NURS 200 | Questions with 100% Verified Answers | Latest Update
Question: leadership
Answer:
nurses use specialized knowledge, judgement, skills, and clinical experience to perform leadership roles
nursing leadership is important in all nursing roles at all levels within an organization and across all
domains of practice: direct practice, education, research and administration academy of canadian execute
nurses (ACEN) and the american organization of nurse executives (AONE) believe that nursing
leadership is important to the safety and reliability of health care system is being able to see the present
for what it really is (working with patient), see the future for what it could be, and then, take action to
close the gap. leadership is not action, not position
Question: definition of leadership
Answer:
process that involves influencing the thinking and actions of other with respect to achieving a goal can
occur without formal management role refers to an individual's ability to affect others, often by inspiring,
enlivening, and engaging to participate can occur between the leader and another individual; between the
leader and a group or between a leader and an organization, community, society
Question: types of leadership
Answer:
formal leader: person in position of authority or someone with sanctioned, assigned role within an
organization that connotes influence informal leader: individual who demonstrates leadership outside
scope of a formal leadership role or as member of group, rather than head or leader of group
Question: followers
Answer:
valuable followers who are skilled, self directed employees who participate actively in setting group's
direction and who invest time and energy in the work of the group, thinking critically, and advocating for
new ideas good followers communicate and work well with others, being supportive, yet thoughtful in
their approaches to new ideas
Question: differences between leading and managing
Answer:
leadership: creating change, involves establishing a direction, aligning people through empowerment,
and motivating and inspiring them toward producing useful change and achieving the vision
management: controlling complexity in an effort to bring order and consistency, involves planning and
budgeting, organizing and staffing, problem solving and controlling complexity to produce predictability
and order
Question: leadership characteristics
,Answer:
Bennis and Nanus (1985) - effective leader share three fundamental qualities vision: vision statements
outline what organizations want to be and to focus on, should be inspirational, should serve as reference
point to guide decision making passion: ability to inspire and align people toward promises of life
integrity: based on knowledge of self, honesty and maturity, which is developed through experience and
growth
Question: olympic thinking
Answer:
requires nurturing of an inspired vision for the future, maintaining a burning desire (passion),
implementing purposeful action visualization of a preferred future enhances confidence, boosts
motivation, and engages the individual in a practice or discipline that keeps leader focused on vision
Question: characteristics of leaders
Answer:
intelligence self confidence determination integrity sociability research reports that caring nature,
respectability, trustworthiness, and flexibility are most valued leader characteristics good leaders are able
to retain quality staff
Question: values of successful leaders
Answer:
visionary and enthusiastic supportive and knowledgeable higher standards and expectations value
education and professional development demonstrate power and status in organization are visible and
responsive communicate openly active in professional associations
Question: traits of leaders
Answer:
drive desire to lead honesty and integrity self confidence cognitive ability knowledge of business
emotional intelligence
Question: emotional intelligence
Answer:
ability to both recognize the meaning of emotions and their relationships and to reason and solve
problems on basis of emotions consists of five basic social and emotional competencies: self awareness
self regulation motivation empathy social skills
Question: leadership characeristics
Answer:
huston identified eight essential skills for leaders: global perspective regarding health care and
professional nursing issues technology skills that facilitate mobility and portability of relationships,
,interactions and operational processes expert decision making skills rooted in empirical science ability to
create organization cultures that permeate quality health care and client/worker safety understanding and
appropriately intervening in political processes having highly developed collaborative and team building
skills ability to balance authenticity and performance expectations being able to envision and proactively
adapt to a health care system characterized by rapid change and chaos
Question: factors that influence the quality of nursing leadership
Answer:
nursing history - paradigm shift from controlling to empowering education - leadership competencies
could be learned use of self, organization structure and power, concept of self and ability to transact self
in an effective and authentic manner, access to power, opportunity, information and resources creates
empowered environment organizational redesign - able to help others, see the need for change,
challenges past practices, create vision for future, and construct new models for service delivery
transformational leaders engage the emotions of their followers through trusting relationships developed
through: charismatic role modelling individualized consideration inspirational motivation intellectual
stimulation
Question: leadership theories
Answer:
major leadership theories can be classified according to the following approaches: behavioural approach
contingency approach - leader effectiveness is contingent upon something other than leaders behaviour
contemporary approach - charismatic, transformational, servant, leadership functions necessary to
develop learning organizations and lead process of transforming change
Question: behavioural approach
Answer:
includes leadership styles first described in 1930s: autocratic leadership: centralized decision making,
with the leader making decisions and using power to command and control others democratic leadership:
participatory, authority is delegated to others, democratic leader uses expert power based afforded by
having close, personal relationships to be influential laissez faire: passive and permissive, leader defers
decision making research from university of michigan and ohio state university identified two based
leader behaviours: employee centred leadership: more effective and described as having focus on human
needs of subordinates job centred leadership: less effective for its focus on schedules, cost efficiency,
and the resulting lack of attention to developing work group and high performance goals ohio state
university looked at two dimensions of leader behaviour: initiating structure: emphasis on work to be
done, focuses on task and production, focuses on initiating structure, concerned with how work is
organized and on achievement of goals consideration: activities that focus on the employee and
emphasize relating and getting along with people, focus on involvement, focus on creating relationships
that foster communication and trust as basis for respecting other people and potential contributions
Question: contingency approaches
Answer:
, acknowledges that other factors in the environment influence outcomes as much as leadership style and
behaviour fiedler's contingency theory: views leader behaviour as dependent upon the interaction of
leader's personality and needs of situation, favourable situations toward the leader involve leader
member relationships, degree of task structure, and leader's position power leader member relations:
feelings and attitudes of followers regarding acceptance, trust and credibility of the leader task structure:
degree to which work is defined with specific procedures, explicit directions and goals position power:
degree of formal authority and influence associated with leader hersey and blanchard's situational theory:
readiness if a factor in determining leadership style follower readiness, called maturity is assured in order
to select one of four leadership styles for a situation telling: high task, low relationship behaviour selling:
high task, high relationship participating: low task, high relationship delegating: low task, low
relationship path goal theory: leader works to motivate followers and influence goal accomplishment
directive style: provides structure through direction and authority, leader is focused on task and getting
job done supportive style: relationship oriented, leader provides encouragement, interest and attention
achievement oriented: provides high structure and direction as well as high support through
consideration behaviour participant style: involving followers in decision making substitutes for
leadership are variables that may influence or have an effect on followers to the same extent as leader's
behaviour: experience, ability, training professionalism structured, routine tasks feedback provided by
the task intrinsic satisfaction cohesive group formalized organization contemporary approaches to
leadership address the leadership functions necessary to develop learning organizations and lead
transforming change charismatic leaders display self confidence, have strength in convictions,
communicate high expectation and confidence in others have been described as emerging during a crisis,
communicating vision, and using personal power and unconventional strategies
Question: transformational leadership
Answer:
transformational leadership theory suggests that the relationship between the leader and follower inspires
and empowers an individual toward a commitment to the organization Transformational leaders are
leaders who motivate others through vision and inspiration
Question: servant leadership
Answer:
Robert greenleaf (1970s) wanting to put the needs of others above all else as the number one priority
characteristics include listening, empathy, healing, awareness, persuasion, foresight, stewardship,
growth, building community
Question: Kouzes and posner's five leadership practices
Answer:
people want a leader who is honest, trustworthy and has integrity forward thinking with a vision for the
future and who thinks long term comptent inspiring and dynamic optimistic about future defined five
practices: model the way inspire shared vision challenge process enable others to act encourage the heart
Question: nursing leadership and outcomes
Question: leadership
Answer:
nurses use specialized knowledge, judgement, skills, and clinical experience to perform leadership roles
nursing leadership is important in all nursing roles at all levels within an organization and across all
domains of practice: direct practice, education, research and administration academy of canadian execute
nurses (ACEN) and the american organization of nurse executives (AONE) believe that nursing
leadership is important to the safety and reliability of health care system is being able to see the present
for what it really is (working with patient), see the future for what it could be, and then, take action to
close the gap. leadership is not action, not position
Question: definition of leadership
Answer:
process that involves influencing the thinking and actions of other with respect to achieving a goal can
occur without formal management role refers to an individual's ability to affect others, often by inspiring,
enlivening, and engaging to participate can occur between the leader and another individual; between the
leader and a group or between a leader and an organization, community, society
Question: types of leadership
Answer:
formal leader: person in position of authority or someone with sanctioned, assigned role within an
organization that connotes influence informal leader: individual who demonstrates leadership outside
scope of a formal leadership role or as member of group, rather than head or leader of group
Question: followers
Answer:
valuable followers who are skilled, self directed employees who participate actively in setting group's
direction and who invest time and energy in the work of the group, thinking critically, and advocating for
new ideas good followers communicate and work well with others, being supportive, yet thoughtful in
their approaches to new ideas
Question: differences between leading and managing
Answer:
leadership: creating change, involves establishing a direction, aligning people through empowerment,
and motivating and inspiring them toward producing useful change and achieving the vision
management: controlling complexity in an effort to bring order and consistency, involves planning and
budgeting, organizing and staffing, problem solving and controlling complexity to produce predictability
and order
Question: leadership characteristics
,Answer:
Bennis and Nanus (1985) - effective leader share three fundamental qualities vision: vision statements
outline what organizations want to be and to focus on, should be inspirational, should serve as reference
point to guide decision making passion: ability to inspire and align people toward promises of life
integrity: based on knowledge of self, honesty and maturity, which is developed through experience and
growth
Question: olympic thinking
Answer:
requires nurturing of an inspired vision for the future, maintaining a burning desire (passion),
implementing purposeful action visualization of a preferred future enhances confidence, boosts
motivation, and engages the individual in a practice or discipline that keeps leader focused on vision
Question: characteristics of leaders
Answer:
intelligence self confidence determination integrity sociability research reports that caring nature,
respectability, trustworthiness, and flexibility are most valued leader characteristics good leaders are able
to retain quality staff
Question: values of successful leaders
Answer:
visionary and enthusiastic supportive and knowledgeable higher standards and expectations value
education and professional development demonstrate power and status in organization are visible and
responsive communicate openly active in professional associations
Question: traits of leaders
Answer:
drive desire to lead honesty and integrity self confidence cognitive ability knowledge of business
emotional intelligence
Question: emotional intelligence
Answer:
ability to both recognize the meaning of emotions and their relationships and to reason and solve
problems on basis of emotions consists of five basic social and emotional competencies: self awareness
self regulation motivation empathy social skills
Question: leadership characeristics
Answer:
huston identified eight essential skills for leaders: global perspective regarding health care and
professional nursing issues technology skills that facilitate mobility and portability of relationships,
,interactions and operational processes expert decision making skills rooted in empirical science ability to
create organization cultures that permeate quality health care and client/worker safety understanding and
appropriately intervening in political processes having highly developed collaborative and team building
skills ability to balance authenticity and performance expectations being able to envision and proactively
adapt to a health care system characterized by rapid change and chaos
Question: factors that influence the quality of nursing leadership
Answer:
nursing history - paradigm shift from controlling to empowering education - leadership competencies
could be learned use of self, organization structure and power, concept of self and ability to transact self
in an effective and authentic manner, access to power, opportunity, information and resources creates
empowered environment organizational redesign - able to help others, see the need for change,
challenges past practices, create vision for future, and construct new models for service delivery
transformational leaders engage the emotions of their followers through trusting relationships developed
through: charismatic role modelling individualized consideration inspirational motivation intellectual
stimulation
Question: leadership theories
Answer:
major leadership theories can be classified according to the following approaches: behavioural approach
contingency approach - leader effectiveness is contingent upon something other than leaders behaviour
contemporary approach - charismatic, transformational, servant, leadership functions necessary to
develop learning organizations and lead process of transforming change
Question: behavioural approach
Answer:
includes leadership styles first described in 1930s: autocratic leadership: centralized decision making,
with the leader making decisions and using power to command and control others democratic leadership:
participatory, authority is delegated to others, democratic leader uses expert power based afforded by
having close, personal relationships to be influential laissez faire: passive and permissive, leader defers
decision making research from university of michigan and ohio state university identified two based
leader behaviours: employee centred leadership: more effective and described as having focus on human
needs of subordinates job centred leadership: less effective for its focus on schedules, cost efficiency,
and the resulting lack of attention to developing work group and high performance goals ohio state
university looked at two dimensions of leader behaviour: initiating structure: emphasis on work to be
done, focuses on task and production, focuses on initiating structure, concerned with how work is
organized and on achievement of goals consideration: activities that focus on the employee and
emphasize relating and getting along with people, focus on involvement, focus on creating relationships
that foster communication and trust as basis for respecting other people and potential contributions
Question: contingency approaches
Answer:
, acknowledges that other factors in the environment influence outcomes as much as leadership style and
behaviour fiedler's contingency theory: views leader behaviour as dependent upon the interaction of
leader's personality and needs of situation, favourable situations toward the leader involve leader
member relationships, degree of task structure, and leader's position power leader member relations:
feelings and attitudes of followers regarding acceptance, trust and credibility of the leader task structure:
degree to which work is defined with specific procedures, explicit directions and goals position power:
degree of formal authority and influence associated with leader hersey and blanchard's situational theory:
readiness if a factor in determining leadership style follower readiness, called maturity is assured in order
to select one of four leadership styles for a situation telling: high task, low relationship behaviour selling:
high task, high relationship participating: low task, high relationship delegating: low task, low
relationship path goal theory: leader works to motivate followers and influence goal accomplishment
directive style: provides structure through direction and authority, leader is focused on task and getting
job done supportive style: relationship oriented, leader provides encouragement, interest and attention
achievement oriented: provides high structure and direction as well as high support through
consideration behaviour participant style: involving followers in decision making substitutes for
leadership are variables that may influence or have an effect on followers to the same extent as leader's
behaviour: experience, ability, training professionalism structured, routine tasks feedback provided by
the task intrinsic satisfaction cohesive group formalized organization contemporary approaches to
leadership address the leadership functions necessary to develop learning organizations and lead
transforming change charismatic leaders display self confidence, have strength in convictions,
communicate high expectation and confidence in others have been described as emerging during a crisis,
communicating vision, and using personal power and unconventional strategies
Question: transformational leadership
Answer:
transformational leadership theory suggests that the relationship between the leader and follower inspires
and empowers an individual toward a commitment to the organization Transformational leaders are
leaders who motivate others through vision and inspiration
Question: servant leadership
Answer:
Robert greenleaf (1970s) wanting to put the needs of others above all else as the number one priority
characteristics include listening, empathy, healing, awareness, persuasion, foresight, stewardship,
growth, building community
Question: Kouzes and posner's five leadership practices
Answer:
people want a leader who is honest, trustworthy and has integrity forward thinking with a vision for the
future and who thinks long term comptent inspiring and dynamic optimistic about future defined five
practices: model the way inspire shared vision challenge process enable others to act encourage the heart
Question: nursing leadership and outcomes
