Chapter 4 - Leadership and Followership

c. Share leadership with the group

A democratic nurse leader consistently works to: a. Move the group towards the leader's goals b. Make little or no attempt to move the group c. Share leadership with the group d. Dampen creativity

a. one who participates actively in determining the group's direction b. invests his/her time and energy in the work of the group d. thinks critically and advocates new ideas

A skilled, self-directed professional follower is a. one who participates actively in determining the group's direction b. invests his/her time and energy in the work of the group c. is passive and contributes nothing d. thinks critically and advocates new ideas e. has a autocratic approach

c. Give orders and make decisions without consulting the team

Autocratic leaders: a. Postpone decision making as long as possible b. Share leadership with members of the team c. Give orders and make decisions without consulting the team d. Encourage creativity when problem solving

Leader gives orders and makes decisions for the group.

Autocratic leadership

Communicating vision to group and involving everyone in working toward that vision generates inspiration that keeps people going when things become difficult.

BEHAVIORS OF AN EFFECTIVE LEADER: Communicating a vision for the future

Continue to learn but also encourage others at the same time. Leaders can function as teachers or they may encourage others to seek more knowledge.

BEHAVIORS OF AN EFFECTIVE LEADER: Developing oneself and others

Recognizes differences in people and helps them find the rewards in their work that mean the most to them

BEHAVIORS OF AN EFFECTIVE LEADER: Respecting and valuing the individual

listening to others, encouraging exchange of information, providing feedback

BEHAVIORS OF AN EFFECTIVE LEADER: Skillful communication

- respecting co-workers as individuals - listen to other people's opinions and preferences, giving them full consideration - maintain awareness of their own feelings - empathize with others - develop their own and their team's capacities - competent, both in leadership and clinical practice

Caring Leadership

Doing the right thing when no one is looking

Integrity

One can learn to be a leader by building on your strengths and improving or working around areas of weakness

Trait Theories

1. Attention: goal direction that attracted followers 2. Meaning: created and communicated meaning and purpose 3. Trust: demonstrated reliability and consistency 4. Self: knew themselves well and worked within their strengths and weaknesses

Trait theory common traits

Emphasizes that people need a sense of mission that goes beyond good interpersonal relationships or an appropriate reward for a job well done.

Transformational Leadership

d. all of the above

Which of the following demonstrates "managing up"? a. work with higher-ups to obtain the best results b. keep managers informed c. show appreciation d. all of the above

Behavioral theories

autocratic leadership, democratic leadership, Laissez-faire leadership are examples of what type of theory?

b. Laissez-faire leader

A unit team leader who fails to provide direction to his or her nursing care team is a(n): a. Democratic leader b. Laissez-faire leader c. Autocratic leader d. Situational leader

a. Courage and integrity b. A critical mind-set c. The ability to set priorities d. The ability to provide feedback

An effective leader will have: Select all that apply. a. Courage and integrity b. A critical mind-set c. The ability to set priorities d. The ability to provide feedback

d. Welcomes constructive criticism

An emotionally intelligent nurse leader: a. Seeks emotional support of others b. Cannot juggle multiple demands c. Works alone without help d. Welcomes constructive criticism

c. Ability to communicate effectively with others

An important competency that nurse leaders need to develop in order to lead effectively is the a. Ability to be firm and flexible b. Ability to be close-minded and ignore negative feedback c. Ability to communicate effectively with others d. Ability to follow orders without questioning them

Continually evaluate what you need to do, delegate tasks that someone else can do, and estimate how long your top priorities will take you to complete

BEHAVIORS OF AN EFFECTIVE LEADER: Setting priorities

Helps people identify problems and work through problem-solving process to find a reasonable solution

BEHAVIORS OF AN EFFECTIVE LEADER: Solving problems

Careful, deliberate use of reasoned analysis to reach a decision about what to believe or what to do

BEHAVIORS OF AN EFFECTIVE LEADER: Thinking critically

Being able to leave things at work and not take them home with you

Balance

Democratic leaders share leadership. Important plans and decisions are made with the team.

Democratic leadership

b. Skilled and self-directed employees

Effective followers are those who are: a. Passive employees b. Skilled and self-directed employees c. Less valuable employees d. Employees who are never supportive of new ideas

a. Are also good followers b. Effectively work together with shared goals

Effective nurse leaders: Select all that apply. a. Are also good followers b. Effectively work together with shared goals c. Never act on their ideas d. Have master's degrees

Emotionally intelligent leader is able to recognize and understand his/her own emotions. When crisis occurs, leader is able to manage his/her own emotions, channel them, stay calm and clear headed, and suspend judgement until all the facts are in. Also welcomes constructive criticism & listens actively to others and brings people together

Emotional Intelligence Theory

a. communicate problems and offer solutions c. invest interest and energy in the work d. support new ideas and directions

How does one become a better follower? a. communicate problems and offer solutions b. verbally attack co-workers c. invest interest and energy in the work d. support new ideas and directions e. remain stagnant in ideas and refuse change

a. Explain areas and rationales for disagreements b. listen carefully and reflect c. continue to learn and share the learning

How does one become a good follower (2)? a. Explain areas and rationales for disagreements b. listen carefully and reflect c. continue to learn and share the learning d. confront management in an unprofessional approach e. Offer a lack of support during meetings

"let someone do" The leader does very little planning or decision making and fails to encourage others to do it.

Laissez-faire leadership

a. defined by actions c. seen as a dimension of nursing practice

Leadership is (select all that apply): a. defined by actions b. dependent on having a high-level position within your organization c. seen as a dimension of nursing practice d. is only for an individual in a management position

"the process of consciously working with you boss to obtain the best possible results for you, your boss, and your organization"

Managing up

Involves deciding how one ought to remain honest, fair, and socially responsible under any circumstances.

Moral Leadership

3 different motivational theories... 1. Maslow's Hierarchy of Needs 2. hygiene factors and motivators (achievement, recognition, work itself, responsibility, advancement) influence motivation 3. Motivation results from - need for achievement - need for affiliation: relationships with others - need for power: being in charge

Motivational Theories

Recognizing the complexity of work situations and encourages the leader to consider many factors when deciding what action to take. Adaptability is key! Understanding all the factors that affect a particular group of people in a particular environment.

Situational Theories

T

T/F It is as important to be an effective follower as it is to be an effective leader.

T

T/F Leadership is much broader than management.

T

T/F Leadership is focused on personal goals or for the goals of others, and these goals may or may not be congruent with organizational goals.

Some nurses emphasize the tasks (administering medications, completing patient records) and fail to recognize that interpersonal relationships (attitude of physicians toward nursing staff, treatment of housekeeping staff by nurses) affect the morale and productivity of employees.

Task Versus Relationship

a. Both followers and the task

The Situational Leadership Model focuses on: a. Both followers and the task b. The task c. The follower d. The behavior of others

c. Define the group's mission and communicate that mission to others

Transformational nursing leaders have the ability to: a. Increase the negativity of the team b. Work best alone c. Define the group's mission and communicate that mission to others d. Pay close attention to the weaknesses and shortcomings of others

a. become a leader by acting as if you are one b. make time to think and reflect on your leadership c. take advantage of opportunities e. combine learning from books, courses and real life experience

When becoming a leader, one should do the following a. become a leader by acting as if you are one b. make time to think and reflect on your leadership c. take advantage of opportunities d. Learn solely from your experience e. combine learning from books, courses and real life experience

- To learn the basics of working with others - To learn with a wide variety of people

Why do nurses study leadership?