Leadership Exam 1

Three important qualities if resonant leader

hope emotional intelligence compassion HEC

Knowledge

Awareness,analysis, and application of information derived from multiple disciplines, experiences, critical reflection and scientific discovery

◦ Assertive

(A) ◦ Self Assured ◦ Even tempered ◦ Resistant to stress ◦ Refuse to worry ◦ Don't push themselves too hard to achieve goals

Extrovert

(E) ◦ Prefer group activities ◦ Energized by social interaction

Feeling

(F) ◦ Sensitive and emotionally expressive ◦ More empathetic, less competitive ◦ Focus on social harmony and cooperation

Introvert

(I) ◦ Prefer solitary activities ◦ Exhausted by social interaction

Judging

(J) ◦ Decisive ◦ Thorough and highly organized ◦ Value clarity and predictability and closure ◦ Structure and planning

Intuitive

(N) ◦ Imaginative ◦ Open-minded ◦ Curious ◦ Prefer novelty over stability ◦ Focus on future and hidden meanings

Prospecting

(P) ◦ Good at improvising and spotting opportunities ◦ Flexible - relaxed non-conformists ◦ Prefer to keep options open

Observant

(S) ◦ Highly practical ◦ Pragmatic ◦ Down to earth ◦ Strong habits and focus on past and present

Thinking

(T) ◦ Focus on objectivity and rationality ◦ Logic over emotions ◦ Hide feelings ◦ Value efficiency over cooperation

Turbulent

(T) ◦ Self-conscious and sensitive to stress ◦ Wide range of emotions ◦ Success driven ◦ Perfectionistic ◦ Eager to improve

Why is critical thinking important to nurses?

- Information becomes obsolete quickly - Complexity of the profession - Limited number of hours for theory and clinical education - Information overload - Conflicting responsibilities

Manager Characteristics

- Are assigned a position by the organization - Have a legitimate source of power due to delegated authority that accompanies their position - Have specific duties and responsibilities they are expected to carry out - Emphasize control, decision making, decision analysis, and results - Manipulate people, the environment, money, time, and other resources to achieve the goals of the organization - Have a greater formal responsibility and accountability for rationality and control than leaders - Direct willing and unwilling subordinates

10 Fatal Leadership Flaws

1. A lack of energy and enthusiasm 2. Acceptance of their own mediocre performance 3. Lack of a clear vision and direction 4. Having poor judgment 5. Not collaborating 6. Not walking the talk 7. Resisting new ideas 8. Not learning from mistakes 9. A lack of interpersonal skills 10. Failing to develop others

Critical Elements in Decision Making

1. Define objectives clearly (Diagnose/Plan) 2. Gather data carefully (Assessment) 3. Take the time necessary (Plan) 4. Generate many alternatives (Plan) 5. Think logically (Plan) 6. Choose and act decisively (Implement) 7. Evaluate Results (Evaluate)

Competencies

1. Develop one's professional practice utilizing knowledge gained through inquiry and reflection. 2. Utilize knowledge and patient preferences to promote human flourishing and mitigate distress.

Competencies professional identity

1. Practices with integrity, respecting the dignity of all people 2. Applies ethical reasoning and moral courage to act toward resolving ethical issues and problems

Decision making models

1. Traditional Problem-Solving Model 2. Managerial Decision- Making Model 3. The Nursing Process 4. Integrated Ethical Problem-Solving Model

Gather Data Carefully: Questions to be examined

1. What is the setting? 2. What is the problem? 3. Where is it a problem? 4. When is it a problem? 5. Who is affected by the problem? 6. What is happening? 7. Why is it happening? What are the causes of the problem? Can the causes be prioritized? 8. What are the basic underlying issues? What are the areas of conflict? 9. What are the consequences of the problem? Which is the most serious?

Qualities of a Successful Decision Maker

1. courage 2. sensitivity 3. energy 4. creativity

Ways to increase problem solving and decision making skills...

1. didactic theory 2. problem solving 3. group processes 4. personalized learning

National threats

1. terrorism 2. biological weapons 3. global pandemic

Strengths Finder

34 strengths Assessment Focused development ideas for self and leadership

Program evaluation and review technique

A method for analyzing the tasks involved in completing a given project, estimating the time needed to complete each task, and identifying the minimum time needed to complete the total project PERT chart for developing a new outpatient treatment room for oncology procedures. The number of weeks to complete tasks is listed in optimistic time, most likely time, and pessimistic time. The critical path shows something that must occur in the sequence before one may proceed. PERT is especially helpful when a group of people is working on a project. The flowchart keeps everyone up-to-date, and problems are easily identified when they first occur. Flowcharts are popular, and many people use them in their personal lives.

Authentic Leadership

A style in which the leader is true to himself or herself while leading

Traditional Problem-Solving Model

Although the traditional problem-solving process is an effective model, its weakness lies in the amount of time needed for proper implementation. This process, therefore, is less effective when time constraints are a consideration. Another weakness is lack of an initial objective-setting step. Setting a decision goal helps to prevent the decision maker from becoming sidetracked.

Why Practice Mindfulness?

Boosts immune system Reduces negative emotions and stressIncreases density of gray matter ◦ Learning ◦ Memory ◦ Emotion ◦ Regulation ◦ Empathy Helps us focus Fosters compassion and altruism Enhances relationships Reduces pregnancy-related anxiety, stress and depression Reduces behavior problems and aggression among students in schools ◦ Improves happiness levels ◦ Increases ability to pay attention Helps health care professionals ◦ Cope with stress ◦ Connect with patients ◦ Reducing negative emotions and anxiety ◦ Increases positive emotions and feelings of self-compassion Prisoners - Reduces anger, hostility and mood disturbances of prisoners Veterans - Reduces symptoms of Post Traumatic Stress disorder Eating ◦ Healthier eating habits ◦ Weight loss ◦ Increased enjoyment of the food eaten

Communication Skills and Competencies of Manager

Critical thinking Communication Networking Managing resources (budgeting andstaffing) Enhancing employee performance(mentoring) Team-building Evaluating effectiveness and efficiency Delegating Clinical and organizational expertise Flexibility Collaboration (Interdisciplinary) Coordination Change agent Staff development

Decision Making Tools

Decision grids Payoff tables Decision trees Consequence tables Logic models Program evaluation and review technique

Individual Variations in Decision Making

Gender Values Life Experience Individual Preference Brain Hemisphere Dominance & Thinking Styles

Resonant Leadership

Great leaders . . . ◦ Are awake, aware, and attuned to themselves, to others and to the world around them. ◦ Commit to their beliefs, stand strong in their values, and live full, passionate lives ◦ Are emotionally intelligent and they are mindful ◦ Face the uncertainty of today's world with hope ◦ Inspiring through clarity of vision, optimism, and a profound belief in the people of the organization's ability to turn dreams into reality ◦ Face sacrifice, difficulties, and challenges along with opportunities with empathy and compassion for the people they lead and those they serve

Mind

How we interact with our surroundings introvert vs. extrovert

Nature

How we make decisions and cope with emotions feeling vs. thinking

Energy

How we see the world and process information observant vs. intuitive

controlling

Includes performance appraisals, fiscal accountability, quality control, legal and ethical control, and professional and collegial control

bureaucratic

Insisting on strict rules and routine, often to the point of hindering effectiveness

16 personalities 5 domains

Mind (I or E) Energy (S or N) Nature (T or F) Tactics J or P) Identity (A or T) MENTI

Six Mindful Practices You Can Try Immediately

Mindful breathing Mindful observation Mindful awareness Mindful listening Mindful Immersion Mindful Appreciation

Leaders

Often do not have delegated authority, but obtain their power through other means,such as influence Have a wider variety of roles than do managers. May or may not be part of the formal organization . Focus on group process, information gathering, feedback, and empowering others. Emphasize interpersonal relationships Direct willing followers Have goals that may or may not reflect those of the organization

Characteristics of a Critical Thinker 1.1

Open to New Ideas Intuitive Energetic Analytical Persistent Assertive Communicative Flexible Empathetic Caring Observant Risk taker Resourceful "Outside-the-box" thinker Creative Insightful Willing to take action Outcome directed Willing to change Knowledgeable Circular thinker

transformational

Promising benefits that will reward consumers. Transformational ads tend to address positively originated purchase motives, such as sensory gratification, intellectual stimulation, or social approval, in an attempt to make people feel happier.

Tactics

Reflects approach to work, planning and decision-making judging vs. prospecting

quantum leadership

States that leaders must work together with subordinates to identify common goals, exploit opportunities, and empower staff to make decisions for organizational productivity to occur

Talents come naturally, strengths are earned!

Talents come naturally, strengths are earned!

Leadership

The action of leading a group of people or an organization

transactional

The dynamic process in which communicators create meaning together through interaction.

Integrated Ethical Problem-Solving Model

The model does go one step further, however, in requiring the learner to specifically identify strategies that reduce the likelihood of a problem recurring. 1. State the problem. 2. Collect additional information and analyze the problem. 3. Develop alternatives and analyze and compare them. 4. Select the best alternative and justify your decision. 5. Develop strategies to successfully implement a chosen alternative and take action. 6. Evaluate the outcomes and prevent a similar occurrence.

Principal Agent Theory

The principal-agent problem refers to the conflict in interests and priorities that arises when one person or entity takes actions on behalf of another person or entity. When a lawmaker delegates authority to an agency, for example, the lawmaker is the principal and the agency is the agent.

Brain Hemisphere Dominance & Thinking Styles

They suggested that analytical, linear, left-brain thinkers process information differently from creative, intuitive, right-brain thinkers. Left-brain thinkers were supposed to be better at processing language, logic, and numbers, whereas right-brain thinkers excelled at nonverbal ideation and creativity.

Managerial Decision Making Model

To address the weaknesses of the traditional problem-solving process, many contemporary models for management decision making have added an objective-setting step.

Identity

Underpins all others Shows how confident we are in our abilities and decisions ' Assertive vs turbulent

Disonance

Unpleasant or unharmonious sound

Decision tree

a graph of decisions and their possible consequences; it is used to create a plan to reach a goal Compares the cost of hiring regular staff with the cost of hiring temporary employees. Here, the decision is whether to hire extra nurses at regular salary to perform outpatient procedures on an oncology unit or to have nurses available to the unit on an on-call basis and pay them on-call and overtime wages. The possible consequences of a decreased volume of procedures and an increased volume must be considered. Initially, costs would increase in hiring a regular staff, but over a longer time, this move would mean greater savings if the volume of procedures does not dramatically decrease.

What is Professional Identity?

a sense of oneself that is influenced by characteristics, norms, and values of the nursing discipline, resulting in an individual thinking, acting, and feeling like a nurse.

Values:

a sense of what is important in a person's life,organization, and profession.

didactic theory

a teaching method that follows a consistent scientific approach or educational style to engage the student's mind

decision grid

allows one to visually examine the alternatives and compare each against the same criteria Would be useful when changing the method of managing care on a unit or when selecting a candidate to hire from a large interview pool. The unit manager or the committee would evaluate all of the alternatives available using a decision grid. In this manner, every alternative is evaluated using the same criteria. It is possible to weigh some of the criteria more heavily than others if some are more important. To do this, it is usually necessary to assign a number value to each criterion. The result would be a numeric value for each alternative considered.

upper-left-brain dominance

analytical thinkers who like factual data

lower-right-brain dominance

experienced facts and problem solved in a more emotional way than the other three types sympathetic, kinesthetic, and empathetic and focused more on interpersonal aspects of decision making

servant leadership

focuses on increased service to others rather than to oneself

charismatic

having or exhibiting a special magnetic charm or appeal

lower-left- brain dominance

highly organized and detail oriented. like security and safety over risk taking

upper-right-brain dominance

big picture thikers who look for hidden possibilities and are futuristic in that they seek new solutions to problems

Human and Social Capital Theory

contends that social relationships are resources that can lead to the development and accumulation of human capital a stable family environment can support educational attainment and support the development of highly valued and rewarded skills and credentials

Good Managers

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

consequence table

demonstrates how the various alternatives can create different consequences For example, consider this problem: "The number of patient falls has exceeded the benchmark rate for two consecutive quarters." After a period of analysis, the following alternatives were selected as solutions: Provide a new educational program to instruct staff on how to prevent falls. Implement a night check to ensure that patients have side rails up and beds in low position. Implement a policy requiring direct patient observation by sitters on all confused patients. The decision maker then lists each alternative opposite the objectives for solving the problem, which for this problem might be (a) reduces the number of falls, (b) meets regulatory standards, (c) is cost-effective, and (d) fits present policy guidelines. The decision maker then ranks each desired objective and examines each of 54 the alternatives through a standardized key, which allows a fair comparison between alternatives and assists in eliminating undesirable choices. It is important to examine long-term effects of each alternative as well as how the decision will affect others.

Center of intentional change

developing trusting relationships

Good Leaders

envision the future communicate their visions motivate followers lead the way influence others to accomplish goals inspire confidence take risks empower followers master change

Avoid ___ questions. **examples of good questions

illogical What factors can you influence? How can you make the positive factors more important and minimize the negative factors? What are the financial implications in each alternative? The political implications? Who else will be affected by the decision and what support is available? What are the weighting factors? What is the best solution? What are the means of evaluation? What are the consequences of each alternative?

Democratic or Participative

involves others in the decision-making process, values their input, and builds consensus

Autocratic or authoritarian leaders

leaders retain most of the authority for themselves

Ethics:

moral principles or set of rules that govern behavior orconduct of a person, group, or culture

Diplomats

officials who represent countries in foreign affairs

lasissez-faire, permissive, free reign

permissive

managment process

planning, staffing, organizing, directing, controlling

Lack of Planning Results in

poor quality decisions

The Nursing Process

provides another theoretical system for solving problems and making decisions

Critical thinking other terms

reflective thinking, clinical reasoning

Logic Model

schematics or pictures of how programs are intended to operate. The schematic typically includes resources, processes, and desired outcomes and depicts exactly what the relationships are between the three components

cultural bridging

seeks out and respects other view points and creates a work environment where cultural differences are recognized and valued

emotional intelligence broken into

self awareness self management social competence relationship management

payoff table

table showing the expected payoffs for each alternative in every possible state of nature What would be appropriately used in determining how many participants it would take to make an in-service program break even in terms of costs. If the instructor for the class costs $500, the in-service director would need to charge each of the 20 participants $25 for the class, but for 40 participants, the class would cost only $12.50 each. The in-service director would use attendance data from past classes and the number of nurses potentially available to attend to determine probable class size and thus how much to charge for the class. Payoff tables do not guarantee that a correct decision will be made, but they assist in visualizing data.

emotional intelligence

the ability to perceive, understand, manage, and use emotions

group process

the events that occur while the group is working on the task

thought leadership

the informed opinion leaders and the go-to people in their field of expertise

Manager

the organization and coordination of the activities of a business in order to achieve defined objectives

Problem Solving

the process of finding solutions to difficult or complex issues.

Resonance

the quality in a sound of being deep, full, and reverberating

Leadership requires

• Getting very clear about your values • Taking risks • Having a willingness to seek partners and collaborators who will commit to the common good

Effect of organizational power

• Powerful people in organizations are more likely to have decisions made that are congruent with their own preferences and values • People with little power in organizations must always consider the preference of the powerful when they make management decisions • Choice is not equally available to all people • The powerful can inhibit the preferences of the less powerful. This occurs because individuals who remain and advance in organizations are those who feel and express values and beliefs congruent with the organization •**The ability of the powerful to influence individual decision making in an organization often requires adopting a private personality and an organizational personality

Roles personalities

◦ Analysts ◦ Diplomats ◦ Sentinels ◦ Explorers

Strategies

◦ Confident Individualism ◦ People Mastery ◦ Constant Improvement ◦ Social Engagement