NUR 200 HONDROS EXAMINATION QUESTIONS
AND 100% VERIFIED ANSWERS
leadership - 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
definition of leadership - 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
types of leadership - 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
followers - 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
differences between leading and managing - 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
leadership characteristics - 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
olympic thinking - 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
characteristics of leaders - 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
values of successful leaders - 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
,traits of leaders - drive
desire to lead
honesty and integrity
self confidence
cognitive ability
knowledge of business
emotional intelligence
emotional intelligence - 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
leadership characeristics - 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
factors that influence the quality of nursing leadership - 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
leadership theories - 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
behavioural approach - 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
AND 100% VERIFIED ANSWERS
leadership - 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
definition of leadership - 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
types of leadership - 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
followers - 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
differences between leading and managing - 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
leadership characteristics - 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
olympic thinking - 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
characteristics of leaders - 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
values of successful leaders - 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
,traits of leaders - drive
desire to lead
honesty and integrity
self confidence
cognitive ability
knowledge of business
emotional intelligence
emotional intelligence - 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
leadership characeristics - 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
factors that influence the quality of nursing leadership - 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
leadership theories - 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
behavioural approach - 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
