NURS 4800 - Leadership - Final Exam Questions
With Correct Answers
what |are |the |5 |steps |of |a |crucial |conversation
- |awareness |of |when |conflict |is |occurring
- |start |with |yourself
- |know |your |purpose/have |a |mutual |purpose
- |make |it |safe
- |manage |emotions
5 |steps |of |crucial |convo |- |setting |the |stage
- |express |your |intention |to |have |a |productive |conversation, |be |calm |and |friendly
- |request |for |participation: |invite |other |person |to |share |their |perspective
5 |steps |of |crucial |convo |- |express |your |concerns
- |state |the |problem: |clearly |and |specifically |state |it
- |share |your |feelings |without |blaming |the |other |person
- |describe |the |impact: |explain |how |the |conflict |has |affected |your |or |the |situation
5 |steps |of |crucial |convo |- |seek |understanding
- |ask |for |their |perspective: |encourage |the |other |person |to |share |their |side |of |the |story
,- |listen |actively: |don't |interrupt, |show |empathy |and |understanding
- |ask |clarifying |questions: |if |something |is |unclear |or |needs |further |explanation |- |ask
5 |steps |of |crucial |convo |- |finding |common |ground
- |identify |shared |goals
- |brainstorm |solutions: |collaboratively |generate |potential |solutions |on |the |issue
- |evaluate |solutions: |discuss |pros |and |cons |of |each |solution |and |determine |which |is |most |
suitable
5 |steps |of |crucial |convo |- |agree |on |next |steps
- |suggest |a |specific |course |of |action |that |both |parties |can |agree |on
- |seek |arrangement: |ensure |that |both |parties |are |in |agreement |w |the |proposed |resolution
- |set |a |follow-up: |agree |on |a |time |to |follow |up |and |evaluate |the |progress |of |resolution
- |set |a |follow-up: |agree |on |a |time |to |follow |up |and |evaluate |the |progress |of |resolutions
5 |steps |of |crucial |convo |- |closing |convo
- |express |appreciation: |thank |other |person |for |their |willingness |to |engage |in |convo
- |reiterate |the |commitment: |remind |both |parties |of |commitment |of |resolution
authentic |leadership
they |are |their |own |true |selves, |integrity |with |who |they |say |they |are |being |the |same |as |who |
they |are
,- |rooted |in |concept |of |authenticity |where |leader |is |fully |functioning |person |in |tune |w |
themselves |and |their |basic |nature, |self-actualization, |and |having |strong |ethical |convictions
- |suggests |that |to |lead |must |be |true |to |themselves |and |their |values
- |integrity |is |conformance |between |what |leaders |profess |and |how |they |act
servant |leadership
- |goal: |to |serve |others |and |lead |others |to |serve
- |shares |power, |puts |needs |of |employees |first, |and |helps |people |develop |and |perform |as |
highly |as |possible
- |put |serving |others |as |#1 |priority
- |choice |between |personal |advantage |and |organizational |advantage |speaks |to |the |heart |of |
servant |leadership |since |servant |leaders |focus |on |the |betterment |of |subordinates
- |develop |followers |who |also |engage |in |serving |behaviors |- |due |to |servant |leaders |fostering |
collab, |teamwork, |and |collective |activism
transformational |leadership
based |on |the |encouragement |of |employees |to |give |their |best |work |and |motivation |to |be |
positive |while |performing |various |tasks |done |through |a |common |mission |and |vision
- |identifies |common |valuse
- |is |a |caretaker
- |inspires |others |with |vision
- |has |long-term |vision
- |looks |at |effects, |empowers |others
situational |leadership
, - |leads |the |people |based |on |the |situation |to |make |the |best |outcomes
- |the |tridimensional |leadership |effectiveness |model |predicts |which |leadership |style |is |most |
appropriate |in |each |situation |based |on |the |level |of |followers' |maturity
- |as |people |mature, |leadership |style |becomes |less |task-focused |and |more |relationship |oriented
contingency |leadership
- |no |one |leadership |style |is |ideal |for |every |situation
- |interrelationship |between |the |groups' |leader |and |its |members |were |most |influenced |by |the |
managers' |ability |to |be |a |good |leader
- |the |tasks |to |be |accomplished |and |the |key |power |associated |with |the |leader's |position |also |
were |cited |as |key |variables
laissez-faire |leadership
HANDS |OFF |approach
- |leader |provides |little |to |no |direction/supervision
- |decisions |are |not |made, |changes |rarely |occur, |quality |improvement |is |reactive |not |proactive
- |permissive |- |little |or |no |control
- |motivates |by |support |when |requested
- |uses |upwards |and |downwards |communication |between |members |of |the |group
- |disperses |decision |making |throughout |the |group
democratic |leadership
let |other |people |come |together |to |make |decisions |(team |in |decision |making)
With Correct Answers
what |are |the |5 |steps |of |a |crucial |conversation
- |awareness |of |when |conflict |is |occurring
- |start |with |yourself
- |know |your |purpose/have |a |mutual |purpose
- |make |it |safe
- |manage |emotions
5 |steps |of |crucial |convo |- |setting |the |stage
- |express |your |intention |to |have |a |productive |conversation, |be |calm |and |friendly
- |request |for |participation: |invite |other |person |to |share |their |perspective
5 |steps |of |crucial |convo |- |express |your |concerns
- |state |the |problem: |clearly |and |specifically |state |it
- |share |your |feelings |without |blaming |the |other |person
- |describe |the |impact: |explain |how |the |conflict |has |affected |your |or |the |situation
5 |steps |of |crucial |convo |- |seek |understanding
- |ask |for |their |perspective: |encourage |the |other |person |to |share |their |side |of |the |story
,- |listen |actively: |don't |interrupt, |show |empathy |and |understanding
- |ask |clarifying |questions: |if |something |is |unclear |or |needs |further |explanation |- |ask
5 |steps |of |crucial |convo |- |finding |common |ground
- |identify |shared |goals
- |brainstorm |solutions: |collaboratively |generate |potential |solutions |on |the |issue
- |evaluate |solutions: |discuss |pros |and |cons |of |each |solution |and |determine |which |is |most |
suitable
5 |steps |of |crucial |convo |- |agree |on |next |steps
- |suggest |a |specific |course |of |action |that |both |parties |can |agree |on
- |seek |arrangement: |ensure |that |both |parties |are |in |agreement |w |the |proposed |resolution
- |set |a |follow-up: |agree |on |a |time |to |follow |up |and |evaluate |the |progress |of |resolution
- |set |a |follow-up: |agree |on |a |time |to |follow |up |and |evaluate |the |progress |of |resolutions
5 |steps |of |crucial |convo |- |closing |convo
- |express |appreciation: |thank |other |person |for |their |willingness |to |engage |in |convo
- |reiterate |the |commitment: |remind |both |parties |of |commitment |of |resolution
authentic |leadership
they |are |their |own |true |selves, |integrity |with |who |they |say |they |are |being |the |same |as |who |
they |are
,- |rooted |in |concept |of |authenticity |where |leader |is |fully |functioning |person |in |tune |w |
themselves |and |their |basic |nature, |self-actualization, |and |having |strong |ethical |convictions
- |suggests |that |to |lead |must |be |true |to |themselves |and |their |values
- |integrity |is |conformance |between |what |leaders |profess |and |how |they |act
servant |leadership
- |goal: |to |serve |others |and |lead |others |to |serve
- |shares |power, |puts |needs |of |employees |first, |and |helps |people |develop |and |perform |as |
highly |as |possible
- |put |serving |others |as |#1 |priority
- |choice |between |personal |advantage |and |organizational |advantage |speaks |to |the |heart |of |
servant |leadership |since |servant |leaders |focus |on |the |betterment |of |subordinates
- |develop |followers |who |also |engage |in |serving |behaviors |- |due |to |servant |leaders |fostering |
collab, |teamwork, |and |collective |activism
transformational |leadership
based |on |the |encouragement |of |employees |to |give |their |best |work |and |motivation |to |be |
positive |while |performing |various |tasks |done |through |a |common |mission |and |vision
- |identifies |common |valuse
- |is |a |caretaker
- |inspires |others |with |vision
- |has |long-term |vision
- |looks |at |effects, |empowers |others
situational |leadership
, - |leads |the |people |based |on |the |situation |to |make |the |best |outcomes
- |the |tridimensional |leadership |effectiveness |model |predicts |which |leadership |style |is |most |
appropriate |in |each |situation |based |on |the |level |of |followers' |maturity
- |as |people |mature, |leadership |style |becomes |less |task-focused |and |more |relationship |oriented
contingency |leadership
- |no |one |leadership |style |is |ideal |for |every |situation
- |interrelationship |between |the |groups' |leader |and |its |members |were |most |influenced |by |the |
managers' |ability |to |be |a |good |leader
- |the |tasks |to |be |accomplished |and |the |key |power |associated |with |the |leader's |position |also |
were |cited |as |key |variables
laissez-faire |leadership
HANDS |OFF |approach
- |leader |provides |little |to |no |direction/supervision
- |decisions |are |not |made, |changes |rarely |occur, |quality |improvement |is |reactive |not |proactive
- |permissive |- |little |or |no |control
- |motivates |by |support |when |requested
- |uses |upwards |and |downwards |communication |between |members |of |the |group
- |disperses |decision |making |throughout |the |group
democratic |leadership
let |other |people |come |together |to |make |decisions |(team |in |decision |making)
