • c. coordinate resources
    • d. motivate followers
    • e. optimize resources
    • f. meet organizational goals and obj.
    • g. lead the way and influence others to accomplish goals
    • h. follow rules
    • i. plan, organize, control, direct
    • j. take risks
    • k. empower followers
    • l. master change
    • m. use reward and punishment effectively
  4. Select all that apply for a "good manager":

    a. envision the future
    b. communicate their visions
    c. coordinate resources
    d. motivate followers
    e. optimize resources
    f. meet organizational goals and obj.
    g. lead the way and influence others to accomplish goals
    h. follow rules
    i. plan, organize, control, direct
    j. take risks
    k. empower followers
    l. master change
    m. use reward and punishment effectively
    • a. envision the future
    • b. communicate their visions
    • c. coordinate resources
    • d. motivate followers
    • e. optimize resources
    • f. meet organizational goals and obj.
    • g. lead the way and influence others to accomplish goals
    • h. follow rules
    • i. plan, organize, control, direct
    • j. take risks
    • k. empower followers
    • l. master change
    • m. use reward and punishment effectively
  5. Select all that apply for a transactional leader:

    a. Identifies common values
    b. Is committed
    c. focuses on management tasks
    d. Inspires others with vision
    e. Is a caretaker
    f. Uses trade-offs to meet goals
    g. Does not ID shared values
    h. Has long-term vision
    i. Looks at effects
    k. Examines causes
    l. Looks at effects
    m. Uses contingency reward
    n. empowers others
    • a. Identifies common values
    • b. Is committed
    • c. focuses on management tasks
    • d. Inspires others with vision
    • e. Is a caretaker
    • f. Uses trade-offs to meet goals
    • g. Does not ID shared values
    • h. Has long-term vision
    • i. Looks at effects
    • k. Examines causes
    • l. Looks at effects
    • m. Uses contingency reward
    • n. empowers others
  6. Select all that apply for transformational leader:

    a. Identifies common values
    b. Is committed
    c. focuses on management tasks
    d. Inspires others with vision
    e. Is a caretaker
    f. Uses trade-offs to meet goals
    g. Does not ID shared values
    h. Has long-term vision
    i. Looks at effects
    k. Examines causes
    l. Looks at effects
    m. Uses contingency reward
    n. empowers others
    • a. Identifies common values
    • b. Is committed
    • c. focuses on management tasks
    • d. Inspires others with vision
    • e. Is a caretaker
    • f. Uses trade-offs to meet goals
    • g. Does not ID shared values
    • h. Has long-term vision
    • i. Looks at effects
    • k. Examines causes
    • l. Looks at effects
    • m. Uses contingency reward
    • n. empowers others
  7. List the 6 distinguished traits of integrated leader/managers
    • 1. Think Longer term
    • 2. Look outward, toward larger organization
    • 3. influence others beyond their own group
    • 4. Emphasize vision, values, and motivation
    • 5. Politically astute
    • 6. Think in terms of change and renewal
  8. In the 1900-1930s, how were workers given tasks/jobs?
    How were they compensated?
    How were managers being restricted to being an effective leader?
    What was being lacked?
    Used a scientific personnel system: workers were matched with the most appropriate work by "fit." 

    Common goals and shared organizational mission; paid by production level vs. hourly wage

    Managers and workers share work (interdependent). This lead to managers being too busy to oversee their employees and being too involved in mundane/labor intensive tasks. 

    Lacked Humanism
  9. During the 1930-70s, what was this movement era called and how was the role of the workers status improved?

    How were managers roles toward the employees perceived differently?
    Human Relations Management: management scientists and theorists began to realize that the satisfaction of workers had a positive impact in production. 

    • A theorist stated that managers will look at their employees in two ways: 
    •  - One will look at their employees as lazy, and need constant supervision
    •  - Another will believe their workers enjoy their work, are self-motivated, and willing to meet personal and organizational goals. 
    • Managers authority was changed from working "over" employees, to working "with" them with the ultimate outcome as improved worker satisfaction = improved production
  10. Match the type of manager to each level:
    1. Top-level manager
    2. Middle-level managers
    3. First-level managers

    a. Assistant nurse manager, team leaders, charge nurse
    b. Board of directors, CEO, administrators
    c. Nursing supervisors
    d. Department heads
    e. Primary care nurses, case managers
    • 1. Top-level managers: b
    • 2. Middle level Managers: c, d
    • 3. First-level managers: a, e
  11. How are ad hoc designs beneficial for companies?
    How is it formulated?
    What are its disadvantages?
    • They can overcome the inflexibility of line structure by handling increasingly large amounts of available information. 
    • It uses a project team to complete a goal for the company, and are then usually disbanded after the project is completed
    • Typically, the appointed team members will have powers within the organization to create the needed changes, which can decrease employee loyalty.
  12. What are two things that the Matrix structure focuses on? How is Matrix structured?
    What is its disadvantage?
    • Focus: Product and function
    • In matrix, there is a "vertical and horizontal" chain of command where for example, an employee can report to either their product manager or functional manager. 
    • Due to a multilayered hierarchy, decision making can be a slow process.
  13. How can flat designs create faster decision making than matrix designs?
    • In flat designs, a single manager or supervisor would oversee a large number of subordinates and have a wide span of control. 
    • Here, more authority and decision making can occur where the work is being carried out.
  14. Select all that apply to External stakeholders:

    a. Schools of nursing
    b. Local businesses, home health agencies
    c. Hospital employees, Physicians 
    d. Community leaders
    e. Unions, professional organizations
    f. Union shop stewards
    g. managed care providers
    h. HMOs
    i. Board of directors
    j. Patients and families
    • a. Schools of nursing
    • b. Local businesses, home health agencies
    • c. Hospital employees, Physicians 
    • d. Community leaders
    • e. Unions, professional organizations
    • f. Union shop stewards
    • g. managed care providers
    • h. HMOs
    • i. Board of directors
  15. Select all that apply for Internal stakeholders:

    a. Schools of nursing
    b. Local businesses, home health agencies
    c. Hospital employees, Physicians 
    d. Community leaders
    e. Unions, professional organizations
    f. Union shop stewards
    g. managed care providers
    h. HMOs
    i. Board of directors
    j. Patients and families
    • a. Schools of nursing
    • b. Local businesses, home health agencies
    • c. Hospital employees, Physicians 
    • d. Community leaders
    • e. Unions, professional organizations
    • f. Union shop stewards
    • g. managed care providers
    • h. HMOs
    • i. Board of directors
    • j. Patients and families
  16. List all characteristics of the Clinical Nurse Leader (8)

    (What are the four hallmarks of CNL Focus (Medscape picture))

    Does the CNL use the micro or macro system perspective?
    • Experienced with Graduate degree
    • Outcome based practice: patient satisfaction
    • Quality improvement: Financial (cost effective) and clinical (EBP)
    • Microsystem management (micro means one floor, macro means the whole hospital) 
    • Responds to health care needs of individuals and families
    •  - This includes role satisfaction of nurses as well
    • Utilizes the nursing process
    • A communication tool for health are providers

    • HALLMARKS: 
    • 1. Financial
    • 2. Satisfaction
    • 3. Quality/internal processes
    • 4. Innovations

    Uses the Micro system perspective
  17. List ALL characteristics of the Clinical Nurse Specialist (4)

    Does the CNS use the macro system perspective or the micro system perspective?
    • Patient population based on specialty (tele, CCU, etc.)
    • Responsible for designing and evaluating for their unique patient population care programs (executed by staff)
    • Used as a resource to learn about technology, research, and new data about their field.
    • Can serve on product eval committee and keeps staff updated on new changes
    • Revises policy and procedures r/t dz updates

    macro system perspective
  18. Match: Group of people working together on a regular basis using clinical and business goals, linked processes, and a shared info environment. They work together to establish a production of services and measure the performance outcomes.

    a. Microsystem
    b. Macrosystem
    a.
  19. Match: a large organization (hospital, nursing home, etc.) compromised of people providing services and receiving them. (patients, providers, insurers, employers, etc.)

    a. microsystem
    b. macrosystem
    b.
  20. Fill in:
    1. 1925-1942 ___
    2. 1943-1960 ___
    3. 1961-1981 ___
    4. 1982-2004 ___
    5. 2005-Present ___

    a. Generation x
    b. iGeneration or Generation Z
    c. Silent generation/Vets
    d. Baby boomers
    e. Millennials or Generation Y
    • 1. 1925-1942 __c__
    • 2. 1943-1960 __d__
    • 3. 1961-1981 __a__
    • 4. 1982-2004 __e__
    • 5. 2005-Present __b__
  21. Which of these was marked by war and the Great Depression?





    E.
  22. Which of these make up the largest cohort of the nursing workforce? Which is the second largest?





    • A. Baby boomers
    • Second largest is Generation Y
Author
edeleon
ID
340080
Card Set
Leadership 2
Description
ADN-C MSE4
Updated