NURS 340 Leadership Quiz 1 (Ch 1.2.3) Questions and Answers
Arts and Humanities English Linguistics
Leadership Quiz 1 (Ch
... [Show More] 1.2.3)
Terms in this set (61)
Self-aware
Courageous
Successful Decision Makers Sensitive
Energetic
Creative
Marquis-Huston
Critical Thinking Teaching Model
This is the critical thinking, continually going on, continually assessing to see if there is a way to
improve it
Experiential Learning
Provides mock life experiences to learn from Allows learners to apply leadership and management theory
Promotes whole-brain thinking and improved problem-solving skills
Principles for Effective Use of Case Studies
There must be an adequate number of cases to draw generalizations or recognize patterns.
There is no right or wrong answer to a case study. The goal is to produce a number of solutions,
although some may be more successful than others.
Group process is a vital component and increases the chance that the best possible solution will be identified.
To Solve Cases Successfully
State a clear objective.
Assess all the information given (don't use faulty data gathering).
Be self-aware.
Watch for faulty logic. Always make a final choice.
Always identify a means for evaluation.
Utilize group process in some way to increase solutions.
Which is NOT a factor in solving a case successfully?
a) Being self-aware
b) Doing all work independently
c) Assessing all information given
d) Watching for faulty logic
Answer: B. Doing all work independently.
Rationale: It is important to use group process in some way to increase solutions.
Problem-Solving vs.
The Traditional Problem-Solving Process Identify the problem.
Gather data to identify the causes and consequences of the problem.
Explore alternative solutions. Evaluate each alternative.
Select appropriate solution. Implement solution.
Evaluate results.
Decision-Making Models
Managerial Decision-Making Model
Determine the decision and the desired outcome (set objectives).
Research and identify options.
Compare and contrast these options and their consequences.
Make a decision. Implement an action plan. Evaluate results.
What is the first step in managerial decision-making model?
a) Identify the problem
b) Evaluate alternatives
c) Gather data
d) Set objectives
Answer: D. Set objectives
Rationale: While the traditional model begins with identifying the problem, in managerial decision- making model one approaches the issue by first deciding on the objectives.
Assess
Nursing Process: A Diagnose
Problem- Solving and Plan
Decision-Making Model Implement
Evaluate
Identify the problem.
Define the context.
Enumerate choices.
IDEALS Model Analyze options.
List reasons explicitly.
Self-correct.
Why the critical thinking
Serious decline in the ability of young adults to
movement? problem solve/do inferential reasoning
(Recognition-Primed Decision We've been busy teaching facts, not how to think
(RPD) Model for Intuitive
Decision Making )
Information becomes obsolete quickly.
Why Is Critical Thinking Complexity of the profession
Especially Important to Limited number of hours for theory and clinical in
Nurses? education
Information overload
Conflicting responsibilities
True or False:
Answer:True
Information in nursing Rationale: Information in nursing is constantly
becomes obsolete quickly. changing, which is why critical thinking is such an
important skill for nurses.
Critical Thinking
"the mental process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating information to reach an answer or conclusion
Energy—action-oriented Courage—willing to take risks
Characteristics of a Successful Sensitivity
Thinker Creativity—innovative
Good track record
Self-awareness
Which is a characteristic of a Answer: B. Courage
successful thinker? Rationale: A successful thinker should be willing to
a) Impulsiveness take risks.
b) Courage
c) Decisiveness
d) Whimsy
Recurrent and routine problem solving
Satisficing- someone that is pretty much happy with Types of Decision Making status quo, really just want to settle for whatever is
familiar, very happy with the way things are Maximizing or optimal mode
No clear objective or goal for decision Faulty data gathering
Always know what your objectives are and have good data gathering. No faulty logic, be very specific and identify what the problem is. Always
Frequent Errors in Decision have good Alternatives and think outside of the box. Making Faulty logic or "crooked thinking"
Too much time spent identifying the problem Not considering enough alternatives
Lack of self-awareness Refusal to act
Using outcome only for evaluation
"the process of shared decision-making between practitioner, patient, and others significant to them
Evidence-based Nursing based on research evidence, the patient's
Practice experiences and preferences, clinical expertise or know-how, and other available robust sources of
information."
Understands Gender
Personal individual values
Successful Decision Maker Life experience Preferences
Willingness to take risks
Brain hemisphere dominance Predominant thinking style
Planning
Management Organizing
Functions/process Staffing Directing
Controlling
Now more than ever, there is a greater emphasis on Business of Health Care the business of health care, with managers being
involved in the financial and marketing aspects of their respective departments.
Have an assigned position within the formal organization
Have a legitimate source of power due to the
delegated authority that accompanies their position Are expected to carry out specific functions, duties, and responsibilities
Emphasize control, decision making, decision Characteristics of Managers analysis, and results
Manipulate people, the environment, money, time,
and other resources to achieve organizational goals Have a greater formal responsibility and
accountability for rationality and control than leaders
Direct willing and unwilling subordinates
What should managers E. All of the above emphasize?
a) Decision making Rationale: Control, decision making, analysis, and
b) Analysis results are all crucial elements of successful
c) Results management.
d) Control
e) All of the above
Often do not have delegated authority, but obtain their power through other means
Have a wider variety of roles than managers
Are frequently not part of the formal organization Focus on group process, information gathering, feedback, and empowering others
envision the future communicate their visions
Leaders motivate followers lead the way
influence others to accomplish goals inspire confidence
take risks empower followers master change
Leadership increases productivity by maximizing workforce effectiveness.
Managers
Are always assigned a position within an organization
Have a legitimate source of power due to the
delegated authority that accompanies their position Are expected to carry out specific functions
Emphasize control, decision making, decision analysis, and results
coordinate resources optimize resource use
meet organizational goals and objectives follow rules
plan, organize, control, and direct
use reward and punishment effectively to achieve organizational goals
Management emphasizes control—control of hours, costs, salaries, overtime, use of sick leave, inventory, and supplies.
Which is a characteristic of a
Answer: C. Focus on group process, information
leader? gathering, and feedback
A) Always assigned a position
of authority Rationale: While managers are more often part of a
b) Usually part of a formal formal organization and focus more on results-
organization oriented tasks, leaders tend to focus more on things
c) Focus on group process, such as group process.
information gathering, and
feedback
d) Focus on decision making
and results
Management Theory
T—scientific management
Development W—bureaucratic functions
Taylor F—management organizations
Weber G—activities of management
Fayol Fo—participative management
Gulick Ma—Hawthorne effect
Follett Mc—theory X and theory Y
Mayo A—employee participation
McGregor
Argyris
Which theory did Weber develop?
a) Bureaucratic organizations
b) Management functions
c) Scientific management
d) Activities of management
Answer: A. Bureaucratic organizations
Rationale: Weber developed the theory of
bureaucratic organizations. Management functions theory was developed by Fayol. Taylor developed
scientific management theory and Gulick developed activities of management theory.
Planning
Encompasses determining philosophy, goals, objectives, policies, procedures, and rules; carrying out long- and short-range projections; determining a fiscal course of action; and managing planned change
Organizing
Includes establishing the structure to carry out plans, determining the most appropriate type of patient care delivery, and grouping activities to meet unit goals. Other functions involve working within the structure of the organization and
understanding and using power and authority appropriately
Staffing
Consists of recruiting, interviewing, hiring, and orienting staff. Scheduling, staff development, employee socialization, and team building are also often included as staffing functions
Controlling
Includes performance appraisals, fiscal accountability, quality control, legal and ethical control, and professional and collegial control
True or False:
True
Team building is an aspect of Rationale: While recruiting, interviewing, and hiring
staffing. are the tasks most often associated with staffing,
team building is also an important aspect of the job.
Human Relations Era:
Participatory and Humanistic
Participatory management- best people to be
doing the problem solving are including the people actually doing the job
Humanistic management-relying on the human aspect as opposed to machines
Leadership
Leadership is the art of getting work done through others willingly.
Leaders are in the front, moving forward, taking risks and challenging the status quo.
A job title alone does not make a person a leader. Only a person's behavior determines if he or she occupies a leadership position.
Leadership Requires
Getting very clear about your values, taking risks, and having a willingness to seek partners and
collaborators who will commit to the common good
Can Leadership Be Taught?
Leadership cannot be taught because: Leaders are born and not made
American culture holds that leadership is an elitist and thus an anti-American phenomenon Leadership training would be too focused on the skills and techniques to get work done, rather than on the means
Leadership can only be learned on the job, from experience
Leadership requires manipulation or a "killer instinct" To teach leadership is an act of arrogance
Society rewards the specialist, not the generalist Leadership is an elusive commodity—can't be
proven
Leadership at best comes close to creativity. Can creativity be taught?
Contingency Leadership Styles
Autocratic or Authoritarian Democratic or Participative
Laissez-Faire, Permissive, or Free Rein
Contingency Leadership
Contingency leadership suggests that no one leadership style is ideal for every situation.
Great Man Trait Theories
The autocratic leader The democratic leader
The laissez-faire leader
Theory Z—Characteristics
Consensus decision making
Fitting employees to their jobs Job security
Slower promotions
Examining the long-term consequences of management decision making
Quality circles
Guarantee of lifetime employment
Establishment of strong bonds of responsibility between superiors and subordinates
A holistic concern for the workers
People motivated to work and they enjoy their work People tend to stay a very long time because they are happy there
Don't want to leave where theyre working
Focuses on management tasks
Is a caretaker
Concerned with day to day
Build confidence
In the mix of things
Transactional Leader Worried about staff development
Want to earn trust
Inspires others with vision
Has long-term vision
Looks at effects
Empowers others
True or False:
A characteristic of leadership management is to use trade- offs to meet goals.
true
Transformational Leader
Identifies common values Is committed
Uses trade-offs to meet goals Does not identify shared values Examines causes
Uses contingency reward
Integrated Leader/Managers
Think longer term
Look outward, toward the larger organization Influence others beyond their own group
Emphasize vision, values, and motivation Are politically astute
Think in terms of change and renewal
Servant Leadership
Followers influence leaders in both positive and negative ways
Principal Agent Theory
followers may have an informational (expertise or knowledge) advantage over the leader as well as
their own preferences, which may deviate from the principal's. This may lead to a misalignment of goals.
Human and Social Capital Theory
Human capital represents the capability of the
individual. Social capital represents what a group can accomplish together.
Emotional Intelligence (EI)
Emotional intelligence refers to the ability to use emotions effectively and is required by leaders/managers in order to enhance their success.
Emotional intelligence is critical for building a cooperative and effective team.
Leadership Quiz 1 (Ch 1.2.3)
Self-awareness
Self-regulation
Five Components of Emotional Motivation
Intelligence Empathy
Social skills
Which is a Component of emotional intelligence?
a) Self-reliance
b) Assertiveness
c) Self-regulation
d) Charisma
C. Self-regulation
Rationale: The five components of emotional
intelligence are self-awareness, self-regulation, motivation, empathy, and social skills. Self-reliance, assertiveness, and charisma are not components of emotional intelligence.
Authentic leadership suggests that in order to lead,
Authentic Leadership leaders must be true to themselves and their values
and act accordingly.
Williams (2005
transparent integrity
calls this willingness to stick with one's values and
principles about work and people, despite pressure to deliver results
What is the definition of B. Standing by one's values in the face of pressure
transparent integrity?
a) Holding one's employees Rationale: While the pressure to deliver results can
accountable be intense, those possessed of transparent integrity
b) Standing by one's values at refuse to compromise their principles in the
the time of pressure process.
c) Willingly following the rules
of one's organization
Leadership Quiz 1 (Ch 1.2.3)
Thought Leadership
Thought leadership refers to any situation whereby one individual convinces another to consider a new idea, product, or way of looking at things.
Thought leaders attract followers not by any
promise of representation or empowerment, but by their risk taking and vision in terms of being
innovative.
To be recognized as a thought leader, McGinity
(2006) suggests that individuals must choose ideas that make a significant difference versus those that have marginal impact.
True or False.
False
Thought leaders attract
followers by the promise of Rationale: Thought leaders attract followers by their
representation or risk taking and vision in terms of being innovative.
empowerment
Quantum Leadership
suggests that the environment and context in which people work is complex and dynamic and that this has a direct impact on organizational productivity.
Diversity
The new role of leader/managers as a cultural
bridge has become a requirement as our society becomes more diverse.
Many foreign nurses must be supported through a period of cultural, professional, and psychological dissonance that is associated with anxiety, homesickness, and isolation.
Generational diversity is occurring in all health care organizations.
Leadership Quiz 1 (Ch 1.2.3)
What are some struggles faced D. All of the above
by foreign nurses? Rationale: Foreign nurses often face numerous
a) Cultural acclimation difficulties, including cultural, professional, and
b) Professional dissonance psychological dissonance. It is especially important
c) Isolation that they receive sufficient support during this
d) All of the above adjustment period. [Show Less]