Leadership

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189 Terms

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Leadership
-using individual traits and personal power to interact constructively to resolve problems
-engaging and influencing others
-involves critical thinking, action, and advocacy
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Management
-ensuring that people have the necessary resources to get the job done
-leader skills are not required
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Clinical nurse leader (CNL)
A highly skilled master's degree-prepared nurse who has completed advanced studies in clinical care with a focus on the improvement of quality outcomes for specific patient populations at the point of care.
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Followership
-engaging with others who are leading or managing by contributing to the work that needs to be done
-not a bad thing!!!
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Emotional intelligence
an individual's capacity to know themselves and others
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Restructuring
-fundamental changes to an organization to achieve greater efficiency or profit
-can be stressful to staff and patients without proper leadership, management, and followership
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Appreciative inquiry
-how people question and solve problems
-leverages strengths and positivity
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Cycle of appreciative inquiry
definition, discovery, dream, design, destiny
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Great Man (Trait) theory
-leaders are born, not made
-innately have a certain set of physical and emotional characteristics that are crucial for inspiring others
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Style (behavioural) leadership theory
-considers how leaders behave rather than their traits
-behaviours may be task or relationship oriented
-behaviours can be learned
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Situational-contingency leadership theories
-leaders' ability to read the situation and act differently according to different situations
-includes the path-goal theory and the situational leadership theory
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Transformational leadership theories
-leaders set higher goals for the group and work together to achieve them
-visionaries
-the four Is (idealized influence, intellectual stimulation, individuated consideration, and inspiration)
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Transactional Leadership
-based on leader-follower exchange and a power dynamic (rewards for effort)
-effective managers (the traditional boss)
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Authentic leadership theory
-leaders are aware of their own values and moral convictions and are constantly realigning their actions to match their values (moral awareness)
-does not involve consideration of others
-transparent and truthful
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Leadership and management competencies
-managing the business
-leading within
-leading people
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Mentor
someone who models behaviour, offers advice and criticism, and coaches a mentee to develop a personal leadership style
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Imposter phenomenon
self doubt in one's ability to function adequately in one's role
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Complexity Science
-how systems adapt and function
-NOT the complexity of the decision to be made
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Six Ps of social media use
-professional
-positive
-patient/person free
-protect yourself
-privacy
-pause before you post
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Strategic planning
-envisioning the future and developing procedure to actualize that future
-proactive, vision-oriented
-creative and innovative
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Strategic planning process
-assessment of internal and external environment
-review mission statement, philosophy, goals, and objectives
-identification of strategies
-implementation
-evaluation
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Environmental assessment
-carried out to understand the specific internal and external forces that influence the health care setting
-uses strengths, weakness, opportunity, threat (SWOT) analysis
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External environment factors
sociocultural, economic, technological, political/legal, etc.
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Internal environment factors
the health care organization's structure, size, programs, financial/human resources, etc.
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Mission statement
-reflects the purpose and direction of the health care organization
-defines the core values, patients served, and services offered
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SMART goals
Specific, measurable, agreed on, realistic, timely
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LEADS framework
-lead self
-engage others
-achieve results
-develop coalitions
-systems transformation
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Entrenched workforce
-Baby Boomer generation (generation X)
-prefers a leader who believes in the process of change and is professional
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Emerging workforce
-Millennials (generation Y) and generation Z
-prefers a leader with good people skills and a nurturing attitude
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Ethics
-specific rules for what is "right vs. wrong"
-involves moral practices, beliefs, and standards
-three branches: meta, normative, and applied
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Morality
-code of conduct accepted by a society, group, or individual
-general principles regarding "right vs. wrong"
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Meta-ethics
explores the meaning and function of moral language
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Normative ethics
concerned with the standards most people use to guide their behaviours (i.e., murder is wrong)
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Applied ethics
relates ethical principles to real-life moral issues
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Relational Ethics
-ethical questions that take place in relationships (what should I do for others)
-involves engaged interactions, mutual respect, embodied knowledge, uncertainty, vulnerability, and interdependence
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Bioethics
-focuses on philosophical questions about science and human life, often in the context of healthcare
-includes autonomy, justice, beneficence, and nonmaleficence
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Autonomy
-freedom and right to choose what will happen to one's own person
-informed consent
-must be mitigated by enactment of relational ethics to avoid focusing on an individual at the expense of others
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Justice
the concept that everyone should be treated equally and fairly
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Moral justice
those who are poor/sick require more help than those who are healthy and have adequate resources
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Distributive justice
the benefits and burdens of society should be distributed in a just manner
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Social justice
the fair distribution of society's benefits, responsibilities, and consequences for all
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Beneficence
-the concept that actions should do good
-achieved through quality, competent, and compassionate care
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Nonmaleficence
-the concept that actions should do no harm
-achieved through practice, administration, education, and research
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CNA code of ethics
1. Providing safe, compassionate, competent and ethical care
2. Promoting health and well-being
3. Promoting and respecting informed decision making
4. Preserving dignity
5. Maintaining privacy and confidentiality
6. Promoting justice
7. Being accountable
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ICN code of ethics
-nurses and people
-nurses and practice
-nurses and the profession
-nurses and coworkers
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Confidentiality
ethical and legal obligation to uphold the privacy and security of personal information
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Moral uncertainty
-indecision, lack of clarity, or inability to know what the moral problem is
-feeling uneasy and uncomfortable
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Ethical violation
action or failure to act that breaches fundamental duties and neglects moral obligations
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Ethical dilemma
-occurs when there are equally compelling reasons for and against two or more possible courses of action
-choosing one course of action means something else is relinquished
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Moral distress
-occurs when the individual knows the right thing to do but fear or other circumstances make it difficult to take the right course of action
-provokes feelings of guilt, concern, or distaste
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Ethical committees
-a forum for discussing ethical issues and to generate feasible solutions to those issues
-provide guidance for clinical ethical decision making
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Process of ethical decision-making
-clarify the need for a decision
-identify those involved and arrange a meeting with them
-include an impartial facilitator in the meeting
-identify areas of agreement and disagreement
-offer resources
-seek outside advice (if necessary)
-make a decision and implement it
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Interprofessional team
-comprises members from different clinical disciplines with specialized knowledge, skills, and abilities who work together towards a common goal to meet the needs of a patient population
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Collaborative practice
interprofessional process for communication and decision-making that enable separate and shared knowledge and skills
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Scope of practice
activities nurses are educated and authorized to perform, as established through legislated definitions of nursing practice
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Accountability
the obligation to account for one's actions
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"Controlled acts" scope of practice model
-not bound by elusive scope of practice
-describes specific acts rather than a role
-an act that is not controlled can be performed by anyone
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CIHC competency framework
-interprofessional communication
-patient centered care
-role clarification
-team functioning
-collaborative leadership
-interprofessional conflict resolution
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Factors affecting collaboration
-systemic (policies, funding, power/control, education, government involvement)
-organizational (common agenda, resources, knowledge/skills, information sharing)
-interpersonal (role clarification, attitudes, beliefs, relationships, communication)
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Delegation
achieving performance of care outcomes for which you are accountable and responsible by sharing activities with other individuals who have the appropriate authority to accomplish the work
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Group vs. team
-a group is a collection of individuals who have a unifying relationship
-a team is a group of people who share a common and are accountable to each other
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Self-managing team
-the manager sets the overall direction and goal/outcome
-the members of the team determine the direction, strategies, and focus needed to achieve the goal/outcome
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Self-directing team
-the manager identifies the goal/outcome
-members of the team the direction, strategies, methods, and focus needed to achieve the goal/outcome
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Self-governing team
-there is no manager
-team decides everything collectively
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Ingroup
-those at the core of the decision-making, power, and influence
-individuals in the ingroup cooperate more and work harder
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Outgroup
-those who are not part of they key group
-individuals in the outgroup are withdrawn and work alone
-can cause conflict if someone from the outgroup wants to be in the ingroup
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Synergy
-individuals work together to produce results and achieve a common goal that could not have been achieved by any one individual
-efforts of the whole team are greater than the individual contributions of its parts
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Dualism
-view of two opposing sides or parts (right or wrong)
-limits the broad spectrum of possibilities that exist in between
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Positive communication model
-use "I feel.." instead of blame
-use "I think..." instead of judgement
-use "I would like" instead of making unreasonable requests
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S-TLC
-conflict resolution process
-stop, think, listen, communicate
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Factors affecting effective communication
-stress
-communication barriers
-communication pitfalls
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Communication barriers
-distractions
-inadequate knowledge
-poor planning
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Communication pitfalls
-actions and behaviours that create distrust and decrease self-worth of the receiver
-making others wrong, being defensive/patronizing, placing judgement/blame, etc.
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SBAR
-situation
-background
-assessment
-recommendation
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Active listening
completely focusing on the individual who is talking and listening without judgement
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Reflective practice
-active and careful consideration of a belief, knowledge, issue, or concern
-learning from experience
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Mindfulness
the state of being alert and actively paying attention in the present moment to experience the moment to the fullest
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Intrapersonal conflict
occurs within the individual because of actual or perceived pressures from incompatible goals or expectations
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Interpersonal conflict
occurs between two or more individuals due to a difference of opinion, priority, or approach
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Organizational conflict
-discord that arises about policies, procedures, codes of conducts, or accepted norms
-may be due to hierarchical structure and role differentiation among employees
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Stages of conflict
-frustration
-conceptualization
-action
-outcomes
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Categories of conflict
-facts
-goals
-approaches
-values
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Avoidance conflict style
-unassertive and uncooperative
-unable to pursue own needs/goals and not assisting others in pursuing theirs
-postpones/prolongs conflict, which may escalate its intensity
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Accommodating conflict style
-neglecting one's own needs/goals to try and satisfy those of other people
-self sacrificing approach
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Competing conflict style
-pursuing own needs/goals at the expense of others
-may involve power, defensiveness, aggression, or cruelty
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Compromising conflict style
-involves both assertiveness and cooperation by everyone to reach a successful negotiation
-requires maturity and confidence
-preferred method of conflict resolution
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Collaborating conflict style
-involves both assertiveness and cooperation to work creatively and openly towards a solution that fully satisfies everyone
-time consuming
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Mediation
-using a trained impartial third party to assist with conflict resolution
-involves separating the people from the problem, focusing on interests, inventing options for mutual gain, and using objective criteria
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Lateral (horizontal) violence
aggressive and destructive behaviour or psychological harassment perpetuated by one colleague toward another colleague
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Bullying
aggressive and destructive behaviour or psychological harassment perpetuated by someone with real or perceived power
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Watson's Caring Theory
-caring is an essential component of nursing
-carative factors guide the core of nursing and should be implemented in healthcare
-carative factors are those aspects of care that potentiate therapeutic healing and relationships
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Carative Intentions
1. Humanistic-altruistic system of values
2. Faith-Hope
3. Sensitivity to self and others
4. Helping-trusting-caring relationships
5. Expressing positive and negative feelings
6. Creative problem-solving caring process
7. Transpersonal teaching-learning
8. Creating a healing environment for physical and spiritual self
9. Assisting with basic human needs
10. Open to mysteries and miracles
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Relational leadership model
-emphasizes the importance of relationships
-leaders are knowledgeable and self-aware
-purposeful, inclusive, empowering, ethical, and process-oriented
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Linear change theories
-diffusion of innovations theory
-unfreezing, change, refreezing theory
-Havelock's 6 step change model
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Diffusion of innovations theory
-seeks to explain how, why, and at what rate new ideas and technology are accepted
-innovators, early adopter, early majority, late majority, laggards
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Unfreezing, changing, refreezing theory
-unfreezing (awareness of a need/problem that requires action)
-change (solution leads to incorporation of new practices)
-refreeze (acceptance/adoption of new methods)
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Havelock's 6 step change model
-building relationships
-diagnosing the problem
-acquiring relevant resources
-choosing the solution
-gaining acceptance
-stabilizing the innovation and generating self-renewal
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Non-linear change theories
-nursing process
-chaos theory
-medicine wheel
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Nursing process
-assessment
-diagnosis
-planning
-implementation
-evaluation
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Chaos theory
-the behaviour of complex systems is extremely sensitive to changes
-slight changes of randomness can lead to consequences of a much greater scale, making it difficult to predict future outcomes