Leadership Exam 2

• Bandura
• Belief in one's ability to perform adequately
• Employees with high self-efficacy expect higher performance from themselves and put forth the effort to achieve it as do their leaders

• All about the rules
• Messages received with high intensity language are more apt to result in compliance
• Parents receiving messages with high intensity language complied more with sun safety advice

• Conflict that results when someone has 2 or more incompatible beliefs
• Most powerful when it is about our self-image or morality
• Ex. Smokers find reasons to explain away their unhealthy habit. The alternative is to feel a great deal of dissonance

• Behavior capability: tell me how to do this
• Expectations: this will be a good thing. ex. going to class
• Observation Learning: doing this IS a good thing. ex. role modeling
• Self-efficacy: I can do this, internal, our belief, collective uniformity
• Expectancies: I want to do this. Influenced by enviroment (social role modeling)

• Behavior and beliefs affect cohorts
• By cohesion: direct communication have influence on indirect communicators
• By structural equivalence: mutual influence of those with similar communication styles
• ex. if you belong to a certain group, base your decision on expectations

• Sensitive to the responses of others
• Able to guide others through decisions
• Be aware of how feelings lead to action
• Take responsibility for own emotions

• Most people want to be understood
• What seems obvious to you may be surprising to others
• A need to understand may be strongest in those surrounded by chaos
• Stress causes some people to be over-attentive to small details

• The Silent Generation (Before 1942)- 10%
• Baby Boomers (1943-1960)- 45%
• Generation X (1961-1981)- 30%
• Generation Y (1982-2002)- 15%

• Silent: face to face, written
• Baby B: Very open & direct communication, Staff meetings, Telephone, will use email
• X: No meetings
• Y: email, chat room, team meetings (focused on outcomes), don't like to read

• Silent: Honor
• Baby B: we need you, you are valued, your contribution is unique and important
• X: do it your way, there aren't alot of rules to this
• Y: you can change the world, you'll be working with other bright, creative people (inclusiveness)

• Rely on tried, true, and tested ways of doing things
• Command-control mgt
• Not big risk takers
• Do not complain

• Conformity
• safety
• security
• dedication
• hard work
• sacrifice
• respect for authority
• duty before pleasure
• adherence to rules
• honor

• Paid their dues
• Sink or swim
• Set charge for workplace flexibility

• Optimism
• Team oriented
• personal gratification
• health & youth
• personal growth
• involvement
• WORK

• Believe in collective action
• tend to mistrust authority
• journey is as important as goal
• tolerant on meetings
• leaders have high integrity and professional

• Free-agents
• Cautious, but remain on the cutting edge (willing to take risks)
• Willing to bend rules to get things done smarter, faster, and better

• Diversity
• Balance- work & play
• Fun- emotional security
• Self-reliance (autonomous)
• Informality

• Optimistic, upbeat- sky is the limit
• Have been told they can do anything
• The first truely "global citizens"
• Don't like to read

• Confidence
• Civic duty
• Achievement
• Sociability
• Morality
• Diversity
• Poised to be the most demanding generation in history

• Must mobilize followers to act (transformational leaders)
• Want to retain balance in lives- work & play
• Actions must be valuable to followers
• Want to be asked for input on decisions

• Maintain balance- recognize generational differences
• Generate self-motivation
• Build self-confidence
• Listen to constituents
• Maintain a positive attitude (even when there is nothing you can do about some thing)

• Traditionalists "No news is good news"
• Boomers "Feedback once a year & lots of documentation"
• Xers "Sorry to interrupt but how am I doing"
• Gen Y "Feedback whenever I want it at the push of a button"

• Recognize your own negativity
• Don't overextend yourself
• Don't internalize
• Stay healthy
• Have fun

• Select a Mentor
• Lead by example
• Accept responsibility
• Share the rewards
• Have a clear vision
• Be willing to grow

• Receptive to people
• A team player
• Honest
• Good communicator
• Approachable
• Knowledgeable
• Motivating
• Competent
• Positive Attitude
• Good people skills

The transfer of responsiblity for the performance of an activity from one individual to another while retaining accountability for the outcome

• Social cognitive- how we acquire & maintain behavior
• Language expectancy- rule (behavior, strategic messages)
• Contagion (your attitude rubs off on people)- mutual influence
• Cognitive Dissonance- incompatible beliefs

• Preference for operating by oneself
• Demands that everyone know all the details
• "I can do it better myself" fallacy
• Lack of experience in the job in delegating
• Insecurity
• Fear of being disliked
• Refuses to allow mistakes
• Lack of confidence in subordinates

• Lack of experience
• Lack of competence
• Avoidance of responsibility
• Overdependence
• Disorganization
• Overload of work
• Immersion in trivia

• One-person-show policy
• No tolerance of mistakes
• Criticality of decisions
• Urgency, leaving no time to explain (crisis mgt)
• Understaffing

• Potential for Harm- how risky
• Complexity of the Task- the more complex, the less likely you should delegate
• Amount of Problem Solving- if adaptation or innovation is required for an ordinarily uncomplicated task, it shouldn't be delegated
• Unpredictability or Outcome- pts response to activity is unknown or unpredicatable
• Level of Pt interaction- delegation reduce/ increase time with RN, consider pt stress level

• Task- w/in their scope of practice
• Person
• Circumstance
• Direction (communication)- language theory
• Supervision (feedback)- "Thank you"

While verbal communication is what you say, nonverbal speaks louder. It is the way you present yourself.

• Fogging/negative assertion
• Negative inquiry
• Assertive probing
• Broken record
• Content-to-process shift
• Momentary delay
• Time out
• Deflection
• Joining the attacker
• Parley
• Fighting back
• Multiple attack

• Being a minority
• Being the muscle- but help them with their work
• Perceived as uncaring