Leadership Exam 1- ch. 1, 2, 3, 5

TAMARA MCCLEARY'S THREE STEPS FOR ENGAGING EMPLOYEES THROUGH RELATIONSHIP BUILDING

1. Invest the time. Pay attention to more than just results. Connect with people at all levels in the organization every day. Learn their names and their passions. Learn what gets in their way of cooperative teamwork and top performance. Act to reduce those frustrations. 2. Get the data. Don't just monitor performance metrics—monitor data that indicates how happy employees are working in your organization. Use reliable data, like turnover, exit interviews, service levels, and more. Also try to measure other satisfaction metrics, like the degree of trust, the frequency of proactive problem solving, etc. 3. Evaluate the progress of employee engagement, service, and results. Embrace proactive relationship management and pay close attention to my "big three"—engagement, service, and results. If the results are not what you want, refine your approaches, then monitor the impact. Keep those practices that help.

The 10 traits millennials identified as expecting from their leaders

1. Own and live the company values 2. Communicate openly and early 3. Inspire people to reach higher 4. Own their mistakes 5. Recognize big wins, small wins, and hard work 6. Trust people 7. Make the right decision, not the popular decision 8. Add value to their teams, helping them to succeed 9. Have the courage to be genuine and visible 10. Take care of people Emphasis on loyalty

Five components of emotional

1. Self-awareness: the ability to recognize and understand one's moods, emotions, and drives as well as their effects on others 2. Self-regulation: the ability to control or redirect disruptive impulses or moods as well as the propensity to suspend judgment 3. Motivation: a passion to work for reasons that go beyond money or status; a propensity to pursue goals with energy and commitment 4. Empathy: the ability to understand and accept the emotional makeup of other people 5. Social skills: proficiency in handling relationships and building networks; an ability to find common ground Ability to do these 5 things are crutial

Scientific management- Fredrick Taylor

1. Traditional "rule of thumb" means of organizing work must be replaced with scientific methods 2. A scientific personnel system must be established so that workers can be hired, trained, and promoted based on their technical competence and abilities. 3. Workers should be able to view how they "fit" into the organization and how they contribute to overall organizational productivity. 4. The relationship between managers and workers should be cooperative and interdependent, and the work should be shared equally. Paid at how productive they were- like machines

Francesca Gino's 8 principles of rebel leadership

1.Seek out the new. 2.Encourage constructive dissent. 3.Open conversations—don't close them. 4.Reveal yourself—and reflect. 5.Learn everything—then forget everything. 6.Find freedom in constraints. 7.Lead from the trenches. 8.Foster happy accidents (mistakes may unlock a breakthrough). argues companies should encourage employees to pursue core strengths of novelty, curiosity, perspective, diversity, and authenticity because success is often linked with breaking rules and breaking traditions Gino suggests that business leaders should strive for and encourage rebellion in their workplaces because when people break rules to explore new ideas and create positive change, everyone benefits

Decision making

A complex, cognitive process of choosing a particular course of action; the thought process of selecting a logical choice from available options Usually triggered by a problem

Standard of care

A minimal level of expertise that may be delivered to a patient The conduct of a reasonably prudent nurse in similar circumstances must have been established that outlines the level or degree of quality considered adequate by a given profession. Standards of care outline the duties a defendant has to a plaintiff or a nurse to a client. These standards represent the skills and learning commonly possessed by members of the profession and generally are the minimal requirements that define an acceptable level of care. Standards of care, which guarantee clients safe nursing care, include organizational policy and procedure statements, job descriptions, and student guidelines.

Five components necessary for professional negligence

A standard of care is in place There is a failure to meet the standard of care Foreseeability of harm must exist There must be a provable correlation between care and harm Actual patient injury must occur Being ignorant is not a justifiable excuse, but not having all the information in a situation may impede one's ability to foresee harm. The question of whether a nurse acted with reasonable and prudent care is determined by the testimony of expert nursing witnesses.

Medical records

Although the patient owns the information in the medical record, the actual record belongs to the facility that originally made the record and is storing it. Nurses have a legal responsibility for accurately recording appropriate information in the client's medical record. The alteration of medical records can result in license suspension or revocation. If it is not documented in the health-care record... it did not happen

Heuristics use trial-and error methods

As such, they are practical mental shortcuts and are not expected to provide perfect or optimal problem solving. They do, however, provide a more immediate solution to the decision at hand. This is particularly true for uncertain or emergent situations where knowledge, time, and resources are limited.

Nursing process: decision making model

Assess Diagnose Plan Implement Evaluate

Authentic leadership

Authentic leadership suggests that in order to lead, leaders must be true to themselves and their values and act accordingly. QUESTIONS TO ASK IN ASSESSING TRUSTWORTHINESS AS AN AUTHENTIC LEADER 1. Do I act with integrity? 2. Do I welcome ideas and opinions different from my own? 3. Do I appreciate employees who are willing to bring bad news to my attention? 4. Do I admit my own mistakes? 5. Do I always tell the truth, even if it is inconvenient? 6. Do I publicly encourage suggestions from everyone on the team, from the top performers to the most junior employees, and then do I listen to the contributions with equal respect?

Contingency leadership styles

Autocratic or authoritarian Democratic or participative Laissez-faire, permissive, or free rein

Liability suits

Civil case involve a plaintiff and a defendant.

Malpractice

Civil case the failure of a person with professional training to act in a reasonable and prudent manner—also is called professional negligence. Five elements must be present for a professional to be held liable for malpractice- table 5.3

Negligence

Civil case the omission to do something that a reasonable person, guided by the considerations that ordinarily regulate human affairs, would do—or as doing something that a reasonable and prudent person would not do Two types: Ordinary and Professional (also known as malpractice)

Malpractice cases

Civil case the plaintiff is the injured party and the defendant is the professional who is alleged to have caused the injury. Medical malpractice is a lawsuit rooted in professional negligence. It often requires an act or omission by a healthcare provider in which the conduct (usually the treatment provided or withheld) falls below the accepted standard of practice in the community. The remaining component is damage—some injury or harm to the patient"

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

The successful decision maker possesses

Courage Energy Creativity

Decision making tools

Decision grids: allows one to visually examine the alternatives and compare each against the same criteria. Although any criterion may be selected, the same criteria are used to analyze each alternative. Payoff tables: have a cost-profit-volume relationship and are very helpful when some quantitative information is available, such as an item's cost or predicted use. Decision trees Consequence tables: demonstrate how various alternatives create different consequences. A consequence table lists the objectives for solving a problem down one side of a table and rates how each alternative would meet the desired objective. Logic models: are 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. Program evaluation and review techniques (PERT): is a popular tool to determine the timing of decisions.

Human relations era: 1930-1970

During the 1920s, worker unrest developed. The Industrial Revolution had resulted in great numbers of relatively unskilled laborers working in large factories on specialized tasks. Thus, management scientists and organizational theorists began to look at the role of worker satisfaction in production. This human relations era developed the concepts of participatory and humanistic management, emphasizing people rather than machines.

Leaders

Empower others; maximize work force effectiveness Needed to implement the planned change that is part of system improvement Often do not have delegated authority but obtain their power through other means Have wider variety of roles than managers and may have different personal goals Are frequently not part of the formal organization Focus on feedback, and empowering others

Good leader

Envision the future Communicate their visions Motivate followers Lead the way Influence others to accomplish goals Inspire confidence Take risks Empower followers Master change

Characteristics of agile leadership

Fast, flexible, and adaptable decision making Openness to ideas and innovation Inclusive and democratic approach to followers With a passion for learning, a focus on developing people, and a strong ability to define and communicate a desired vision, they possess the tools necessary to inspire others and become an agent for change within any organization. Agile leaders listen deeply and ask powerful questions to gain insights and make the right decision to help the organization move forward through problems. Agile leaders also quickly adapt to situations as they come along and are flexible and open to change and growth

Transactional leader

Focuses on management tasks Is directive and results oriented Uses trade-offs to meet goals Does not identify shared values Examines causes Uses contingency reward The more transactional elements of leadership such as goal setting can be enhanced with the addition of transformational elements of leadership where followers are inspired to give more of their time and effort by the vision and charisma of the leader (MacKie, 2014).

Strengths- based leadership

Focuses on the development or empowerment of strengths as opposed to weaknesses or areas of needed growth Strengths-based leadership, which grew out of the positive psychology movement (which began in the late 1990s), focuses on the development or empowerment of strengths as opposed to weaknesses or areas of needed growth. part of the development of positive organizational scholarship, which focuses on successful performance that exceeds the norm and embodies an orientation toward strengths and developing collective efficacy. Research suggests that using a strengths-based approach, even at a young age, can have a profound impact on the ability of individuals to self-manage and to regulate their emotions.

Good Samaritan immunity

Generally, a nurse is not liable for injury that occurs as a result of emergency treatment, provided that: Care is provided at the scene of the emergency. The care is not grossly negligent. protected from potential liability if they volunteer their nursing skills away from the workplace (generally limited to emergencies), if actions taken are not grossly negligent, and if the health-care worker does not exceed his or her training or scope of practice in performing the emergency services.

Factors affecting health-care trends

Growing elderly population Health-care reform Reductions in reimbursements New quality imperatives Shift in care to community settings Technological advances Shift to customer-focused care

Managers

Guide, direct, and motivate others Intervene when goals are threatened Emphasize control Are always assigned a position within and 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 Manipulate people, the environment, money, time, and other resources to achieve organizational goals Have greater formal responsibility and accountability for rationality and control than leaders Direct willing and unwilling subordinates

Human and social capital theory

Human capital represents the capability of the individual Social capital represents what a group can accomplish together individuals and/or organizations will invest in education and professional development if they believe that such an investment will have a future payoff. For example, a health-care organization that provides tuition reimbursement for nurses to go back to school to earn higher degrees is likely doing so in anticipation that a more highly educated nursing staff will result in increased quality of care and higher retention rates—both of which should translate into higher productivity and financial return.

Transformational Leader

Identifies common values Is a caretaker Inspires others with vision Has long-term vision Looks at effects Empowers others The manager who is committed, has a vision, and can empower others with this vision was termed a transformational leader. Similarly, Bass and Avolio (1994) suggested that transformational leadership leads followers to levels of higher morals because such leaders do the right thing for the right reason, treat people with care and compassion, encourage followers to be more creative and innovative, and inspire others with their vision. Although transformational qualities are highly desirable, they must be coupled with the more traditional transactional qualities of the day-to-day managerial role or the leader will fail.

Traditional problem-solving method

Identify the problem Gather data to identify the causes and consequences of the problem Explore alternative solutions Evaluate each alternative Select appropriate solution Implement the solution Evaluate the results Weakness: very time consuming to reach a decision+ lack of initial objective seeking step

Strategies to promote evidence-based best practice

Implement and evaluate nationally santioned clinical practice guidelines Question and challenge nursing traditions and promote a spirit of risk taking Dispel myths and traditions not supported by evidence Collaborate with other nurses locally and globally Interact with other disciplines to bring nursing evidence to the table

Types of consent

Informed consent Implied consent Express consent

Characteristics of a critical thinker

Insight Intuition Empathy Willingness to take action

Being sued for malpractice

Just following physician orders is not a defense for malpractice Nurses have an independent responsibility to take appropriate steps to safeguard patients Nurses can reduce malpractice claims by doing the following: •Practice within the scope of the Nurse Practice Act. •Observe agency policies and procedures. •Model practice after established standards by using evidence-based practice. •Always put patient rights and welfare first. •Be aware of relevant law and legal doctrines and combine such with the biological, psychological, and social sciences that form the basis of all rational nursing decisions. •Practice within the area of individual competence. •Upgrade technical skills consistently by attending continuing education programs and seeking specialty certification. Nurses should also purchase their own liability insurance and understand the limits of their policies. Although this will not prevent a malpractice suit, it should help protect a nurse from financial ruin should there be a malpractice claim.

Administrative man decision making

Knowledge is fragmented Is impossible to accurately predict future consequences Considers multiple alternatives but not all Makes decisions that are good enough Final choice is satisficing

Res Ipsa Loquitur

Latin term meaning the thing speaks for itself Harm is obviously the result of negligence

Jim Collin's level 5 Leadership

Level 1: Highly Capable Individual Level 2: Contributing Team Member Level 3: Competent Manager Level 4: Effective Leader Level 5: Great Leader developed by Jim Collins and published in his classic book, Good to Great: Why Some Companies Make the Leap . . . and Others Don't (Collins, 2001).

Hawthorn effect

Management comes in and people behave better/ differently

Bureaucracy- Max Weber

Max Weber, a well-known German sociologist, began to study large-scale organizations to determine what made some workers more efficient than others. Weber saw the need for legalized, formal authority and consistent rules and regulations for personnel in different positions; he thus proposed bureaucracy as an organizational design. His essay "Bureaucracy" was written in 1922 in response to what he perceived as a need to provide more rules, regulations, and structure within organizations to increase efficiency. Much of Weber's work and bureaucratic organizational design are still evident today in many health-care institutions A lot of rules and layers of management- works well in military.

Kouzes and Posner's five practices for exemplary leadership

Modeling the way Inspiring a shared vision Challenging the process Enabling others to act Encouraging the heart Kouzes and Posner (2017) are perhaps the best known authors to further the work on transformational leadership in the past decade. Kouzes and Posner suggest that exemplary leaders foster a culture in which relationships between aspiring leaders and willing followers can thrive. This requires the development of the five practices shown in Display 2.6. Kouzes and Posner suggest that when these five practices are employed, anyone can further their ability to lead others to get extraordinary things done. 1. Modeling the way: requires value clarification and self-awareness so that behavior is congruent with values 2. Inspiring a shared vision: entails visioning that inspires followers to want to participate in goal attainment 3. Challenging the process: identifies opportunities and taking action 4. Enabling others to act: fosters collaboration, trust, and the sharing of power 5. Encouraging the heart: recognizes, appreciates, and celebrates followers and the achievement of shared goals

Nurses risk increased legal liability due to

More authority and independence in decision making Increased legal accountability Doing more things that used to be in the realm of medical practice making more money Mare are carrying malpractice insurance- due to expanded roles

Frequent errors made in decision making

No clear objective or goal for decision Faulty data gathering Failure to use science, logic, and empirical evidence in making decisions- typically a PICO statement is used in problem solving Not considering enough alternatives- the greater the number of alternatives that can be generated, the greater the chance that the final decision will be sound Faulty logic or "crooked thinking"- overgeneralizing, affirming the consequences, Arguing from analogy) Not assessing or ignoring the quality of the decision making that is required Lack of self awareness Too much time spent identifying the problem Refusal to act Using outcomes only for evaluation Its not enough to gather adequate information, think logically, select from among many alternatives, and be aware of the influence of one's values. In the final analysis one must act.

RN licensure

Nursing licensure is a privilege not a right

Informed consent

Obtained only after the patient receives full disclosure of all pertinent information regarding the surgery or procedure and only if the patient understands the potential benefits and risks associated with doing so. The person(s) giving consent must fully comprehend 1. The procedure to be performed 2. The risks involved 3. Expected or desired outcomes 4. Expected complications or side effects that may occur as a result of treatment 5. Alternative treatments that are available Consent may be given by 1. A competent adult 2. A legal guardian or an individual holding durable power of attorney 3. An emancipated or married minor 4. A mature minor (varies by state) 5. A parent of a minor child 6. A court order

Problem solving

Part of decision making; a systematic process focusing on analyzing a difficult situation involving higher order reasoning and evaluation

Management process

Planning Organizing Staffing Directing Controlling

Professional negligence

Practicing medicine or nursing without a license Obtaining a nursing license by fraud or allowing others to use your license Felony conviction for any offense substantially related to the function or duties of a registered nurse Participating professionally in criminal abortions Failing to follow accepted standards of care Not reporting substandard medical or nursing care Providing patient care while under the influence of drugs or alcohol Giving narcotic drugs without an order Falsely holding oneself out to the public or to any health-care practitioner as a "nurse practitioner" Failing to use equipment safely and responsibly

Common causes of professional nursing license suspension or revocation

Professional negligence Practicing medicine or nursing without a license Obtaining a nursing license by fraud or allowing others to use your license Felony conviction for any offense substantially related to the function or duties of an RN Participating professionally in criminal abortions Not reporting substandard medical or nursing care Providing patient care while under the influence of drugs or alcohol- Most common cause Giving narcotic drugs without an order Falsely holding oneself out to the public or to any health-care practitioner as a "nurse practitioner"

HIPAA of 1996

Protects the privacy of health information and improves the portability and continuity of health insurance coverage. Can lead to civil law

Experiential learning

Provides mock life experiences to learn from Allows learners to apply leadership and management theory Promotes while brain thinking and improved problem-solving skills

Greenleaf's servant leadership

Putting others including employees, customers, and the community as the number one priority Fostering a service inclination in others that promotes collaboration, teamwork, and collective activism 1. The ability to listen on a deep level and to truly understand 2. The ability to keep an open mind and hear without judgment 3. The ability to deal with ambiguity, paradoxes, and complex issues 4. The belief that honestly sharing critical challenges with all parties and asking for their input is more important than personally providing solutions 5. Being clear on goals and good at pointing the direction toward goal achievement without giving orders 6. The ability to be a servant, helper, and teacher first and then a leader 7. Always thinking before reacting 8. Choosing words carefully so as not to damage those being led 9. The ability to use foresight and intuition 10. Seeing things whole and sensing relationships and connections

Types of decision making

Recurrent and routine problem solving Satisficing, a term used to describe decisions that may not be ideal but result in solutions that have adequate outcomes. Maximizing or optimal mode

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. Gabriel (2018) suggests that many people overestimate their EI because they think it is the ability or tendency to be nice. It's not. Instead, it is about being empathetic, being able to look at situations from alternative points of view, being open minded, bouncing back from challenges, and pursuing goals despite challenges. Some proponents of EI have suggested that having EI may be even more critical to leadership success than intellectual intelligence (IQ).

Legal responsibilities of the nurse-manager

Reporting dangerous understaffing Checking staff credentials and qualifications Carrying out appropriate discipline

Patient self-determination act (PSDA)

Required health-care organizations that received federal funding (Medicare and Medicaid) to provide education for staff and patients on issues concerning treatment and end-of-life issues Includes the use of advance directives (ADs), written instructions regarding desired end-of-life care Also likely includes durable power of attorney for health care (health-care proxy)

Characteristics of successful decision makers

Self-aware Courage: Courage is particularly important and involves the willingness to take risks. Sensitivity: Good decision makers seem to have some sort of antenna that makes them particularly sensitive to situations and others. Energy: People must have the energy and desire to make things happen. Creativity: Successful decision makers tend to be creative thinkers. They develop new ways to solve problems.

Principal agent theory

Suggests that not all followers (agents) are inherently motivated to act in the best interest of the leader or employer (principal) occurs when one person (the agent) can make decisions on behalf of another person Principals then must identify and provide agents with appropriate incentives to act in the organization's best interest. For example, consumers with good health insurance and small out-of-pocket expenses may have little motivation to act prudently in accessing health-care resources because payment for services used will come primarily from the insurer. The insurer then must create incentives for agents to access only needed services.

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 builds on transformational leadership and suggests that leaders must work together with subordinates to identify common goals, exploit opportunities, and empower staff to make decisions for organizational productivity to occur. This is especially true during periods of rapid change and needed transition.

Management theory development

Taylor—scientific management Weber—bureaucratic functions Fayol—management organizations Gulick—activities of management Follett—participative management Mayo—Hawthorne effect McGregor—theory X and theory Y Argyris—employee participation Chris Argyris (1964) supported McGregor (1960) and Mayo (1953) by saying that managerial domination causes workers to become discouraged and passive. He believed that if self-esteem and independence needs are not met, employees will become discouraged and troublesome or may leave the organization. Argyris stressed the need for flexibility within the organization and employee participation in decision making. Frederick W. Taylor, the "father of scientific management," was a mechanical engineer in the Midvale and Bethlehem Steel plants in Pennsylvania in the late 1800s. Frustrated with what he called "systematic soldiering," where workers achieved minimum standards doing the least amount of work possible, Taylor postulated that if workers could be taught the "one best way to accomplish a task," productivity would increase.

Nurse practice act

The Nurse Practice Act is a legal instrument that defines what the functions of nursing shall be and sets standards for licensure. It grants a nurse the authority to carry out those functions. Each state has its own Nurse Practice Act, but all must be consistent with provisions or statutes established at the federal level.

Leadership

The art of getting work done through others willingly Leaders are in the front, moving forward, taking risks, and challenging the status quo Job title alone doesn't make you a leader, only a person's behavior determines if he or she occupies a leadership position

Marquis-Huston Critical Thinking Teaching Model

The first is a didactic theory component, such as the material that is presented in each chapter. Second, a formalized approach to problem solving and decision making must be used. Third, there must be some use of the group process, which can be accomplished through large and small groups and classroom discussion. Final, the material must be made real for the learner so that the learning is internalized. This can be accomplished through writing exercises, personal exploration, and values clarification, along with risk taking, as case studies are examined.

Respondeat Superior

The master is responsible for the acts of his servants Employers are now held liable for the nurse's acts respondeat superior, which means "the master is responsible for the acts of his servants." Respondeat superior applies when an employee causes damages or injuries while working on behalf of his or her employer (Hale Law Firm, 2018). In such a scenario, the employer would also be liable for the injuries. The theory behind the doctrine is that an employer should be held legally liable for the conduct of employees whose actions he or she has a right to direct or control.

Stare Decisis

To let the decision stand uses precedents as a guide for decision making. This doctrine gives nurses insight into ways that the court has previously fixed liability in given situations. However, the nurse must avoid two pitfalls in determining if stare decisis should apply to a given situation.

Questions that should be asked in data gathering

What is the setting? What is the problem? Where is it a problem? Who is affected by the problem? What is happening? Why is it happening? What are the causes of the problem? Can I prioritize the causes? What are the basic underlying issues? Areas of conflict? What are the consequences of the problem? Which of these are most serious?

Intentional Torts

a direct invasion of someone's legal rights. Managers are responsible for seeing that staff members are aware of and adhere to laws governing intentional torts. In addition, the manager must clearly delineate policies and procedures about these issues in the work environment. Assault: is conduct that makes a person fearful and produces a reasonable apprehension of harm battery: intentional and wrongful physical contact with a person that entails an injury or offensive touching.- battery is not necessary to be charged with either first- or second-degree assault and battery. It is only necessary that body injury could have resulted. False imprisonment: unlawfully restrain the movement of their patients. Invasion of privacy Defamation of character: is communicating to a third-party false information that injures a person's reputation. When defamation is written, printed, or broadcasted, it is called libel. When it is spoken, it is called slander.

Hersey and Blanchard (1977)

also developed a situational approach to leadership. Their tridimensional leadership effectiveness model predicts which leadership style is most appropriate in each situation on the basis of the level of the followers' maturity.

Administrative law

an individual is sued by a state or federal governmental agency assigned the responsibility of implementing governmental programs. State Boards of Nursing are one such governmental agency. When an individual violates the state Nurse Practice Act, the Boards of Nursing may seek to revoke licensure or institute some form of discipline. The burden of proof in these cases varies from state to state. When the clear and convincing standard is not used, the preponderance of the evidence standard may be used. Clear and convincing involves higher burdens of proof than preponderance of evidence but a significantly lower burden of proof than beyond a reasonable doubt.

Great man trait theory

basis for most leadership research until the mid-1940s. The Great Man theory, from Aristotelian philosophy, asserts that some people are born to lead, whereas others are born to be led. It also suggests that great leaders will arise when the situation demands it. Trait theories assume that some people have certain characteristics or personality traits that make them better leaders than others. To determine the traits that distinguish great leaders, researchers studied the lives of prominent people throughout history. argument: leadership skills can be developed, not just inherited.

Left brain thinkers

better at processing language, logic, and numbers

Level 5 leadership

characterized by knowledge, team building skills, the ability to help groups achieve goals, humility, and the empowerment of others through servant leadership. It is not necessary to pass sequentially through each individual level before becoming a Level 5 leader, but the leader must have the skills and capabilities found in each level of the hierarchy to be a top performing leader

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.

Right brain thinkers

excelled at nonverbal ideation and creativity.

Staffing

functions consist of recruiting, interviewing, hiring, and orienting staff. Scheduling, staff development, employee socialization, and team building are also often included as staffing functions.

Controlling

functions include performance appraisals, fiscal accountability, quality control, legal and ethical control, and professional and collegial control.

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.

The laissez-faire leader

is characterized by a hands-off approach. Is permissive, with little or no control or direction. When all group members are highly motivated and self-directed, this leadership style can result in much creativity and productivity. Laissez-faire leadership is appropriate when problems are poorly defined, and brainstorming is needed to generate alternative solutions.

Interactional leadership theories (1970-now)

leadership behavior is generally determined by the relationship between the leader's personality and the specific situation. Schein (1970), an interactional theorist, was the first to propose a model of humans as complex beings whose working environment was an open system to which they responded. A system may be defined as a set of objects, with relationships between the objects and between their attributes. A system is considered open if it exchanges matter, energy, or information with its environment.

Economic man decision maker

makes decisions in rational manner Has complete knowledge of problem or situation Considers all alternatives as systemic ordering of alternatives Selects maximizing choice

Civil law

one individual sues another for money to compensate for a perceived loss. The burden of proof required to be found guilty in a civil case is described as a preponderance of the evidence. In other words, the judge or jury must believe that it was more likely than not that the accused individual was responsible for the injuries of the complainant. Consequences of being found guilty in a civil suit are monetary. Most malpractice cases are tried in civil court

Mary parker Follet (1926)

one of the first theorists to suggest basic principles of what today would be called participative decision making or participative management. In her essay "The Giving of Orders," Follett espoused her belief that managers should have authority with, rather than over, employees. Thus, solutions could be found that satisfied both sides without having one side dominate the other. The human relations era also attempted to correct what was perceived as the major shortcoming of the bureaucratic system—a failure to include the "human element.

Thought leadership

refers to any situation whereby one individual convinces another to consider a new idea, product, or way of looking at things. Thus, thought leadership refers to any situation in which one individual convinces another to consider a new idea, product, or way of looking at things. Thought leaders challenge the status quo and attract followers not by any promise of representation or empowerment but by their risk taking and vision in terms of being innovative. In addition, they are generally problem oriented, which increases their value to both individuals and organizations. Thought leaders attract followers not by any promise of representation or empowerment but by their risk taking and vision in terms of being innovative.

Fiedler's (1967) contingency approach

reinforced these findings, suggesting that hat no one leadership style is ideal for every situation. Fiedler felt that the interrelationships between the group's leader and its members were most influenced by the manager's ability to be a good leader.

Theory of X and Y- Douglas Mcgregor

reinforced these ideas by theorizing that managerial attitudes about employees (and, hence, how managers treat those employees) can be directly correlated with employee satisfaction. He labeled this Theory X and Theory Y. Theory X managers believe that their employees are basically lazy, need constant supervision and direction, and are indifferent to organizational needs. Theory Y (Yes) managers believe that their workers enjoy their work, are self-motivated, and are willing to work hard to meet personal and organizational goals

Authoritarian leadership

results in well-defined group actions that are usually predictable, reducing frustration in the work group and giving members a feeling of security. Productivity is usually high, but creativity, self-motivation, and autonomy are reduced. Authoritarian leadership is frequently found in very large bureaucracies such as the armed forces.

Democratic leaders

seek input from their followers and include them in decision making whenever possible. Stoker (2018) suggests that when you ask a person for his or her ideas or to help you solve a problem, you are sending the message that you value the person's ideas and experience and you are also creating a learning opportunity to hear something you need to know.

Directing

sometimes includes several staffing functions. However, this phase's functions usually entail human resource management responsibilities, such as motivating, managing conflict, delegating, communicating, and facilitating collaboration.

Reasonable and prudent

the average judgment, foresight, intelligence, and skill that would be expected of a person with similar training and experience.

Criminal Law

the individual faces charges generally filed by the state or federal attorney general for crimes committed against an individual or society. In criminal cases, the individual is always presumed to be innocent unless the state can prove his or her guilt beyond a reasonable doubt. Incarceration and even death are possible consequences for being found guilty in criminal matters. Nurses found guilty of intentionally administering fatal doses of drugs to patients would be charged in a criminal court.

critical/reflective thinking

the mental process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating information to reach an answer or conclusion

The Hawthorne studies- Elton Mayo

when management paid special attention to workers, productivity was likely to increase, regardless of the environmental working conditions. This Hawthorne effect indicated that people respond to the fact that they are being studied, attempting to increase whatever behavior they feel will continue to warrant the attention. Mayo (1953) also found that informal work groups and a socially informal work environment were factors in determining productivity, and Mayo recommended more employee participation in decision making.

Mary Parker's law of the situation

which said that the situation should determine the directives given after allowing everyone to know the problem, was contingency leadership in its humble origins.

Frequent causes of claims against nurses

• Inadequate charting. • Inadequate communication with physician or supervisors about changes in client conditions. • Leaving potentially harmful items within client reach. • Unattended patient falls. • Inaccurate counting of operative instruments and sponges. • Misidentifying patients for medications, surgeries, tests.