PARTNERSHIP AND COLLABORATION
Cards (36)
- DISRUPTIVE BEHAVIORS
- Distracting, annoying, irritating behaviors (‘eye rolling”, sarcastic comments) to bullying, menacing, and violent behavior (withholding vital client information, intimidating others, or making threats of physical harm)
- Aka horizontal violence; happens between and among coworkers with the same level/rank.
- Actions which aim to intimidate, degrade, humiliate, undermine an employee; or which create a risk to the health of the employee.
- INDIVIDUAL
- ADMINISTRATIVE
- influences others to work together to accomplish a specific goal - often visionary
- employee of an organization - given authority, power, and responsibility for planning, organizing, coordinating, and directing the work of others and for establishing and evaluating standards
- or appointed leader - selected by an organization - given official authority to make decisions and act.
- not officially appointed to direct the activities of others - but because of seniority, age, or special abilities, the individual is recognized by the group as its leader.
- LEADERSHIP THEORY
- Makes decisions for the group - believes individuals are externally motivated and are incapable of independent decision-making; creativity, autonomy, and self-motivation are not met
- the most effective, especially when urgent decisions are necessary (e.g., a cardiac arrest, a unit fire, or a terrorist attack).
- encourages group discussion and decision-making; acts as a catalyst or facilitator; group productivity and satisfaction are high; democratic leader assumes individuals are internally motivated & capable of making decision
- demands that the leader have faith in the group members to accomplish the goals; can be extremely effective in the healthcare setting.
- recognizes the group’s need for autonomy and self-regulation; “hands-off” approach. members have both personal and professional maturity.
- does not trust self or others to make decisions; relies on the organization’s rules, policies, and procedures to direct the group’s work efforts. members are usually dissatisfied with the leader’s inflexibility.
- according to them, effective leaders adapt their leadership style to the situation.
- flexes task and relationship behaviors - considers the staff members’ abilities - knows the nature of the task to be done - sensitive to the context or environment in which the task takes place - adapt their leadership style to the readiness and willingness of the individual/group to perform the assigned task
- focuses the leader on activities that encourage group productivity to get the work done. concerned with interpersonal relationships and focuses on activities that meet group members’ needs.
- CONTEMPORARY LEADERSHIP THEORIES
- Relationship w/ members are based on an exchange for some follower’s valued resource - incentives are used to promote loyalty and performance
- rare - characterized by having an emotional relationship with the group members - nurses feel inspired and motivated to do whatever they can to meet the leader’s expectations
- fosters creativity, risk taking, commitment, and collaboration - inspires others with a clear, attractive, and attainable goal.
- SUBTYPE OF TRANSFORMATIONAL LEADERSHIP
- EFFECTIVE LEADERSHIP PRINCIPLES
- responsible for managing the work of nonmanagerial personnel & day-to-day activities of a specific work group/s. primary responsibility: to motivate staff to achieve the organization’s goals.
- supervise a number of first-level managers - responsible for the activities in the departments they supervise. - serve as liaisons between first-level managers and upper-level managers. (Supervisor, nurse managers, or head nurse)
- primarily responsible for establishing goals and developing strategic plans. - Nurse executives are registered nurses who are responsible for the management of nursing within the organization and the practice of nursing. (EG. VICE PRESIDENT, VP OF NURSING, DIRECTOR OF NURSING, CHIEF NURSE)
- 4 MANAGEMENT FUNCTIONS
- PRINCIPLES OF MANAGEMENT
- measure of the quality or quantity of services provided
- measure of the resources used in the provision of nursing services
- performance measure of both the effectiveness and efficiency of nursing care; measured by the amount of nursing resources used/provided actual hours of care per client.