NCM 103 - 2

Cards (21)

  • Leadership (Chapin's, 1924)
    A point of polarization for group cooperation
  • Nursing leaderhip

    • Have the initiative, ability and confidence to innovate change, motivate and mentor others
    • The process of persuasion
  • Differences between leaders and managers
    • Leaders may or may not be appointed to the position, take risks and explore new ideas
    • Managers are appointed officially to the position, are orderly, controlled and have a rational structure
  • Stephen Covey
    Enables people to work more effectively together in a state of interdependence
  • Any person in an organization can be a leader
  • Types of leadership
    • Formal or appointed (chosen by the administration and given official authority to act)
    • Informal (does not have official sanction, chosen by the group itself)
  • Authoritarian leadership

    The leader makes the decisions and expects subordinates to follow, productivity is usually high but creativity, self-motivation, and autonomy are reduced, criticism is punitive
  • Employee-centered leader

    Focused on the human needs of the employee, job-centered is concerned with schedules and tasks
  • Theory Y (Douglas McGregor)

    Employees enjoy their work, can show self-control and discipline
  • Theory Z (William Ochi 1981)

    Focus on collective decision-making, long-term employment
  • Rensis Likert's leadership styles

    • Exploitative Authoritative (leader has low concern for people and uses threats and fear-based methods)
    • Benevolent Authoritative (leader uses reward to encourage appropriate performance)
    • Consultative democratic (characterized by an upward flow of information and leaders making genuine efforts to listen carefully to ideas)
    • Participative Democratic (leaders make maximum use of participative methods, engaging people lower down the organization in making decisions)
  • Kurt Lewin's leadership styles

    • Autocratic (involves centralized decision-making, with the leader making decisions alone and using coercive power to command and control)
    • Democratic
    • Laissez-faire (passive and permissive, the leader defers decision making)
  • Charismatic Leadership Theory

    The leader has the ability to inspire and motivate people to do more than they normally do despite obstacles and personal sacrifice, charisma is a fire that ignites followers' energy and commitment, producing results above and beyond the call of duty
  • Great Man Theory

    Argues that few people are born with the necessary characteristics to be great
  • Leadership Behavior by Fiedler
    • Supportive Leadership (open, friendly and approachable, treats subordinates as equals)
    • Directive Leadership (tells subordinates exactly what they are supposed to do)
    • Participative Leadership (consults with subordinates about the decision, encouraging group discussion and written suggestions)
    • Achievement Leadership (stresses high performance and improvement)
  • Morale
    The state of cheerfulness, confidence and discipline
  • Maslow's Hierarchy of Needs

    An employee has to meet his basic physiological needs to pursue higher-level needs
  • Herzberg's Two-Factor Theory

    • Hygiene maintenance factors (include salary, job security, quality of supervision, safe and good working conditions and relationship with others)
    • Motivator factors (include satisfying and meaningful work, development and advancement opportunities, responsibility and recognition)
  • Henry Taylor's Monistic Theory

    Subordinates work productively when given incentives such as merit increases, bonus system, profit sharing, savings sharing, large paychecks
  • David McClelland's Model

    Employees are more productive when provided with achievement, power and affiliation
  • Victor Vroom's Expectancy Theory

    To be highly motivated, a person needs to find an outcome attractive, believe that certain actions will lead to a desired outcome. "Is it worth it?"