Chapter 11 and 12- Exam 4

TABP (Type A Behavior Pattern)

"action-emotion complex that can be observed in any person who is aggressively involved in a chronic, incessant struggle to achieve more and more in less and less time, and if required to do so, against the opposing efforts of other things or other persons"

Coping with stress at work can be defined as

"an effort by a person or an organization to manage and overcome demands and critical events that pose a challenge, threat, harm or loss to that person and that person's functioning or to the organization as a whole"

collaborative leadership

"capacity to engage people and groups outside one's formal control and inspire them to work toward common goals—despite differences in convictions, cultural values, and operating norms.

The most stressed women are:

(1) mothers with children under the age of 13, (2) full-time working mothers, and (3) full-time working mothers with children under 13. In addition, one-fourth of women executives and professionals say they feel "superstressed."

two types of leaders were described:

(1) the leader in articulation, who was forceful and inspirational in expression and who spelled out clearly what was needed and how it was to be accomplished; and (2) the leader in action who, by setting him- or herself in motion, demonstrated how to accomplish a goal and whose successes encouraged others to join in the pursuit of the goal(s)

8 Transformational Errors

1. Failure to create a true sense of urgency 2. Failure to create a powerful guiding coalition 3. Failure to create a clearly understood vision 4. Failure to adequately communicate the vision 5. Failure to remove obstacles in moving toward transformational change 6. Failure to systematically plan for or create short-term successes 7. Proclaiming success prematurely 8. Failure to anchor the transformational change

the collaborative leader should demonstrate:

1. The confidence that the goals and objectives are achievable. 2. The skills to clearly communicate with the stakeholders regarding the issues needing to be addressed and the potential approaches to problem solving. 3. The ability to serve as an active listener. 4. The ability to share knowledge and authority with the collaborators 5. The ability to assess and handle varying levels of risk in decision making and implementation.

transformational leaders share the following seven characteristics:

1. They identified themselves as change agents. 2. They exhibited courage. 3. They trusted people. 4. They were value driven. 5. They valued lifelong learning. 6. They possessed the capability to face complexity, ambiguity, and uncertainty. 7. They were imaginative, creative, innovative, and visionary.

External

Environment Others Work Major Life Events Everyday Hassles

Internal

Lifestyle Mental State Personality

Most leaders exhibit both transactional and transformational behaviors in different intensities and amounts. True or false?

True

COO development program

a development-in-place approach whereby the program is not supplemental to the duties of a regular hospital job, but instead individuals are hired by HCA for the sole purpose of participating in the program with the goal of developing critical, advanced executive-level skills.

The National Center for Healthcare Leadership (NCHL) in conjunction with the Robert Wood Johnson Foundation has developed

a framework to implement competency-based learning and assessment curricula in health care management education.

Stress management can refer to

a narrow set of individual-level interventions (e.g., relaxation training, biofeedback, meditation) or a broader meaning that includes any type of stress intervention

The superleader approach is effective in that the leader creates

a positive atmosphere, promotes self-leading teams, provides appropriate reward and constructive reprimand, and fosters a corporate culture that contributes to high levels of performance

work related stress

accidents, absenteeism, employee turnover, loss of productivity, direct medical, legal, and insurance costs, workers' compensation awards, tort and federal employers' liability act (FELA) judgements

The purpose of transformational leadership is to

address the essential changes necessary to respond to an ever-changing, globally competitive environment.

Self-motivation

allows the manager to stay focused on the goal and desired outcome, overcoming negative emotional stimulus and accepting delayed gratification.

Emotional exhaustion results in .

apathy and loss of concern, a feeling that one has reached the "end of the rope." As emotional resources are depleted, health care professionals feel they cannot give of themselves at an emotional or psychological level

Technical skills

are controlled through clearly stated goals and measurable performance objectives.

Servant leadership focuses on the leader's development through

awareness and self-knowledge

Why is transformational leadership more suited for today and health services?

because it thrives on change and innovation

Individual Distress Consequences

behavioral- alcohol or drug abuse, eating disorders, violence psychological- burnout, family problems, anxiety physiological-heart disease, cancer, back pain

a significant relationship existed

between managers' perceived lack of autonomy (i.e., control) in decision making and stress-related illnesses.

Stress is inevitable, but the degree of experienced stress can be modified in two ways:

by changing the environment and/or by changing the individual.

As a result of the person's appraisal of the situation, one of three perceptual outcomes occurs.

challenge, threat, or harm/loss.

transactional leadership model is unable to account for the

complex motivations of health care providers, and it fails to build trust between the leader and the follower.

Leader behaviors include characteristics identified as

consideration and initiating structure.

an individual's assessment of the situation includes

demand appraisals or resource appraisals

initiating structure

denotes an emphasis on tasks and goals

The Joint Commission issued a 2008 standard requiring hospitals to

develop a disruptive behavior policy and provide necessary education about this topic

At the individual level,

elements of emotional intelligence can be identified, assessed, and upgraded.

the transformational style of leadership incorporates

emotion, values, and vision to motivate individuals and seeks to change the status quo

three dimensions associated with burnout:

emotional exhaustion, depersonalization, and diminished personal accomplishment.

Self-management

ensures that a manager can control his or her emotions to assist with the task at hand while focusing on the problem's solution.

Golembiewski's phase model suggests that employees who are suffering from burnout first

experience depersonalization, which induces feelings of inadequacy, followed by diminishing personal accomplishment, and ending with emotional exhaustion

At the group level, it means

fine-tuning the interpersonal dynamics that make groups smarter.

Mental processes .

have replaced the mechanistic tasks that must be carefully monitored and managed, meaning that critical decisions are arrived at through cognitive processes not controlled through clearly stated goals and measurable performance objectives

the leader—by words or action—

inspired others to achieve something beyond the ordinary by appealing to a goal worthy of human effort

self-awareness

involving self-understanding and knowledge of one's true feelings at any given moment.

Proactive coping

is defined as an effort to "build up" general resources that facilitate movement toward challenging goals and personal growth, such as hardiness training and learned optimism

Empathy

is the possession of the sense of what others feel and want while being sensitive to their needs.

Consideration

is the recognition that individuals have needs and require relationships

The distinction between the four perspectives of coping is highly useful because

it moves the individual's focus away from mere responses to negative events towards a broader range of risk and goal management that includes the active creation of opportunities and the positive experience of stress

Transactional behaviors are

largely oriented toward accomplishing the task at hand and maintaining good relations with those working with the leader by exchanging promises of rewards for performance

the first relationship between stress and personality is

linking coronary heart disease (CHD) and personality profiles

Transactional leaders seek to

maintain the status quo and reward subordinates for doing what is expected from them.

Servant leadership is an approach to

managing people that "begins with a clear and compelling vision that excites passion in the leader and commitment in those who follow"

Transactional leadership constitutes behavior that

operates through consideration and covenants between the leader and the follower.

Symbolic leaders disseminate information through

persuasive communication, especially through the use of stories, rites, and rituals, both current and past

Anticipatory coping

pertains to efforts to deal with an inevitable event that is certain to occur in the near future, such as public speaking, a job interview, or downsizing.

traditional managerial skills

planning, organizing, coordinating, directing, and controlling

The hardiness concept has been applied frequently to

prevent and alleviate stress at work

The health care industry is using what kind of strategy in regards to the envisioned future shortage of health care leaders due to an aging workforce?

preventive coping strategies

Preventive coping

refers to an effort to "build up" resistance resources, whereby the level of stress felt by an individual is reduced (minimizing severity of impact) if a critical event should occur in the future. For example, an individual returns to school to earn a master's degree in health administration or completes the requirements to become a board-certified health care executive in case of a possible job loss due to a merger or buyout.

Reactive coping

refers to efforts to deal with a stressful encounter that is either ongoing or has already happened, such as a job loss or demotion.

social skills

relate to one's ability to read and react to social situations while interacting with others and guiding and influencing the behavior of others.

At the organizational level, it means

revising the value hierarchy to make emotional intelligence a priority—in the concrete terms of hiring, training and development, performance evaluation, and promotions.

"I must follow the people. Am I not their leader?"

servent leadership

leader-coach first and the leader-expert second

servent leadership

three primary elements of an individual's explanatory style:

stability, globality, and locus of control.

Transformational leadership establishes

subordinate effort and performance that extends beyond that which occurs as a result of transactional leadership

transactional leaders influence followers through

task-focused behaviors; they clarify expectancies, rules and procedures, emphasizing a fair deal

Optimists

tend to attribute bad events to nonpersonal, nonpermanent, and nonpervasive factors

Pessimists

tend to attribute failure and negative events to permanent, personal, and pervasive factors.

Reactive coping may be referred to as

tertiary prevention

traditional leadership approaches lack

the depth of knowledge, skill, and ability required of today's leaders

Depersonalization is characterized by

the development of negative and cynical attitudes toward the workplace, as well as toward people with whom the employee interacts (patients and coworkers). Individuals distance themselves and see others as things or objects.

job demands-decision latitude model

the effects of job demands (psychological stressors in the work environment) on employee well-being are influenced by job decision latitude (i.e., the degree to which the employee has the potential to control his or her work)

Transformational leadership elevates the level of insight about the importance and value of outcomes through

the growth of subordinates by encouraging followers to question their own way of doing things

Diminished personal accomplishment is characterized by

the tendency to evaluate oneself negatively, including viewing oneself as performing poorly in the job—a job that is viewed as having no worth or meaning (low professional efficacy).

"Executive charisma isn't as much about you as about your effect on others and that comes not just from what you say and do but from what you don't say and don't do." True or false?

true

"IQ gets you hired, but EI gets you promoted." True or false?

true

"Managers are people who do things right and leaders are people who do the right things." True or false?

true

An employee's sense of loss of control is an important form of emotional stress. True or false?

true

An employee's work setting may create physical stress because of noise, lack of privacy, poor lighting or ventilation, and so forth. True or false?

true

Another dimension of personality that is related to stress is the perception of control . true or false?

true

At the individual level, one of the most well-documented techniques for reducing stress is through the relaxation response. True or false?

true

Barriers to financial and career advancement based on sex discrimination have been linked to more frequent psychological and physical symptoms, such as depression and increased blood pressure. True or false?

true

EI is more important than IQ. True or false?

true

Half of all working women will experience on-the-job sexual harassment at some point in their lives. True or false?

true

Individuals may perceive the same stressful situation differently on the basis of their cognitive appraisal; some individuals see a specific situation as a threat, whereas other individuals see the same situation as a challenge or opportunity. True or false?

true

Leaders must demonstrate increasing transformational skills while balancing the requirements of transactional management. True or false?

true

Managers need to be attentive to the fact that employees from ethnic minority groups may be more prone to stress than majority. True or false?

true

Optimism is not the same as the popular concept of "positive thinking." True or false?

true

Proper job design accommodates an employee's mental and physical abilities. True or false?

true

Servant leadership can build effective hospital-physician relationships. True or false?

true

Servant leadership is the emerging leadership paradigm for the 21st century for all corporations and institutions. True or false?

true

Stress has been called the "health epidemic of the 21st century." True or false?

true

Stress is a common phenomenon in today's workplace. True or false?

true

Stress is a complex and highly personalized process. True or false?

true

There has been a growing interest in the development of competencies since McClelland. True or false?

true

Transformational leadership is, without question, very well suited to the needs of today's economic, social, political, and technological conditions. True or false?

true

Women face gender-specific work stress. True or false?

true

charismatic leaders "deserve this label only if they create transformations in their organizations so that members are motivated to follow them and to seek organization objectives not simply because they are ordered to do so, and not merely because they calculate that such compliance is in their self-interest, but because they voluntarily identify with the organization, its standards of conduct and willingly seek to fulfill its purpose." True or false?

true

transformational leaders are

value-driven change agents who make followers more conscious of the importance of task outcomes. They provide followers with a vision and motivate them to go beyond self-interest for the good of the organization

presenteeism

which occurs when employees show up for work but are less productive because of illness

At the organizational level, when reactive or anticipatory coping occurs, managers' efforts are involved

with reducing the harm or loss to the organization.

an ideal, transformational leader:

• Possesses an ability to organize teamwork. • Possesses a clear vision. • Teaches others to succeed and mentors others. • Takes risks and encourages others to do so. • Develops and maintains excellent interpersonal relationship skills. • Possesses credibility, honesty, and integrity. • Embraces and drives change. • Strives for excellence and continuous improvement. • Possesses excellent communication skills. • Exhibits a passion for work. • Maintains a focus on the organizational mission.

The ethical charismatic leader:

• Uses power to serve others; • Aligns vision with followers' needs and aspirations; • Considers and learns from criticism; • Stimulates followers to think independently and to question the leader's view; • Uses open, two-way communication; • Coaches, develops, and supports followers; shares recognition with others; • Relies on internal moral standards to satisfy organizational and societal interests.