Leadership and Management ATI Chapter 1
Pages 1-2: Leadership and management are...
Integral and simultaneous.
Pages 1-2: Management: defined
Management is the process of planning, organizing, directing, and coordinating the work within an
organization.
Pages 1-2: Leadership: defined
The ability to INSPIRE others to achieve a desired outcome.
Leaders influence willing followers to move toward a goal.
Pages 1-2: Managers vs. Leaders
Managers have formal positions of power and authority. Leaders may only have the informal power
afforded to them by their peers.
Pages 1-2: What are the three LEADERSHIP styles?
1. Authoritative
2. Democratic
3. Laissez-faire
Pages 1-2: Describe authoritative leaders.
1. Makes decisions for the group
2. Motivates by COERCION
3. Communication occurs down the chain of command
4. Work output by staff is usually high
5. Authoritative leadership is good for crisis situations and bureaucratic settings (ER, government)
6. Effective for employees that have little to no formal education
Pages 1-2: Describe democratic leaders.
1. Includes the GROUP when decisions are made
2. Motivates by supporting staff achievements
3. Communication occurs UP AND DOWN the chain of command
4. Work output by staff is usually good quality - good when cooperation and collaboration is necessary
Pages 1-2: Describe Laissez-faire leadership.
1. Makes very few decisions and does little planning
2. Motivation is largely the responsibility of individual staff members
3.Communiation occurs UP AND DOWN the chain of command
4. Work output is LOW unless an informal leader evolves from the group
5. Effective with professional employees
Pages 1-2: What are the characteristics of effective leaders (someone who inspires people towards a
common goal)?
1. Initiative
2. Inspiration
, 3. Energy
4. + attitude
5. Communication skills
6. Respect
7. Problem solving/critical thinking
Pages 1-2: Leaders: theory
- Great leaders were once believed to be born with skills that could not be acquired
- Contemporary leadership theory supports the belief that leaders CAN develop the necessary skills
Pages 1-2: Transformational leaders: define
Transformational leaders empower followers to assume responsibility for a COMMUNAL VISION, and
personal development is a secondary outcome.
Pages 1-2: Transactional leaders: define
Transactional leaders focus on immediate problems, maintaining the status quo and using rewards to
motivate followers.
This rewards = transactions. Transactions are immediate.
Pages 1-2: What is emotional intelligence?
- The ability of an individual to perceive and manage the emotions of self and others
- The nurse must be able to perceive and understand personal emotions and the emotions of their
clients to provide client-centered care
- Emotional intelligence needed to be a successful nurse leader
Pages 1-2: The emotionally intelligent leader...
- Has insight into the emotions of members of a team.
- Understands the perspective of others.
Encourages constructive criticism, open to new ideas
- Able to maintain focus while multitasking
- Manages emotions, channels them in a positive direction
- Refrains from judgment in controversial or emotionally charged situations until facts are gathered
Page 17-27 terms below....
Page 17-27 terms below....
Education and Training - What are the steps in providing educational programs?
1. Identify and respond - identify the need for knowledge or a proficiency
2. Analyze - Analyze educational deficiencies, develop learning objectives
3. Research - Research resources available to address learning objectives
4. Plan - Plan/create a program to address objectives using available resources
5. Implement
6. Evaluate
What is the goal of staff education?
To increase staff knoweldge and competence
Pages 1-2: Leadership and management are...
Integral and simultaneous.
Pages 1-2: Management: defined
Management is the process of planning, organizing, directing, and coordinating the work within an
organization.
Pages 1-2: Leadership: defined
The ability to INSPIRE others to achieve a desired outcome.
Leaders influence willing followers to move toward a goal.
Pages 1-2: Managers vs. Leaders
Managers have formal positions of power and authority. Leaders may only have the informal power
afforded to them by their peers.
Pages 1-2: What are the three LEADERSHIP styles?
1. Authoritative
2. Democratic
3. Laissez-faire
Pages 1-2: Describe authoritative leaders.
1. Makes decisions for the group
2. Motivates by COERCION
3. Communication occurs down the chain of command
4. Work output by staff is usually high
5. Authoritative leadership is good for crisis situations and bureaucratic settings (ER, government)
6. Effective for employees that have little to no formal education
Pages 1-2: Describe democratic leaders.
1. Includes the GROUP when decisions are made
2. Motivates by supporting staff achievements
3. Communication occurs UP AND DOWN the chain of command
4. Work output by staff is usually good quality - good when cooperation and collaboration is necessary
Pages 1-2: Describe Laissez-faire leadership.
1. Makes very few decisions and does little planning
2. Motivation is largely the responsibility of individual staff members
3.Communiation occurs UP AND DOWN the chain of command
4. Work output is LOW unless an informal leader evolves from the group
5. Effective with professional employees
Pages 1-2: What are the characteristics of effective leaders (someone who inspires people towards a
common goal)?
1. Initiative
2. Inspiration
, 3. Energy
4. + attitude
5. Communication skills
6. Respect
7. Problem solving/critical thinking
Pages 1-2: Leaders: theory
- Great leaders were once believed to be born with skills that could not be acquired
- Contemporary leadership theory supports the belief that leaders CAN develop the necessary skills
Pages 1-2: Transformational leaders: define
Transformational leaders empower followers to assume responsibility for a COMMUNAL VISION, and
personal development is a secondary outcome.
Pages 1-2: Transactional leaders: define
Transactional leaders focus on immediate problems, maintaining the status quo and using rewards to
motivate followers.
This rewards = transactions. Transactions are immediate.
Pages 1-2: What is emotional intelligence?
- The ability of an individual to perceive and manage the emotions of self and others
- The nurse must be able to perceive and understand personal emotions and the emotions of their
clients to provide client-centered care
- Emotional intelligence needed to be a successful nurse leader
Pages 1-2: The emotionally intelligent leader...
- Has insight into the emotions of members of a team.
- Understands the perspective of others.
Encourages constructive criticism, open to new ideas
- Able to maintain focus while multitasking
- Manages emotions, channels them in a positive direction
- Refrains from judgment in controversial or emotionally charged situations until facts are gathered
Page 17-27 terms below....
Page 17-27 terms below....
Education and Training - What are the steps in providing educational programs?
1. Identify and respond - identify the need for knowledge or a proficiency
2. Analyze - Analyze educational deficiencies, develop learning objectives
3. Research - Research resources available to address learning objectives
4. Plan - Plan/create a program to address objectives using available resources
5. Implement
6. Evaluate
What is the goal of staff education?
To increase staff knoweldge and competence
