Nursing Leadership and Management
(Chapter 1)
*Formal* leader - ANS-A individual is *in a function of authority* or in a sanctioned, assigned
role within an company *that connotes have an effect on*, inclusive of a clinical nurse
specialist.
*Informal* leader - ANS-An person who *demonstrates leadership outside the scope of a
formal management* position or *as a member of a group* instead of as the pinnacle or
leader of the institution.
*Leaders* - ANS---Often *do now not have delegated authority*, however reap their
electricity via other means
--Have a *wider kind of roles* than managers
--Are *often now not part of the formal organization*
--*Focus*: Group system, facts gathering, remarks, and empowering others
*Management* vs *Leadership* - ANS-*Management* emphasizes *manipulate* of hours,
expenses, salaries, additional time, use of sick go away, inventory, and substances.
*Leadership* increases productivity by using maximizing team of workers *effectiveness*
*Managers* - ANS---Are always *assigned a role* inside an organization
--Have a *valid source of power* due to the *delegated authority* that accompanies their
position
--Are expected to *carry out particular capabilities*
--*Emphasize*: Control, decision making, selection analysis, and results
1) *Leader-member family members* (Fielder's Contingency Theory) - ANS-*1)
Leader-member family members* are the feelings and attitudes of fans concerning
acceptance, agree with, and credibility of the leader.
--*Good* chief-member members of the family exist whilst fans recognize, agree with, and
trust in the leader.
--*Poor* chief-member members of the family reflect mistrust, a lack of self belief and
admire, and dissatisfaction with the chief by means of the followers.
2) *Task shape* (Fielder's Contingency Theory) - ANS-*2) Task structure* refers back to the
diploma to which work is described, with particular strategies, explicit instructions, and
dreams.
, --*High* mission structure includes recurring, predictable, surely described work
responsibilities.
--*Low* project structure entails work that isn't recurring, predictable, or virtually defined,
inclusive of creative, inventive, or qualitative studies sports.
Three) *Position power* (Fielder's Contingency Theory) - ANS-*three) Position electricity* is
the degree of formal authority and affect related to the leader.
--*High* position strength is favorable for the chief
--*Low* role electricity is damaging
Characteristics of *management* include: - ANS--*Assigned role*
-*Legitimate supply of power*
-*Carries out precise features*, duties, and duties
-*Emphasizes control*, selection making, selection evaluation, and results
-*Manipulate humans*, the surroundings, cash, time, *and other resources* to reap
organizational dreams
-Have *extra formal responsibility and duty* for rationality and manage *than leaders*
-*Direct inclined and unwilling subordinates*
How can I develop *emotional intelligence*? - ANS-Emotional intelligence (EI) is developed
via *five key abilities*:
*1) Lessen your pressure*
*2) Understand your emotions* through self-awareness and self-law
*3) Connect with others thru nonverbal communique*, explicit empathy, and enhance on
social skills
*four) Use humor*
*5) Resolve conflicts*
Leadership *trends* - ANS--Guiding vision
-Passion
-Integrity
-Self-self assurance
-Determination
-Intelligence
-Sociability
-Visionary
-Resource
-Experience
(Chapter 1)
*Formal* leader - ANS-A individual is *in a function of authority* or in a sanctioned, assigned
role within an company *that connotes have an effect on*, inclusive of a clinical nurse
specialist.
*Informal* leader - ANS-An person who *demonstrates leadership outside the scope of a
formal management* position or *as a member of a group* instead of as the pinnacle or
leader of the institution.
*Leaders* - ANS---Often *do now not have delegated authority*, however reap their
electricity via other means
--Have a *wider kind of roles* than managers
--Are *often now not part of the formal organization*
--*Focus*: Group system, facts gathering, remarks, and empowering others
*Management* vs *Leadership* - ANS-*Management* emphasizes *manipulate* of hours,
expenses, salaries, additional time, use of sick go away, inventory, and substances.
*Leadership* increases productivity by using maximizing team of workers *effectiveness*
*Managers* - ANS---Are always *assigned a role* inside an organization
--Have a *valid source of power* due to the *delegated authority* that accompanies their
position
--Are expected to *carry out particular capabilities*
--*Emphasize*: Control, decision making, selection analysis, and results
1) *Leader-member family members* (Fielder's Contingency Theory) - ANS-*1)
Leader-member family members* are the feelings and attitudes of fans concerning
acceptance, agree with, and credibility of the leader.
--*Good* chief-member members of the family exist whilst fans recognize, agree with, and
trust in the leader.
--*Poor* chief-member members of the family reflect mistrust, a lack of self belief and
admire, and dissatisfaction with the chief by means of the followers.
2) *Task shape* (Fielder's Contingency Theory) - ANS-*2) Task structure* refers back to the
diploma to which work is described, with particular strategies, explicit instructions, and
dreams.
, --*High* mission structure includes recurring, predictable, surely described work
responsibilities.
--*Low* project structure entails work that isn't recurring, predictable, or virtually defined,
inclusive of creative, inventive, or qualitative studies sports.
Three) *Position power* (Fielder's Contingency Theory) - ANS-*three) Position electricity* is
the degree of formal authority and affect related to the leader.
--*High* position strength is favorable for the chief
--*Low* role electricity is damaging
Characteristics of *management* include: - ANS--*Assigned role*
-*Legitimate supply of power*
-*Carries out precise features*, duties, and duties
-*Emphasizes control*, selection making, selection evaluation, and results
-*Manipulate humans*, the surroundings, cash, time, *and other resources* to reap
organizational dreams
-Have *extra formal responsibility and duty* for rationality and manage *than leaders*
-*Direct inclined and unwilling subordinates*
How can I develop *emotional intelligence*? - ANS-Emotional intelligence (EI) is developed
via *five key abilities*:
*1) Lessen your pressure*
*2) Understand your emotions* through self-awareness and self-law
*3) Connect with others thru nonverbal communique*, explicit empathy, and enhance on
social skills
*four) Use humor*
*5) Resolve conflicts*
Leadership *trends* - ANS--Guiding vision
-Passion
-Integrity
-Self-self assurance
-Determination
-Intelligence
-Sociability
-Visionary
-Resource
-Experience
