Nursing Leadership and Management - Key Terms (VOCABULARY)

Vocabulary flashcards covering key concepts, definitions, and theories from the nursing leadership and management lecture notes.

Leadership

A learned behavior involving influence and role modelling that inspires people to achieve personal and group goals; providing purpose, direction, and motivation to accomplish the mission and improve the organization.

Influence

The capacity to guide or affect the actions, beliefs, or decisions of others toward achieving goals.

Drucker on Leadership

Shifting one’s vision to higher sights, raising performance to higher standards, and building personality beyond normal limits.

Stogdill’s View of Leadership

The process of influencing the activity of an organized group toward goal setting and goal achievement.

Gardner’s View of Leadership

A process of influence and persuasion that induces a group to take action aligned with leader’s or shared purposes.

Talbott’s View of Leadership

The vital ingredient that transforms a crowd into a functional and useful organization.

Leadership as a Process (Definition)

A process of sustaining initiated action and inspiring a group to work together to achieve a common mission and goals.

Three Dimensions of Leadership

Leader, Followers, and the Situation.

Kinds of Influence

Eight methods of influence used by leaders: assertiveness, rationality, ingratiation, exchange, sanction, blocking, coalition, upward appeal.

Assertiveness

Standing up for oneself and others without violating the rights of others.

Rationality

Trying to convince by using reason, logic, or supporting information.

Blocking

Backing up a request with a threat to damage an individual’s opportunity for advancement.

Coalition

Getting coworkers to back up a request.

Upward Appeal

Obtaining formal or informal support of a higher-up.

Levels of Leadership

A framework with levels: Personhood, People Development, Production, Permission, Position.

Personhood Level

Followers follow because of what you are and what you have done for them.

People Development Level

Followers follow because of what you have done for them in helping them grow.

Production Level

Followers follow because of what you have done for the organization.

Permission Level

Followers follow because they want to, through relationships.

Position Level

Followers follow because they have to, due to rights of the position.

Importance of Leadership

Initiates action, motivates, provides guidance, creates confidence, coordinates, enables effective planning, inspires—leaders create more leaders.

Who is a Leader?

One who leads or guides; in charge or with influence; can head a party or organization; has influence or power.

Role of a Leader

Ensure the team achieves the task while meeting subtler requirements (intelligent, honest, creative, confident, courageous); acts as coach, mentor, advisor.

Formal Leader

Officially appointed or elected leader (e.g., managers).

Informal Leader

Leader chosen by the group.

Three Primary Tasks of a Leader

Set direction (mission, goals, vision); Build commitment (motivate and inspire); Confront challenges (innovate, change, take risks).

A Good Leadership Objective

To help those who are doing poorly to do well and to help those who are doing well to do even better.

Roles of a Leader

Roles include decision maker, communicator, evaluator, coach, mentor, teacher, change agent, facilitator, and more.

Leadership Potential

All people have untapped leadership potential; leadership is defined by the act of deciding to lead.

Effectiveness

Ability to accomplish objectives within resource parameters; doing the right things.

Efficiency

Ability to accomplish objectives with minimum waste of time and effort; doing things right.

7 Basic Resources of Management

Manpower, Money, Machine, Materials, Methods, Moments/Minutes (time), Market.

Power Types (Leadership Strategies)

Legitimate power, Expert power, Charismatic power, Reward power, Coercive power, Referent power, Information power, Personal power.

Upper-Level Manager

Responsible for establishing organizational goals and strategic plans for the entire nursing division; policy-making and oversight of lower levels.

Middle-Level Manager

Coordinates nursing activities of several units; oversees lower levels.

First-Level Manager

Directly responsible for actual nursing service production; links higher levels with non-managers.

Authority

Legitimate right to give command or make decisions; ability to impose decisions on others.

Power

Ability to get results; is given with authority.

Management vs Leadership

Management is doing things right; leadership is doing the right things.

Motto: Leaders vs Managers

Leaders focus on purposes, people, and effectiveness; managers focus on structures, procedures, and continuity; leaders initiate change, managers maintain status quo.

Manager Qualities

Gives direction, has subordinates, holds authority, tells others, reacts to change, seeks to be effective; focuses on execution.

Leader Qualities

Asks questions, has followers, is motivational, shows how, creates change, develops others into heroes.

Conditions for Effective Leadership

Clear communication; resources; alignment with personal values; alignment with organizational purposes.

Aristotle (Leadership Theorist)

One of the leadership theorists cited in the framework of classical theories.

Lewin and White; Follet; Fiedler; Blake & Mouton; Hersey & Blanchard; Tannenbaum & Schmidt; Kanter; Burns; Bass & Avolio; Kouzes & Posner; Gardner

Major leadership theorists and frameworks referenced in the theories section.

Great Man Theory

A theory proposing leaders are born, not made; leadership resides in exceptional individuals.

Contingency Theory

Leadership effectiveness depends on the fit between leader style and the particular situation.

Situational Leadership Theory

Leaders adapt style based on follower readiness and the situation.

Transformational Leadership

Leaders inspire and motivate followers to exceed expectations and pursue change for the collective good.

Full-Range Leadership Theory

Integrates transactional and transformational leadership across a spectrum.

Five Practices for Exemplary Leadership

A framework by Kouzes and Posner outlining five core leadership practices.

Integrated Leader-Manager

A concept that combines leadership and management roles in practice.