Leadership Exam 1

Managers

1. Are assigned a position by the organization 2. have legitimate source of power due to authority from their position 3. have specific duties and responsibilities per their position 4. emphasize control, decision making, decision analysis, results 5. manipulate people, the environment, money, time and other resources to achieve the organizational goals 6. have a greater formal responsibility and accountability than leaders 7. direct willing and unwilling subordinates

JCAHO Standards

2009 Calls for codes of conduct and processes for managing disruptive behavior Holding hospital organizations accountable

LEADERSHIP STYLES

AUTHORITARIAN/AUTOCRATIC Leader makes decisions independently of the input or participation of others. Authoritative style Traditional approach "Decide and announce" approach Appropriate in crisis situations or when groups require this decision making style (I.E. NOVICES) strong control is maintained over work group others are motivated by coercion others are directed with commands communication flows downward decision making does not involve others Criticism is punitive Emphasis is on difference in status "I" and "You" 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. DEMOCRATIC/PARTICIPATIVE Leader makes decisions by involving the appropriate personnel in the decision making process. Appropriate when conflict is likely to occur, when the problem is unstructured or the leader needs input from others to solve the problem Participative or democratic style, appropriate for groups who work together for for extended periods. May be less efficient quantitatively than authoritative leadership. This approach takes more time but generally followers are more supportive of these approaches - encourages buy-in Less control is maintained Economic and ego awards are used to motivated others are directed through suggestions and guidance communication flows up and down decision making involves others emphasis is on "we" rather than "I" and "you" Criticism is constructive LAISSEZ-FAIRE French word - means "Let it Be" a policy or attitude of letting things take their own course, without interfering. Permissive with little or no control. Motivates by support when requested by the group or individuals Provides little or no direction Uses upward and downward communication between members of the group Disperses decision making throughout the group laces emphasis on the group Does not criticize A non-authoritarian leadership style in which leaders try to give the least possible guidance to subordinates. Laissez-faire leaders believe that people excel when they are left alone to respond to their responsibilities and obligations in their own ways. Laissez-faire leadership can be effective in situations where group members are highly skilled, motivated and capable of working on their own. Not ideal in situations where group members lack the knowledge or experience they need to complete tasks and make decisions. Researchers have found that this is generally the leadership style that leads to the lowest productivity among group members. Not effective for many workers Some people are not good at setting their own deadlines, managing their own projects and solving problems on their own. In such situations, projects can go off-track and deadlines can be missed when team members do not get enough guidance or feedback from leaders. May be very effective in very creative enterprises such as advertising, scientific discovery/researchers, entrepreneurial start-ups, software or high-tech companies

Conflict

Can be a strategic tool when addressed appropriately Can develop and strengthen human relationships May stimulate growth, creativity and change. May contribute to a problem solving atmosphere, strong team spirit and motivate workers

Facilitating problem solving and decision making

Formal processes and structure can provide a framework for successful decision making and applying critical thinking skills. Reduces trial and error or "rule of thumb" methods Increases probability that appropriate decisions will be made Force decision makers to be specific about options and to separate probabilities from values

Biases Affecting Decision Making

Gender Values Life Experiences Individual Preference Thinking Skills/Style

Individual Roles

Goal: Group leader should manage these roles Aggressor Expresses disapproval of others' values or feelings Blocker Persists in expressing negative points of view and brings up "dead" issues; blocks group process Recognition Seeker Works to focus attention on self which can block group process Self-confessor Uses the group setting as a forum for personal expression Playboy Uninterested and uninvolved, often cynical and plays around Dominator Attempts to control and manipulate the group Help Seeker Manipulates sympathy from other group members Special Interest Pleader Cloaks personal prejudices or biases by acting like he is speaking for other

Successful Decision Making

Must include several critical elements Define objectives clearly. Gather data carefully. Generate many alternatives. Think logically. Choose and act decisively.

21st Century Leadership Paradigms

Servant Leadership Emotional Intelligence Cultural Bridging

An efficient and productive group must provide:

What it takes to do their work in the group What it takes to strengthen and maintain the group **What members do to serve group needs may be called functional or task roles.

Ombudspersons

generally hold an official title as such within an organization. their function is to investigate grievances filed by one party against another and to ensure that individuals involved in conflicts understand their rights as well as the process that should be used to report and resolve the conflict.

internal climate and external climate in communication

internal: includes internal factors such as the values, feelings, temperament, and stress levels of the sender and receiver external: includes external factors such as the weather, temperature, timing, status, power, authority, and the organizational climate itself

Human capital

referes to the attributes of a person which are productive in some economic context. Would refer to the collective group knowledge or experience

Bullying

repeated, offensive abusive intimidating or insulting behaviors

communication modes

written: (memos, reports, emails, texting) allow for documentation. open to various interpretations and can take a lot of managerial time. face-to-face: oral communication is rapid but may result in fewer people receiving the info than necessary. Telephone: rapid and allows the receiver to clarify the message at the time it is given.. Does not allow for the receipt of nonverbal messages for either the sender or receiver. Accents may be a barrier. Nonverbal: facial expression, silence, body movements, and gestures. Considered more reliable than verbal communication because it conveys the emotional part of the message.

Common Conflict Resolution Strategies

1. Avoiding-Withdrawing/not participating in the conflict Advantages Allows for reflection and delayed action Postpones issues until a better time Works in no-win situation Disadvantages-If not dealt with in a timely manner the conflict may escalate 2. Accommodating-People neglect their own needs, goals and concerns while trying to satisfy those of others Advantages-May be helpful in building relationships as long as the other party reciprocates and there is give-and-take Disadvantages Can build disappointment and resentment if the other party gets nothing in return 3. Smoothing-one party attempts to pacify another or focus on agreements rather than disagreements - tries to smooth things over Advantages-can get people to cooperate with one another temporarily Disadvantages-rarely results in resolution of the actual conflict 3. Competing-People pursue their own needs at the expense of others Advantages-Can spur others to achieve goals Disadvantages-Can generate ill will among groups Can trigger defensive or aggressive action 4. Compromising-involves assertiveness and cooperation on the part of all arties involved in the conflict. Use negotiation and give-and-take. Advantages-Creates a middle ground (each side is appeased to some degree) Supports a balance of power Disadvantages Not all needs or concerns are satisfied 5. Collaborating-people work creatively and openly to find the solution that most fully satisfies all important concerns and goals to be achieved. Advantages Action plans are mutually understood and implemented, "all on same page" Usually well supported because of buy-in Disadvantages Very time consuming Not all parties (or leaders) have the needed skills

Key Practices in Transformational Leadership

1. Challenges processes 2. Inspiring a shared vision - shared goals acceptable and desirable to all 3. Enabling others to act- fostering collaboration, trust, and the sharing of power 4. Modeling the way- requires value clarification and self-awareness so that behavior is congruent with values 5. Personal connections-recognize, appreciate, and celebrate followers and the achievement of shared goals

Stages of the conflict process

1. Latent Conflict: implies the existence of antecedent conditions such as short staffing and rapid change. Conditions are ripe for a conflict but one may not ever occur. 2. Perceived conflict: The person recognizes the conflict logically and impersonally as occurring. Sometimes it can be resolved at this stage before it is internalized or felt. Ask the person if you're perceiving things correctly. (it is possible to perceive conflict but have no emotion attached to it, only as a problem to be solved) 3. Felt conflict: occurs when the conflict is emotionalized. Felt emotions include hostility, fear, mistrust. and anger. ( person can feel the conflict but not perceive the problem/identify what is upsetting them) 4. Manifest conflict/overt conflict: action is taken. The action may be to withdraw, compete, debate, or seek conflict resolution. 5. Conflict aftermath: positive or negative depending on how the conflict was managed.

Leaders

1. Often do not have position authority, but obtain power through other means such as influence 2. Have a wider variety of roles than managers 3. May or may not be part of the formal organizations hierarchy 4. emphasizes interpersonal relationships 5. have goals that may or may not reflect those of the organization 6. focus on group process, information gathering, feedback and empowering others 7. direct willing followers

Group

A number of individuals assembled together or having some unifying relationship Examples of groups: All the parents in an elementary school, all the students in a University All teams are groups in the sense that they are an assembly of people, however, a group is not necessarily a team. The distinguishing factor is that the team has a specific activity that they must do.

Team

A number of persons associated together in a specific work or activity. Examples of teams: all the players on baseball team, all of the nursing staff on a shift in a specific nursing unit, all of the people on a task force in a hospital appointed to All teams are groups in the sense that they are an assembly of people, however, a group is not necessarily a team. The distinguishing factor is that the team has a specific activity that they must do.

Thought leadership

Applies to a person who is recognized among his or her peers for innovative ideas and who demonstrates the confidence to promote these ideas. 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. Ideas are typically future oriented and make a significant impact, generally problem oriented.

Types of Communication styles

Assertive Expressing self in a clear, direct, honest and appropriate manner Uses "I" statements Aggressive Expressing self in a direct, threatening and condescending manner Infringes on another person's rights and personal space Oriented toward winning at all costs Often get what you want because others are afraid to stand up to you Alienates others Passive-Aggressive Delivering an aggressive message in a passive manner Usually involves limited verbal exchange often with non-congruent verbal behavior Person feigns withdrawal in order to manipulate the situation i.e. may say yes when they want to say no or be sarcastic or complain about others behind their backs Will damage relationships over time Undercuts mutual respect

Nursing Process

Assess, Diagnosis, Plan, Implement and Evaluate Strength - has multiple mechanisms for feedback and input to facilitate decision making Weakness - Does not specifically require that the problem solver states the overall goal or objective Not a leadership and management decision making model but it has many components of such models

Negative Communication Techniques

Blocking Responding with noncommittal or generalized answers Shuts down the sender Avoid conflicting messages ****Verbal and nonverbal communication should match in order to be effective****

Conflict resolution strategies

Compromising: each party gives up something it wants of equal value (win-win) Competing: when only one party pursues what it wants at the expense of others (win-lose). Not always bad. Managers may use this when a quick or unpopular decision needs to be made. It is also appropriate when one party has more info or knowledge about a situation than the other. Also, when an individual needs to resist unsafe patient care policies or procedures, unfair treatment, abuse of power, or ethical concerns Cooperating/ accommodating: One party sacrifices his/her beliefs and allows the other party to win. The person accommodating typically expects some sort of payback from the winning party in the future. The actual problem is usually not solved in this win-lose situation Smoothing: when one party in the conflict attempts to pacify the other party or to focus on agreements rather than differences. The emotional component of the conflict is minimized. It rarely results in resolution of the actual conflict. Avoiding: the parties are aware of conflict but choose not to acknowledge it or attempt to resolve it. May be indicated in trivial disagreements, when the cost of dealing with the conflict exceeds the benefits of solving it, when the problem should be solved by other people than you, when one party is more powerful than the other, or when the problem will solve itself. Avoidance and withdrawal are the most common strategies used by nurses. Collaborating: assertive and cooperative means of conflict resolution that results in a win-win solution. All parties set aside their original goals and work together to establish a priority common goal. This is rare when there is a wide difference in power between the people involved. Best method! (negotiation is similar) Lateral violence: destructive behavior between nurses, most common with nurses due to generational issues.

Effective Conflict Resolution and Negotiation

Conflict Opposing thoughts Differences in ideas, values, or feelings Causes Ineffective communication/unclear expectations Lack of resources Incompatibility of individuals Changes in management/staffing Poorly defined organizational structure/role expectation Diversity related to age, gender, race, or ethnicity

What is the difference between decision making and problem solving?

Decision Making: A complex, cognitive process often defined as choosing a particular course of action, always more than one possible course of action, and the decision maker must choose between the alternatives. Decision making involves choosing a particular course of action Decision making often is triggered by problem solving but does not always focus on eliminating the underlying problem Problem Solving: Is part of decision making and is a systematic process that focuses on analyzing a difficult situation. Always includes a decision making step. Begins with a fixed goal and ends with an evaluation process. Problem solving focuses on identifying the root cause or issue in a situation

What factors can contribute to conflict?

Definition: Originates with differences in objectives, values, efforts and interests between individuals. Distrust Value differences Role ambiguities Power issues Inequalities Age differences

Managerial Decision-Making

Determine the decision and the desired outcomes - set objectives. Research and identify options. Compare and contrast these options and their consequences - SWOT (Strengths, Weaknesses, Opportunities, Threats). Make a decision. Implement an action plan. Evaluate results. Addresses the weakness in the traditional/generic problem solving model - Has the initial objective setting step 1. In the first step, problem solvers must identify: the decision to be made who needs to be involved in the decision making process the timeline for the decision The goals or outcomes that should be achieved. Identifying objectives to guide the decision making help the problem solver determine which criteria should be weighted most heavily in making their decision. Most important decisions require this careful consideration of context. 2. In step 2, problem solvers must attempt to identify as many alternatives as possible. 3. In step 3, alternatives are analyzed using some sort of SWOT analysis S-Strengths W-Weaknesses O-Opportunities T-Threats 4. In step 4, alternatives are rank ordered based on the analysis done in step 3 so that problem solvers can make a choice. 5. In step 5, a plan is created to implement desirable alternatives or combinations of alternatives. 6. In the final step, step 6, challenges to successful implementation of chosen alternatives are identified and strategies are developed to manage these risks. An evaluation is then conducted of both process and outcomes criteria, with some outcomes criteria typically reflecting the objectives that were set up in step 1.

LEADERSHIP THEORY

Developed as a system of knowledge to uncover the traits and behaviors of leaders who were considered successful at influencing situations, people and events to achieve organizational goals, particularly productivity. Taylor-Scientific Management Theory Proper management practices and organization of work will increase efficiency and productivity of an organization Design work to be most efficient. Use experienced workers and time and motion studies. Workers will be hired, trained and promoted based on technical competence and abilities. Use economic incentives for workers to be more productive - pay by the work or pieces of work rather than hourly wage. This will make workers feel appreciated and help them fit in. Employ the manager to plan, prepare and supervise and the workers to do the work.

emotional intelligence theory

EI refers to the ability to perceive, understand, and control one's own emotions as well as those of others. EI develops with age and consists of 3 mental processes: Appraising and expressing emotions in the self and others Regulating emotion in self and others Using emotions in adaptive ways 5 components of emotional intelligence: Self awareness- the ability to recognize and understand one's moods, emotions, and drives as well as their effects on others Self regulation- the ability to control or redirect disruptive impulses or moods as well as the propensity to suspend judgment Motivation- a passion to work for reasons that go beyond money or status; a propensity to pursue goals with energy and commitment Empathy- the ability to understand and accept the emotional makeup of other people Social skills- proficiency in handling relationships and building networks; an ability to find common ground

The two types of decision makers

Economic man: makes decisions in a very rational manner, has complete knowledge of the problem or decision situation, has a complete list of possible alternatives, has a rational system of ordering preference of alternatives, selects the decision that will maximize utility Administrative man: makes decisions that are good enough, because complete knowledge is not possible, knowledge is always fragmented, because consequences of alternatives occur in the future, they are impossible to predict accurately, usually chooses from among a few alternatives, not all possible ones, the final choice is satisfactory rather than maximizing. Never has complete knowledge and generates fewer alternatives. (Most management decisions are made using the administrative man model_

Group Building and Maintenance Roles

Encourager Accepts and praises contributions; Cheerleader Harmonizer Keeps the peace, mediates conflict Compromiser Yields their position in a conflict Gatekeeper Promotes communication and participation by all members Standard Setter Evaluates whether meeting standards of group process Group Commentator Records group process and provides feedback Followers Listens to discussions and decisions & accepts group's ideas

Examples of Incivility

Eye rolling and sarcastic comments Bullying and taunting Undermining the work of others Racial or ethnic slurs Losing one's temper Verbal harassment or intimidation

Stages of Team Development

Forming: Group is eager "What's the purpose?" Group is learning, but uncertain Group is dependent on: Leadership & Establishment of roles & Clarity of expectations Testing occurs to identify boundaries of interpersonal behaviors, testing occurs to identify the tasks, appropriate rules, and methods suited to the task's performance Storming: Reality has set in People make suggestions for tasks, but do not take ownership People don't take responsibility for problems Need to review expectations, encourage each other and stay motivated Resistance to group influence is evident as members polarize into subgroups; conflict ensues and member rebel against demands imposed by the leader, resistance to task requirements and the difference surface regarding demands imposed by task Norming: I" to "We" shift Tone of group changes - Have smiling, joking AND Achieve level of comfort with each other People volunteer for tasks instead of just giving suggestions It's critical that conflict/disagreement be tolerated and allowed Consensus evolves as group cohesion develops; conflict and resistance are overcome, cooperation develops as differences are expressed and resolved Performing: Group on task, working optimally Morale is high Members supportive and appreciative of each other Roles diminish, participation is encouraged by all, roles become flexible and functional Expectations may rise—manage them interpersonal structure focuses on task and its completion; roles become flexible and functional; energies are directed to task performance, problems are solved as the task performance improves, constructive efforts are undertaken to complete task; more of group energies are available for the task. Adjourning/termination: This stage may not apply to all groups Or may apply only at certain times for some groups i.e. when some members leave group. Leader guides members to summarize, express feelings and come to closure. Evaluate the process and outcomes of the group. May have mixed emotions - satisfaction with work completed and sadness that group is disbanding. leader guides members to summarize, express feelings, and come to closure.

GRRRR listening tool

GREETING: offering greetings and establish positive environment RESPECTFUL listening: listen without interrupting and pause to allow others to think REVIEW : summarize message to make sure i twas heard accurately RECOMMEND or request more information: Seek additional info as necessary REWARD: Recognize that a collaborative exchange has occurred by offering thanks

Proxemics

How space and territory affect communication. Distance increases power and status on the part of the manager.

Traditional Problem-Solving Process

Identify the problem. Gather data to analyze the causes and consequences of the problem. Explore alternative solutions. Evaluate the alternatives. Select the appropriate solution (the decision making step). Implement the solution. Evaluate the results. Weaknesses - lots of time needed for proper implementation; less effective when time constraints present; lacks an initial objective setting step

Group Task Roles

Initiator Proposes or suggests group goals or redefines the problem May be more than one Information Seeker Searches for a factual basis for the group's work Information Giver Offers opinions of what should be i.e. group values Opinion Seeker Seeks opinions that clarify or reflect member suggestions i.e. group values Elaborator Gives examples or suggestions and ways these things could work Coordinator Clarifies and coordinates group activities Orienter Summarizes actions, keeps group on track when they stray from predetermined goals or actions Evaluator Questions group accomplishments - did we meet what we said we would do and did we follow our rules? Energizer Moves the group along, keeps the energy and productivity up Procedural Technician Arranges the environment for group meetings or functions Recorder Keeps records of the group's activities and accomplishments Includes time keeper role

Technology and Communication

Internet/Networked systems Potential for instant information access and exchange Dr. Google Social Media Can improve provider-to provider communication and coordination of patient Can cause distractions and interruptions HIPAA EHR PHR

Categories of conflict

Intrapersonal Occurs within a person when confronted with the need to think or act in a way that seems at odds with one's sense of self Interpersonal Occurs when there are conflicts that focus on a difference of opinion, priority or approach with others Organizational Occurs when there is discord about policies and procedures, personal codes of conduct, or accepted norms of behavior and patterns of communication Examples: Intrapersonal - taking risks to confront people when needed (change in practice), conflicts between personal and professional priorities (NM struggle with return to school for advanced degree or start a family? Nurses must be skilled at all types of conflict resolution Role model behavior for others Assist colleagues and staff to work through intra and interpersonal conflict Assist patients and families to work through intra and interpersonal conflict

Critical Thinking

Involves conceptualizing, applying, synthesizing and evaluating information. Clinical reasoning is an example

Types of followers based on their level of engagement

Isolates: little interest or attachment to workplace. don't get involved or very little involvement. Stay isolated and usually alone when they can. These folks tend to have low levels of engagement and are poor followers. Bystanders:get involved but hesitate. May hang back and watch before attempting to be engaged or involved with others. Have attachment to group and will follow the leader if people nurture them and reach out to them. Participants: engaged, makes impact on the unit.folks who are engaged an interested in working with others and supporting the leader. Good followers. Activists:high level of workplace and interpersonal engagement. These folks actively reach out to others and can assist the leader to bring others along to support new ideas or initiatives. High impact on the work group. Diehards: these folks have the highest level of engagement. They are very highly engaged and committed to the workplace and their co-workers and leaders. These are great folks for the leader to tap into to convince others to get on-board. Have very high impact in the work group.

Left brain vs. right brain thinkers

Left brain: analytic, typically better at processing language, logic, numbers and sequential ordering. Do well in mathematics, reading, planning and organizing right brain: creative and intuitive, excel at nonverbal ideation and holistic synthesizing . better at handling images. music, colors, and patterns.

Characteristics of an effective team

Mutual agreement and identification with respect to task Mutual trust and support Management of human differences Values and goals of the group and members are the same Group leads itself ...

Transformational

Non traditional boss Leads based on a vision that changes the framework of the organization for employees Committed, has a vision, and is able to empower others with their vision Leader communicates with employees creating emotional engagement Leader motivates employees by articulation of an inspirational vision Leader encourages innovative thinking by individual consideration of each employee Leader behaviors: charismatic, inspiring and motivating, intellectual stimulation, individualized consideration, identifies common values, caretaker, inspires others with vision, has long-term vision, looks at effects, empowers others. Effect on follower: increased loyalty, increased commitment, challenging and meaningful work, coaching and mentoring, feel valued Organizational outcomes: increases loyalty, increased commitment, increased morale and performance *Need a mixtures of transactional and transformational to be present at varying degrees

Communication & Gender

Not all men and women fall into the specific male or female general stereotypes regarding communication However, gender differences do occur as a result of socialization - men and women solve problems, make decisions and communicate from different perspectives In general, boys traditionally taught to be tough & competitive vs. girls taught to be nice and avoid conflict Men typically use communication as a tool to deliver information whereas women value the process of communication itself. This can create a mismatch Example: Female nurse wants to tell a detailed story about her patient's experience when she calls the male MD about her patient's pain/Male MD just wants the facts

Managing Conflict

Nurse: Nurse Staff nurses tend to use avoidance and accommodation Nurse-leader: Nurse Nurse leaders tend to use compromise despite the benefits gained from collaboration Nurse: Physician Don't routinely use collaboration even when it is needed Often influenced by power, lack of clarification between roles and overlapping nature of their jobs What can nurse leaders do to help with managing conflict? Create a practice environment that fosters open communication and collaboration 1. Encouraging positive working relations among groups of healthcare providers requires skills in effective conflict resolution. 2. Nurse leaders can help empower their nurses by coaching them and role modeling effective ways to manage conflict collaboratively

Passive communication

Occurs when a person suffers in silence though he or she might feel strongly about the issue, avoid conflict=eventual explosion

when can confidentiality be legally breached?

Only when one provider must share info about a patient so that another provider can assume care.

Too little conflict results in what?

Organizational stasis

Management process

Planning: encompasses determining philosophy, goals, objectives, policies, procedures, and rules: carrying out long- and short-range projections; determining a fiscal course of action; and managing planned change. Organizing: includes establishing the structure to carry out plans, determining the most appropriate type of patient daredevilry, and grouping activities to meet unit goals. Other functions involve working within the structure of the organization and understanding and using power and authority appropriately Staffing: functions consist of recruiting, interviewing, hiring, and orienting staff. Scheduling, staff development, employee socialization, and team building are often included Directing: sometimes includes several staffing functions. However, this phases functions usually entail human resource management responsibilities, such as motivating, managing conflict, delegating, communicating, and facilitating collaboration. Controlling: functions include performance appraisals, fiscal accountability, quality control, legal and ethical control, and professional and collegial control.

Civility Promotes Safety

Promote a culture of safety Zero tolerance for destructive behaviors Swift and immediate action for violations Assist nurses with development of safety strategies Training in conflict resolution Preventing violence Risk assessments particularly in highest risk areas (ED, psychiatry, geriatrics)

Five distinguishing characteristics of the authentic leader

Purpose: authentic leaders understand their own purpose and passions as a result of ongoing self-reflection and self-awareness Values: they link between purpose and passion by having congruence in beliefs and actions Heart: care for themselves and the people they lead, and their compassion is genuine Relationships: value building relationships and establishing connections with others, not to receive rewards but rather to strengthen the human connection Self-discipline: practice it by incorporating balance into their personal and professional lives

Leadership in Nursing

Situational or Contingency Theories Leadership Approaches Transactional Transformational

Four Distinct Generational Groups

TRADITIONALIST Born before mid-1940's (age 72+) "Oldest surviving generation" Follow rules Value authority More formal in communication, dress, appearance Follow the chain-of-command Tradition is important to them BABY BOOMERS Born between the mid-1940s and the mid-1960s (age 52-71) Grew up in a era of prosperity Questioned political policy, authority and social mores but developed strong work ethic, self-directed Expect a similar commitment from younger generations Prefer a direct, formal and personable approach GENERATION X Born between the mid-1960s and 1980 (age 37-52) Formative years often fraught with insecurity (divorce, AIDS) Grew up in a technology-based society Used to rapid information Value autonomy in their work and life but also value teamwork Prefer to be highly involved in decision making regarding their health GENERATION Y/MILLENIALS Born between 1981-2000 (age 17-36) Very diverse group More globally focused Many exposed to non-traditional families Comfortable with technology and diversity Value inclusion and team effort Focused on cohesiveness and peers Value immediate feedback Homelanders Born 2001 or later (age 16 and under) Future work force Growing up in a time of financial and political uncertainty Role in workplace remains to be seen

Situational Leadership Styles

Telling/Directing (Autocratic in nature) Used for followers unable and unwilling or insecure about performing an assigned task. Selling/Coaching (Somewhat democratic) Used for followers unable but willing or confident in performing a task. Participating/Supporting (Democratic) Used for followers that are able and willing and have confidence in performing a task. Delegating/Monitoring (May be highly Democratic or even Laissez-faire) Used for followers fairly sophisticated in task and willing and able to perform the task.

Management vs Leadership

The debate continues... Management A formal or assigned role with specific duties Leadership May be formal or informal; influential; have willing followers

Human relations era

The industrial revolution resulted in greater members of relatively unskilled laborers working in large factories on specialized tasks. Thus, management scientists and and theorists began to look at the role of workers satisfaction in production. Developed the concepts of participatory and humanistic management, emphasizing people rather than machines.

A leadership exchange involves 3 basic elements:

The leader, including his or her personality, perceptions and abilities The followers, with their personalities, perceptions and abilities The situation within which the leader and the followers function, including formal and informal group norms, size and density.

Group Dynamics-Definition

The study of groups and teams and also a general term for group processes (the way groups and team work). Because they interact and influence each other, groups develop a number of dynamic processes that separate them from a random collection of individuals. Some of these processes include norms, roles, relationships and development.

How to Build a Culture of Civility

Think before you speak Identify your own emotional triggers Ignore rumors and gossip Avoid the blame-game Perform random acts of kindness Say thank-you regularly Share credit with others

The 4 principles of scientific management according to Frederick Taylor, the father of scientific management

Traditional "rule of thumb" means of organizing work must be replaced with scientific methods. By using time and motion studies and the expertise of experienced workers, work could be scientifically designed to promote greatest efficiency of time and energy. A scientific personnel system must be established so that workers can be hired, trained, and promoted based on their technical competence and abilities. Each employees abilities and limitations could be identified so that the worker could be best matched to the most appropriate job Workers should be able to view how they "fit" into the organization and how they contribute to overall organizational productivity. This provides common goals and a sharing of the organizational mission. Financial incentives could be a reward for work accomplished because humans are viewed as economic animals The relationship between managers and workers should be cooperative and interdependent, and the work should be shared equally.

Transactional

Traditional boss Superior makes decisions with little or no input from subordinates Concerned with day-to-day operations Relies on the power of organizational position and formal authority to reward and punish performance Followers usually well aware of the rules and what will happen next High performing employees are rewarded and low performing employees are penalized Leader behaviors: contingent reward, punitive/rules, management by exception (active and passive) Focuses on management tasks, committed, uses trade offs to meet goals, does not identify shared values, examines cases, uses contingency reward Effect on follower: Fulfills contract or gets punished, does work, gets paid, errors corrected in a reactive manner Organizational outcome: Work is supervised/rules, deadlines are met, low to stable levels of commitment Contingent reward - quid pro quo I do this, you do that Manages by exception monitors performance and takes action when correction needed, intervenes only when problems exist Work is completed according to the rules

Acceptable problem solving models

Traditional problem solving model: effective model thats weakness lies in the amount of time need for proper implementation and less effective when time constraints are a consideration. Another weakness is lack of an initial objective-setting step Managerial decision making model aka rational decision making model: in the first step, problem solvers must identify the decision to be made, who needs to be involved in the decision process, the timeline for the decision, and the foals or outcomes that should be achieved. This helps the problem solver determine which criteria should be weighted most heavily in making their decision. The nursing process: developed by Ida Jean Orlando. Assess, Diagnose, Plan, Implement, Plan. Greatest strength: its multiple venues for feedback, weakness: not requiring clearly stated objectives Integrated ethical problem solving model: provides a structured approach to problem solving that includes an assessment of the problem, problem identification, the analysis and selection of the best alternative, and a means for evaluation.

Level 5 leadership

Truly great organizations typically have leaders who possess the qualities found in all five levels. Level 1: Highly capable individual- leader makes high-quality to their work; possesses useful levels of knowledge; and has the talent and skills needed to do a good job. Level 2: Contributing Team member- leader uses knowledge and skills to help their team succeed; works effectively, productively, and successfully with other people in their group Level 3: competent manager- leader is able to organize a group effectively to achieve specific goals ad objectives Level 4: Effective leader- leader is able to galvanize a department or organization to meet performance objectives and achieve a vision Level 5: Great leader- leader has all of the abilities needed for the other four levels, plus unique blend of humility and will that is required for true greatness.

Situational or Contingency Leadership Theory

Two principles 1. There is no one best way to lead. 2. Leadership style should vary according to the internal and external variables in the situation, the individual involved and the task. Any decision making style can be used appropriately or inappropriately. The situation and circumstances should dictate which decision making style is most appropriate.

Types of Communication

Verbal Most common Involves talking and listening Must pay attention to tone/inflection of spoken word & the attitude Being aware of and learning to understand the concept of attitude is key to effective communication Attitude involves a predisposition or tendency to respond in one way or another Non-Verbal Involves many factors that either confirm or deny the spoken word. Considered more reliable than verbal because it conveys the emotional part of the message. Direct - Facial expression, eye contact, posture and body movement Indirect - dress, lifestyle, physical presentation Never presume that these nonverbal cues do not influence the quality of communication Written and electronic Lacks those verbal and nonverbal cues Must be accurate and concise Must pay attention to detail Once written down/typed can be saved forever...easily retrieved Have to maintain confidentiality Special considerations with written and telephone communication Don't have non-verbal cues so must be careful that you are sending the correct message ESPECIALLY with emotionally charged issues!

Role of Team Leader

What are the responsibilities, or roles, of a team leader? Ensure logistics Ensure completion of tasks Monitor and create workplans and agendas Focus on content Facilitate group process Don't solve the group's problems

Poorly Managed Conflict

What happens when conflict is poorly managed or it escalates? Lateral Violence Bullying Incivility or Violence Hader (2008) studied violence toward nurses in the health setting Verbal abuse most common 53.2% from patients, 51.9% from other nurses, 49% of the time from physicians Can lead to aggressive and destructive behavior Bullying and violence has been found to be pervasive and long standing in Nursing. Only recently has it come to the forefront and is being openly discussed. Is now on the radar for nurse leaders and hospital administrators.. Lateral Violence aggressive and destructive behavior or psychological harassment of nurses against each other (Woelfe & McCaffrey, 2007) Bullying Involves a real or perceived power differential between the instigator of the aggressive and destructive behavior and the recipient Nurse-Nurse Verbal Abuse is Most common Unresolved conflicts can lead to hostile work environment Generational issues i.e. new grad vs. older, experienced nurse

arbitration

When mediators are unable to help conflicted parties come to an agreement. It is a binding conflict resolution process in which the facts of the care are heard by an individual who makes the final decision for the parties in conflict.

What does problem solving always include?

a decision making step and attempts to identify the root problem in situations

Confirmation biases

a tendency to affirm one's initial impression and preferences as other alternatives are evaluated

Passive-aggressive communication

aggressive message presented in a passive way. Generally involves limited verbal exchange (often with incongruent nonverbal behavior) by a person who feels strongly about a situation. The person feigns withdrawal in order to manipulate a situation.

Authentic leadership

aka congruent leadership suggests that in order to leave, leaders must be true to themselves and their values and act accordingly. It differs somewhat from more traditional transformational leadership theories, which suggest that the leader's vision or goals are often influenced by external forces and that there must be at least some "buy-in" of that vision by followers. In authentic, it is the leader's principles and their conviction to act accordingly that inspire followers. They realize their own true nature.

The Great Man Theory

asserts that some people are born to lead, wheres others are born to be led. It suggests that great leaders will arise when the situation demands it

Trait theories

assumes that some people have certain characteristics or personality traits that make them better leaders than others.

Beauty is beastly effect

attractive females using transformational leadership skills struggled more than less attractive females to gain follower support and trust

Incivility

behavior that lacks authentic respect for others that requires time, presence, willingness to engage in genuine discourse and intention to seek common ground.

emotional literacy

being self aware about one's emotions and recognizing how they influence subsequent action

Quantum leadership

builds upon 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. Is especially true during periods of rapid change and needed transition. This 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.

due process hearing

court hearings which focus on evaluating and resolving conflicts through discovery, presentation of evidence, sworn testimony including that of expert witnesses and cross examination.

Aggressive communication

direct, threatening, condescending. infringes on another person's rights and intrudes into that person's personal space Payoff: you often get others to do what you want because they are afraid to stand up to you

heuristics

discrete, unconscious processes known as heuristics, which allows people to solve problems more quickly and to build upon experiences they have gained in their lives. Uses trial and error methods or a rule of thumb approach to problem solving, rather than set rules

Organizations and their leaders have 4 developmental levels and these levels influence productivity and worker satisfaction

first level: reactive- the reactive leader focuses on the past, is crisis driven, and frequently abusive to subordinates Responsive: the leader is able to mold subordinates to work together as a team, although the leader maintains most decision making responsibility Proactive: the leader and followers become more future oriented and hold common driving values. Management and decision making are more participative High performance teams: maximum productivity and worker satisfaction are apparent

Decision making doesn't do what?

focus on eliminating the underlying problem, instead, a decision is made not to problem solve

Strengths based leadership

focuses on the development or empowerment of workers' strengths as opposed to identifying problems, improving underperformance, and addressing weaknesses and obstacles. For example: paying attention to multiple points of view, searching for common ground, making continuous learning in the workplace a priority and promoting collaborative relationships.

Interpersonal conflict

happens between 2 or more people with differing values, goals, and beliefs and may be closely linked with bullying, incivility, and mobbing.

Hawthorne effect

indicated that people respond to the fact they are being studied, attempting to increase whatever behavior they feel will continue to warrant the attention

Industrial age leadership to relational age leadership

industrial age leadership focused primarily on traditional hierarchical management structures, skill acquisition, competition and control. Skills traditionally associated with management. -technical skills, command and control, gaining advantage, competition, gathering facts, what you have (wealth), hierarchy (top down), leadership: position Relationship age leadership focuses primarily on the relationship between the leader and his or her followers, on discerning common purpose, working together cooperatively, and seeking info rather than wealth. Servant leadership, authentic, human and social capital, and EI are all relationship centered theories. -people skills, invitation and interdependence, discerning purpose, cooperation, finding meaning, what you know (info),circular (egalitarian), leadership: trusteeship

Effective communication

is a dynamic process -Involves a response (feedback) -Is influenced by the method of delivery -Many other subcomponents influence communication *VARIABLES AFFECTING COMMUNICAITON* -Interpretation of the message: Can be influenced by many factors. Because of the interactions of these factors, the sender's message may mean to the receiver something that was entirely unplanned or unexpected by the sender. -Context (environment, background, circumstances)Refers to the entire situation relevant to the communication, such as the environment, the background, and the particular circumstances that lead to the discussion. The environment can denote physical surroundings and happenings and the emotional conditions involved in the communication. -Precipitating events: The event or situation that prompted the communication. The precipitating event is a single specific event whereas context describes the whole ambiance of the situation and all of the circumstances that have led to the precipitating event. -Preconceived ideas -Perceptions and Biases: Preconceived ideas or awareness of something These can have a profound effect on the quality of the communicaiton -Style: This involves the manner of conveyance of the message i.e. open or closed statements, body language, intonation of voice, vocabulary, jargon, etc.

Integrated leader-managers

it is important for nurses to develop skill in both leadership roles and management functions. For managers and leaders to function at their greatest potential, the two must be integrated. Integrated leader managers possess 6 distinguishing traits: 1. They think longer term: visionary and futuristic. Consider the effect their decisions will have years from now as well as their immediate consequences. 2. They look outward, toward the larger organization. They do not become narrowly focused.Able to understand how their organization fits into the bigger picture 3. They influence others beyond their own group. They rise above their organizations bureaucratic boundaries. 4. They emphasize vision, values, and motivation. They understand intuitively the unconscious and often non rational aspects that are present in interactions with others. Very sensitive to others and to differences in each situation 5. They are politically astute: they are capable of coping with conflicting requirements and expectations from their many supporters/followers 6. They think in terms of change and renewal: The traditional manager accepts the structure and processes of the organization, but the leader-manager examines the ever changing reality of the world and seeks to revise the organization the keep pace.

interactional theory

leadership behavior is generally determined by the relationship between the leader's personality and the specific situation

consensus

negotiating parties reach an agreement that all parties can support, even if it does not represent everyone's first priorities.

Situational or Contingency leadership theory

no leadership style is ideal for every situation and leaders move dynamically along the continuum of autocratic, democratic, and laissez-faire in response to each new situation

Principal Agent Theory

not all followers (agents) are inherently motivated to act in the best interest of the principal (leader or employer). This is because followers may have an informational (expertise or knowledge)advantage over the leader. Principals must then identify and provide agents with appropriate incentives to act in the organizations best interest.

Intergroup conflict

occurs between two or more groups of people, departments, and organizations. ex: two political affiliations with widely differing or contradictory beliefs or nurses experiencing intergroup conflict with family and work issues

Intrapersonal conflict

occurs within the person. It involves an internal struggle to clarify contradictory values or wants. The values nurses hold when they enter the profession generally remain intact; however, workplace constraints and resistance may prevent the nurse from applying those values. (leads to high levels of stress and job attrition)

People think illogically in these 3 ways

overgeneralization: this type of "crooked" thinking occurs when one believes that because "A" has a particular characteristic, every other A also has the same characteristic. (exemplified when stereotypical statements are used to justify arguments and decisions. Affirming the consequences: in this type of illogical thinking, one decides that if B is good and he or she is doing A, then A must not be good. (assuming that because a new method for a nursing procedure isn't isn't being used by nurses on your floor, that the technique they are using is wrong or bad) Arguing from analogy: Because A is present in B, then A and B are alike in all respects. (Arguing that because intuition plays a part in clinical and managerial nursing, then any characteristic present in a good clinical nurse also should be present in a good nurse-manager.)

Inference

part of deductive reasoning. people must carefully think through the info and the alternatives

Simulation

provides learners opportunities for problem solving that have little or no risk to patients or to organizational performance

Servant leadership

put serving others, including employees, customers, and the community, as the number one priority. this leads to long term employee loyalty

Conflict is what type of nature?

qualitative

Too much conflict does what?

reduces the organization's effectiveness and eventually immobilizes its employees

The communication process

sender-message-method-receiver-feedback-sender

Human and social capital theory

suggests that individuals and/or organizations will invest in education and professional development if they believe that such an investment will have a future payoff. (tuition reimbursement for going back to school) which should transfer into higher productivity and financial return

Management definition

the act or manner of guiding or taking charge

Channels of communication

upward communication: manager is subordinate to higher management. Needs and wants are communicated to the next level of hierarchy (subordinate to superior) Downward communication: manager relays info to subordinates . Traditional form of communication in organization. (superior to subordinate) Horizontal: managers interact with others on the same hierarchical level as themselves who are managing dif. segments of the organization (peer to peer) Diagonal: less formal, manager interacts with personnel and managers of other departments and groups who aren't on the same level of authority even though these people have no formal authority over the manager Grapevine: most informal. communication flows quickly and haphazardly among people at all hierarchical levels= distorted messages

meditation

uses a neutral third party, is a confidential, legally nonbonding process designed to help bring the parties together to devise a solution to the conflict

Assertive communication

way of communicating that allows people to express themselves in direct, honest, and appropriate ways that do not infringe on another person's rights. Reduces stress about inability to communicate and improves productivity. "I" statements

workplace violence

when bullying, incivility, and mobbing occur in the workplace

Mobbing

when employees gang up on an individual

gender differences in communication

women are more collaborative and men are more competitive