Leadership

philosophy

"we believe that"

7 steps to problem solving

1. problem recognition 2. gather info 3. Goal definition 4. Goal selection 5. consider negatives 6. Make decision 7. Implement and evaluate

transactional leader

A leader who is concerned with accomplishing the group's tasks, getting group members to do their jobs, and making certain that the group achieves its goals.

collaboration and consultation

A model that emphasizes a close working relationship between general and special educators.

functional nursing

A nursing care pattern focusing on tasks and jobs; each nursing team member has certain tasks and jobs to do

Transforming Care at the Bedside (TCAB)

A program of the Institute for Healthcare Improvement designed to improve care of patients

Authentic Leadership

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

Activist follower

Activate change

ANCC

American Nurses Credentialing Center

AONE

American Organization of Nurse Executives

DECIDE model

Define problem Explore alternatives Consider consequences Identify values Decide and act Evaluate results

Banghbanian's environmental model

Epical criteria, economic criteria, clinical criteria, and institutional criteria

situational theory of leadership

Extension of behavioral theories Focus on characteristics of followers Seek appropriate leadership behavior Leadership is based on relationship with followers and readiness level of followers

innovators

First adopters of new products

Diehard follower

Goes above and beyond

case management nursing

Growing field in nursing developed as a way of managing health care costs and patient length of stay; Involves systematic collaboration with patients, their significant others, and their health care providers to coordinate high-quality health care services in a cost effective manner with positive patient outcomes

current issues and trends Mission statement

IHI Triple Aim ACA IOM's goal ANCC magnet

IHI Triple Aim

Improve the patient experience of care (including quality and satisfaction) Improve the health of populations. Reduce the per capita cost of health care.

IOM

Institute of Medicine

clinical leadership

Instrumental and interpersonal support provided by those who hold clinical positions, such as physicians and nurses

Tanner's Clinical Judgement Model

Noticing Interpreting Responding Reflecting

private duty nursing

One-on-one care when a child or adult is impaired by a catastrophic event or chronic illness. Usually not covered by insurance

early adopters

People who adopt new products early, choose new products carefully, and are viewed as "the people to check with" by later adopters

Structured Care Methodologies

Procedure: set of how-to action steps Standard of care: description of acceptable level of patient care Algorithm: set of steps used to make a decision Clinical practice guideline: statement outlining appropriate practice for clinical condition or procedure

QSEN

Quality and Safety Education for Nurses

complexity theory

Requires leaders to expand and respond to engaging dynamic change and focus on relationships rather than on prescribing and approaching change as a lock-step, pre-prescribed method. Traditional organizational hierarchy plays a less significant role as the "keeper of high level knowledge" and replaces it with the idea that knowledge applied to complex problems is better distributed among the human assets within an organization, without regard to hierarchy. Leaders try less to control the future and spend more time influencing, innovating, and responding to the many factors that influence health care.

vestal's global model

She stated that the first step in decision making is to ask how one can make a situation better—or what the problem is—and who can assist in the decision-making process. So next desired outcomes are defined with the help of a team. Brainstorming occurs to come up with potential solutions. the implications and consequences of the course of action must be analyzed. the best solution is chosen. An implementation plan is outlined, and outcome criteria are identified. Thus the final step in Vestal's model is to present the solution in a concise manner to the next level in the organization.

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

chaos theory

States that variation is a normal part of managing health care systems. Attempts to account for the complexity and randomness in organizations. It suggests that a degree of order can be attained by viewing complicated behaviors and situations as predictable (expect the unexpected).

SOAR

Strengths, Opportunities, Aspirations, Results

data analytics

The science of examining raw data with the purpose of drawing conclusions about that information

critical pathways

Tools used in managed care that incorporate the treatment interventions of caregivers from all disciplines who normally care for a patient. Designed for a specific care type, a pathway is used to manage the care of a patient throughout a projected length of stay.

systems theory of management

Views the organization as a set of interdependent parts that together form a whole Provides nurse managers with a framework to view nursing services as a subsystem of a larger organization There is interrelatedness and interdependence amongst all parts of the health care organization Open systems function better than closed systems.

model the way

What principle of leadership is about earning the right and the respect to lead through direct involvement and action; students must follow first the person, then the plan?

order set

a grouping of treatment options for a specific diagnosis or condition; predefined groupings of standard orders for a condition, disease, or procedure

transformational leader

a leader who is able to instill in the members of a group a sense of mission or higher purpose, thereby changing the nature of the group itself

contingency theory

a leadership theory that states that in order to maximize work group performance, leaders must be matched to the situation that best fits their leadership style

shared governance

a method that aims to distribute decision making among a group of people

primary nursing

a nursing care pattern; an RN is responsible for the person's total care

Strategic Management

a process that involves managers from all parts of the organization in the formulation and the implementation of strategies and strategic goals

what makes a great leader

ability to engage others in shared meaning distinctive and compelling vocal tone sense of integrity hardiness and ability to grasp context

provide support during change

active listening promote action steps and solutions keep staff informed ask for input refraining difficult messages

Participant Followers

actively participates whether they want to do or not

followership

allowing people to follow and learn

leader as change agent

articulate need group participation through leaving details to unit get reliable info to implementer motivate with reward no false promises

attitudinal theory of nursing

attitude makes a leader

two basic nursing roles

care provider care coordinator/integrators

rapid cycle change

change due to acute changes

collecting phase

collect data

Nurse executive competencies

communication and relation management leadership business skills knowledge of healthcare professionalism

organized abandonment

company starts distancing themselves from product ex: use of photo film

decision support systems

computer software systems designed to help managers solve problems by showing how results vary when the manager alters assumptions or data

feminist leadership

concern for family, relationships, community

clinical judgement

conclusions and opinions about patients health drawn from patient data

laggards

consumers who like to avoid change and rely on traditional products until they are no longer available

directing phases

coordinate motivate train

scripting

creating a list of instructions and commands

decision making will involve

creativity innovation quality safety controlling costs

major areas of change influencing health care today

customer preventative cost interdependence continuity of info

unilateral decision

decision made by only one person or group of people without taking others' opinion into consideration

managerial skills

develop peer relationship negotiate motivate resolve conflicts establish networks make vague decisions allocate resources

three skills of leaders

diagnosing adapting communicating

strategies for decision making

direct intervention indirect intervention watchful waiting collaboration and consultation facilitation modeling informatics cognitive work flow analysis

direct intervention

do it yourself

clinical decision making

documentation medication administation IV med delivery Triage decisions Prioritization

strategic plan document sections

executive summary background mission. vision, values goals appendiges

change management

executives initiate change, but don't cause direct change recipients change and translate plan informal communication senior management monitors attention given at discussions mediators occur change ambassadors used senior managers live the change

facilitation

get people on board

Situational Leadership

groups move back and fourth through phases, leadership changes based on group's needs

adaptive capacity

hardiness and ability to grasp context

Culture-climate link

he common links between culture and climate can be described as the interaction of shared values about what things are important, beliefs about how things work, and behaviors about how things get done

caring values are reflective of

how they treat staff

phases of planning

identify mission conduct environmental scan analyze situation establish goals identify strategies set objectives assign responsibilities and timeline write planning doc celebrate

early majority

individuals who adopt a new product just prior to the average person

patient safety culture

involvement blameless communication teamwork belief about errors

Complexity Leadership Theory

key is to effectively combine bureaucratic organizing with complex adaptive systems. Recognizes 3 types of leadership systems in organizations: -administrative leadership -entrepreneurial leadership -adaptive leadership

Roger's innovation theory

knowledge persuasion decision implementation of new idea confirmation or stopping

Trait Theory of Leadership

leadership depends on the personal qualities or traits of the leader

three contemporary trends

magnet professional practice patient safety

team nursing

method of care in which a nurse acts as a leader of a group of people giving care

modeling

modeling to have people follow

strengths in environment related to

operations management products finances

changes in nursing

organizational structure nursing labor force reimbursement information system

management process

planning, organizing, leading, controlling

trans stages of change

precontemplation contemplation prep action maintenance

Servant Leadership Theory

proposes that a person is a servant to others first and makes a conscious decision to lead in order to better serve others, not to increase power.

5 managerial mindsets

reflective (manage self) analytic (organization) Worldly (context) Collaborative (relationships) Action (managing change)

clinical reasoning

reflective, concurrent and creative thinking about patients and patient care

determinants of successful planned change

relative advantage compatibility complexity trial-ability observability

Managerial decision making

resources such as financial, ethical, human

ethical resource decision

right people right time

indirect intervention

seek outside source

four skills sets of GOOD leaders

self-aware self management social awareness relationship management

Decision making tools

shared governance evidence-informed decision making Pilot projects simulation data analytics decision support systems SBAR

SWOT

strengths, weaknesses, opportunities, threats

Leader Effectiveness Model

task behavior behavior four basic leadership styles effectiveness readiness

late majority

the last group of buyers to enter a new product market; when they do, the product has achieved its full market potential

Strategic Planning

the process of developing and maintaining a strategic fit between the organization's goals and capabilities and its changing marketing opportunities

tactical planning

the process of developing detailed, short-term statements about what is to be done, who is to do it, and how it is to be done

organizational culture

the set of values, ideas, attitudes, and norms of behavior that is learned and shared among the members of an organization

organizational climate

the shared perceptions organizational members have about their organization and work environment

Isolate Followers

they won't follow and so they isolate

three elements of successful change

unfreeze moving refreeze

Bystander followers

very good follower because they stand back and assess situation

watchful waiting

wait to say anything

eight practices for executives

what needs to be done what is right for company action plan development take responsibility communicate opportunity focus productive meetings say We not I

characteristics of nurse innovators

willing to take risks question beliefs knowledgeable expert comfort with failure ability professional networker

phases of organization

work people environment

Magnet Hospitals

• Recognized by ANCC • Measure the strength and quality of nursing • Where nursing delivers excellent patient outcomes, have a high level of job satisfaction, low staff nurse turnover, appropriate grievance resolution • Indicated nursing involvement in data collection and decision making in patient care • Value staff nurses