Professional Behaviors, Collaboration, Advocacy, Legal: NUR2033 – 905
Module 1
conflict engagement: method by which nurses can comfortably and respectfully address conflict in the
workplace (rather than avoiding conflict) by creating connections with others to build trust
conflict management: process used to work through conflicts in a way that minimizes negative effects
and promotes positive consequences
autocratic leadership: leadership style in which the leader assumes complete control over the decisions
and activities of the group
democratic leadership: leadership style characterized by a sense of equality between the leader and
followers
explicit power: power obtained by virtue of a person’s position
implied power: power obtained by force of a person’s personality that might enable that person to have
more power to influence others than designated leaders
just culture: refers to an organization’s commitment to accountability and a focus supporting universal
safety in health care
laissez-faire leadership: leadership style in which the leader relinquishes all power to the group
quantum leadership: leadership that moves beyond the traditional modes previously experienced by all
levels of workers; spawned by the impact of the information age on work and the worker
servant leadership: philosophy and set of practices that begins with the natural feeling of wanting to
serve; its aim is to enrich the lives of individuals, build better organizations, and ultimately creates a
more just and caring world
transactional leadership: leadership style based on maintaining control by rewarding good behavior and
punishing negative or detrimental behavior
transformational leadership: type of leadership in which the person creates revolutionary change and
commits to the personal and professional growth of self and others
BOX 10-4
Five Key Practices for Servant Leaders
1. Develop your vision. What do you see in the future, related to a current or
anticipated need? A leader’s vision inspires and motivates others to follow and to engage.
2. Listen and learn before speaking and acting. Be mindfully present with
others, learning and assessing their concerns, values, and priorities. Have an open mind
and leave all judgment and assumptions behind.
3. Envision and invest in others’ greatness. What do you see in others? How
can you help them grow?
4. Give away your power. Allow others to have a voice, to exercise control, and to
practice leading themselves, reassured by the knowledge that you have their backs.
, Professional Behaviors, Collaboration, Advocacy, Legal: NUR2033 – 905
Module 1
5. Build community by developing strategic relationships. Invest in those
who support the organization’s values, show passion, can play to their strengths, and
demonstrate a positive attitude. Provide ongoing opportunities for collaborations, sharing,
reflection, encouragement, and celebration, as well as hard work.
6. BOX 10-5
Conflict Resolution Strategies
7. Avoiding: There is awareness of the conflict situation, but the parties involved
decide to either ignore the conflict, or avoid, or postpone its resolution. The conflict
has not been resolved and may resurface later in an exaggerated form.
8. Collaborating: This is a joint effort to resolve the conflict with a win–win solution.
All parties set aside previously determined goals, determine a priority common
goal, and accept mutual responsibility for achieving this goal. This focus on problem
solving is based on mutual respect, honest communication, and shared decision
making.
9. Competing: This approach results in a win for one party at the expense of the
other group. This win–lose confrontation can leave the loser frustrated, with a desire
to “get even” in the future. This strategy may be used when one party has more
knowledge regarding the situation, or when resistance is appropriate because of
ethical concerns or unsafe patient care practices.
10. Compromising: For this technique to be effective, both parties must be willing to
relinquish something of equal value. If that does not occur, either or both parties
may feel that they have lost the conflict and given up more than the other group.
11. Cooperating/Accommodating: One party makes a conscious decision to let the
other group win and may collect an “IOU” for use in the future. This party’s original
loss may result in a more positive outcome in the future.
12. Smoothing: Smoothing is an effort to compliment the other party and focus on
agreement rather than disagreement, thus reducing the emotion in the conflict. The
original conflict is rarely resolved with this technique.
Roles of the Community-Based Nurse
- In addition to having excellent caregiving skills, the community nurse is a patient advocate,
coordinator of services, and patient and family educator.
Module 1
conflict engagement: method by which nurses can comfortably and respectfully address conflict in the
workplace (rather than avoiding conflict) by creating connections with others to build trust
conflict management: process used to work through conflicts in a way that minimizes negative effects
and promotes positive consequences
autocratic leadership: leadership style in which the leader assumes complete control over the decisions
and activities of the group
democratic leadership: leadership style characterized by a sense of equality between the leader and
followers
explicit power: power obtained by virtue of a person’s position
implied power: power obtained by force of a person’s personality that might enable that person to have
more power to influence others than designated leaders
just culture: refers to an organization’s commitment to accountability and a focus supporting universal
safety in health care
laissez-faire leadership: leadership style in which the leader relinquishes all power to the group
quantum leadership: leadership that moves beyond the traditional modes previously experienced by all
levels of workers; spawned by the impact of the information age on work and the worker
servant leadership: philosophy and set of practices that begins with the natural feeling of wanting to
serve; its aim is to enrich the lives of individuals, build better organizations, and ultimately creates a
more just and caring world
transactional leadership: leadership style based on maintaining control by rewarding good behavior and
punishing negative or detrimental behavior
transformational leadership: type of leadership in which the person creates revolutionary change and
commits to the personal and professional growth of self and others
BOX 10-4
Five Key Practices for Servant Leaders
1. Develop your vision. What do you see in the future, related to a current or
anticipated need? A leader’s vision inspires and motivates others to follow and to engage.
2. Listen and learn before speaking and acting. Be mindfully present with
others, learning and assessing their concerns, values, and priorities. Have an open mind
and leave all judgment and assumptions behind.
3. Envision and invest in others’ greatness. What do you see in others? How
can you help them grow?
4. Give away your power. Allow others to have a voice, to exercise control, and to
practice leading themselves, reassured by the knowledge that you have their backs.
, Professional Behaviors, Collaboration, Advocacy, Legal: NUR2033 – 905
Module 1
5. Build community by developing strategic relationships. Invest in those
who support the organization’s values, show passion, can play to their strengths, and
demonstrate a positive attitude. Provide ongoing opportunities for collaborations, sharing,
reflection, encouragement, and celebration, as well as hard work.
6. BOX 10-5
Conflict Resolution Strategies
7. Avoiding: There is awareness of the conflict situation, but the parties involved
decide to either ignore the conflict, or avoid, or postpone its resolution. The conflict
has not been resolved and may resurface later in an exaggerated form.
8. Collaborating: This is a joint effort to resolve the conflict with a win–win solution.
All parties set aside previously determined goals, determine a priority common
goal, and accept mutual responsibility for achieving this goal. This focus on problem
solving is based on mutual respect, honest communication, and shared decision
making.
9. Competing: This approach results in a win for one party at the expense of the
other group. This win–lose confrontation can leave the loser frustrated, with a desire
to “get even” in the future. This strategy may be used when one party has more
knowledge regarding the situation, or when resistance is appropriate because of
ethical concerns or unsafe patient care practices.
10. Compromising: For this technique to be effective, both parties must be willing to
relinquish something of equal value. If that does not occur, either or both parties
may feel that they have lost the conflict and given up more than the other group.
11. Cooperating/Accommodating: One party makes a conscious decision to let the
other group win and may collect an “IOU” for use in the future. This party’s original
loss may result in a more positive outcome in the future.
12. Smoothing: Smoothing is an effort to compliment the other party and focus on
agreement rather than disagreement, thus reducing the emotion in the conflict. The
original conflict is rarely resolved with this technique.
Roles of the Community-Based Nurse
- In addition to having excellent caregiving skills, the community nurse is a patient advocate,
coordinator of services, and patient and family educator.
