Leadership/Followership and conflict CH.4&8

*** Trait Theories?

"born leader;" anyone can be a leader. Mgt. of attention, meaning, trust and of self. Communtication of goal direction, meaning and purpose

*** democratic leadership?

A form of leadership in which the leader solicits input from subordinates.

7. 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

Abcd

What is followership?

Active participation by a skilled, self-directed employee who actively participates in setting the group's direction, invests his or her time and energy in the work of the group, thinks critically, and advocates for new ideas (Grossman & Valiga)

*** Practice issues?

Adequate staffing, standards of care, code of ethics, safe working environment, QoC issues, staff development opportunities.

Transformational Leadership?

Attention to meaning, inspiration, and vision. Emphasizes that people has a sense of mission.

*** how to become a Strong Follower?

Identify problems & make suggestions Be supportive of others & new ideas Listen carefully & reflect Continue to learn & share what you have learned Participate fully & always do your best work

*** Qualities of a Leader?

Integrity Courage Positive attitude Initiative Energy Optimism Perseverance Generosity Balance Ability to handle stress Self-awareness

*** Management issues?

Promotions, layoffs, transfers, reprimands, grievance procedures, hiring & firing procedures.

*** Pros of Collective Bargaining

Protection of the right to fair treatment- availability of the written grievance procedure when an issue cannot be settled informally.

Moral Leadership?

Remaining honest, fair, and socially responsible. A great challenge in times of limited resources.

*** Economic issues?

Salaries, shift differentials, length of the workday, OT, holidays, sick leave, breaks, health insurance, pensions, severance pay.

Caring Leadership?

Servant leadership and emotional intelligence- a combination in nursing. Servant leaders choose to serve first and lead second, making sure that people's needs within the work setting are met. Emotional intelligence- not only aware of one's own feelings but others as well

*** Behaviors/Actions of a Leader?

Setting priorities Thinks critically Solves problems Respects & values individuals Skillful communication Listening Encourage & facilitate exchange of information Providing feedback Communicating vision for the future Developing oneself and others

*** what is leadership?

The ability to influence other people Enabling people to move "in the same direction, toward the same destination, at the same speed, not because they have been forced to, but because they want to" (Lansdale) A component of nursing practice

Situational Theory?

The leader understands all factors that affect a particular group of people in a particular environment Focuses on the task and the follower Marries the readiness of the follower with the task at hand Follower's readiness level: unable, unwilling, insecure to able, willing & confident.

*** types of leadership theories?

Trait Theories Behavioral Theories Task vs Relationship Motivation theories Emotional intelligence Situational theories Transformational leadership Moral leadership Caring leadership

*** Emotional Intelligence?

Understands own emotions During crisis- calm, clear headed, suspend all judgements Welcomes constructive criticisms Can juggle multiple demands without losing focus Turns problems into opportunities Recognize unspoken concerns Acknowledges others' perspectives Brings people together in an atmosphere of respect, cooperation, collegiality, & helpfulness

How do you know the conflict has been resolved?

Win, Lose or Draw? •I won ; I lost •He won : He lost •They won : They lost •Outcomes:-Win-Win-Win-Lose-Lose-Lose-Draw/Tie •POINT: resolution to the problem not the person

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

a

Differences in status and authority within the health-care team can generate conflict. What is the most common cause of conflict? a. Disrespect and incivility b. Inappropriate language and sarcasm c. Blaming and finger pointing d. Physical violence

a

What is brainwriting? a. A strategy to encourage the free flow of ideas b. A mutually beneficial negotiation result c. A winning approach to formal negotiation d. A devaluation reaction to negotiation

a

Dispute?

a disagreement or argument about something important

Battle?

a hostile meeting of opposing military forces in the course of a war

*** Collective bargaining contract?

a legal document that governs the relationship between management and staff, who are represented by the union.

8. 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

a,b

*** Behavioral Theories?

autocratic democratic laissez faire

1. The purpose of learning how to negotiate conflict is to: a. Eliminate conflict entirely b. Resolve conflicts more effectively c. Win d. Reduce stress

b

2. 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

b

9. 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

b

Florence has two team members who continually criticize each other despite being told to stop. Which approach is the most appropriate for this situation? a. Refer each of them for employee counseling. b. Engage in problem resolution. c. Bring in a union representative.

b

Nursing management and the nursing union are having differences on several issues. There may be a need for negotiation. Which of the following is a serious disadvantage to using collective bargaining to resolve this conflict? a. Protecting the right to fair treatment b. Creating an adversarial relationship between staff and management c. Lacking professionalism on the part of the collective bargaining unit members d. Failing to uphold important standards of care

b

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

c

10. 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

c

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

c

6. 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

c

If an informal negotiation session becomes too highly emotional, what should the nurse manager do? a. Let the feelings flow. b. Cancel the negotiation. c. Deal with the feelings first. d. Tell them to ignore the feelings and deal with the issues.

c

What is the most desirable result of a problem resolution? a Win-lose b. Lose-lose c. Win-win d. None of the above

c

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

d

Nursing and respiratory departments both experienced job cuts. The nurse manager notices that members of his staff are having more trouble getting a fast response from a respiratory therapist. What source of conflict is probably operating here? a Union-management conflict b. Interpersonal problem c. Cultural differences d. Work intensification

d

The hospital has recently reorganized; therefore, several departments were closed. The patient census on the unit has increased. The staff have always had a strong team spirit, but the nurse manager knows that workflow changes can cause conflict. What can the nurse manager do to reduce the possibility of conflict among her team? a. Monitor the quality of patient care. b. Ensure that supplies and equipment are readily available. c. Assess the equity of nursing assignments. d. All of the above

d

Which of the following issues may be addressed in a collective bargaining agreement? a. Shift differentials b. Safe working environment c. Grievance procedures d. All of the above

d

*** Laissez Leadership?

delegative leadership, is a type of leadership style in which leaders are hands-off and allow group members to make the decisions

*** autocratic leadership

leadership style that involves making managerial decisions without consulting others

*** Formal Negotiation Process?

•A formal negotiation process of special interest to nurses is collective bargaining, which is highly formalized because it is governed by laws and contracts called collective bargaining agreements.

What is Conflict?

•An open clash between two opposing groups (or individuals) •A state of opposition between persons or ideas or interests •Opposition in a work of drama or fiction between characters or forces (especially an opposition that motivates the development of the plot)

Sources of Conflict in the Workplace?

•Competition between groups •Increased workload •Multiple role demands •Threats to professional identity and territory •Threats to safety and security •Scarce resources •Cultural differences •Invasion of personal space •Unmet Expectations-Especially "Invisible" expectations

7 Attitudes to Dissolve Conflicts?

•Define what the conflict is about. •It's not you versus me. It's you and me versus the problem. •Identify your shared concerns against your one shared separation. •Sort out interpretations from facts. •Develop a sense of forgiveness. •Learn to listen actively.

Negotiating?

•Done when the problem is too big, too complex, or too heated

*** types of collective bargaining contracts?

•Economic issues: Salaries, shift differentials, length of the workday, OT, holidays, sick leave, breaks, health insurance, pensions, severance pay. •Management issues: Promotions, layoffs, transfers, reprimands, grievance procedures, hiring & firing procedures. •Practice issues: Adequate staffing, standards of care, code of ethics, safe working environment, QoC issues, staff development opportunities.

Problem Resolution?

•Identify the problem/issue. •Generate possible solutions •Review suggested solutions and choose the best solution. •Implement the chosen solution. •Evaluate: Is the problem resolved?

*** cons of collective bargaining

•Others view as unprofessional to be in a union. •Separates mgt. from staff. •Once who makes staffing decision may not be eligible to be a part of the union, separating from rest of colleagues. •Employee-related rules & regulations can take a quarter of a manager's time

*** The Informal Negotiation Process?

•Scope the situation. -Ask yourself: •What am I trying to achieve? •What is the environment in which I am operating? •What problems am I likely to encounter? •What does the other side want? •Set the stage •Conduct the negotiation -Manage the emotions -Set the ground rules -Clarify the problem -Make your opening move -Continue with offers and counteroffers •Agree on the resolution of the conflict

Signs that Conflict Resolution Is Needed?

•You feel very uncomfortable in a situation •Members of your team are having trouble working together •Team members stop talking with each other •Team members begin "losing their cool" and are attacking each other verbally