Summary NURS 3720 LEADERSHIP ALL WEEKS COMPLETE REVIEW GUIDE_2024/2025.
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Course
NURS 3720 (NURS3720)
Institution
Dalhousie University (Dal
)
LEADERSHIP WEEK ONE
LEADER EMOTIONAL INTELLIGENCE contributes toward creating a supportive
culture for members by recognizing their emotions that may suppress nurses'
intention to leave
Leadership EI creates a healing environment for nurses and ensures patients'
well-being.
Team c...
LEADERSHIP WEEK ONE
LEADER EMOTIONAL INTELLIGENCE contributes toward creating a supportive
culture for members by recognizing their emotions that may suppress nurses'
intention to leave
Leadership EI creates a healing environment for nurses and ensures patients'
well-being.
Team culture is the lynchpin in HCI
Incr turnover = $$$$ and reduces services available to people
Leadership EI has negative relationship with turnover intention
Ei leaders are more sympathetic to their staff and are ready to discuss their
problems, which ultimately enables them to create long-lasting job attitudes.
Culture is pertinent for the satisfaction of workers and positive culture can
reduce turnover intentions
Training nurses in Leadership EI can lessen turnover intentions and promote
desirable team cultures -thus lowering hospital expenditure
SELF LEADERSHIP
Multidimensional construct comprised of SCT – individuals exercise control over
perosnla, environmental, and behavioural factors. ‘
SCT: emphasizes personal agency and reciprocal interactions btwn personal, enviro
and behavioural factors
5 basic capabilities in SCT:
1. Symbolizing: processing visual models into cognitive models that serve as a
guide for the future
2. Vicarious learning: learning by observing others actions
3. Self regulation: self control of actions by setting internal standards and
evaluating the discrepancy it and their own standards to improve
4. Self reflection: reflect on past actions using perceptions t determine the
strength of their beliefs so that they can achieve success in the future
5. Forethought: self determination though planning actions, anticipating
consequences, and determining the desired performance level
SYMBOLIZING AND VICARIOUS LEARNING = CONSTRUCTIVE STRATEGIES
SELF REG AND REFLECTION: BEHAVIOURAL STRATEGIES
FORETHOOUGHT = NATURAL REWRADS STRATEGIES
Behavioural:
Self reg and self reflection allow for self observation, goal setting, punishment
and rewards
Constructive:
1
, Involves individuals managing their thinking tendencies to direct focus on
positive mental imagery – helping to maintain self direction and self
motivation
Symbolizing – allows ppl to test solutions symbolically to accept ro reject
them based on thought processes
Vicarious learning: important for self direction
Natural rewards strategies
Involve using forethought to build natural motivation into tasks and create
motivation and goal internalization based on inherently enjoyable aspects of
an activity
FIVE FACTOR MODEL OF PERSOMALITY – FFM
Discusses the relevance of personality traits in driving self leadership strategies
FIVE PERSONALITY TRAITS ARE
1. Extraversion
2. Emotional stability
3. Agreeableness
4. Conscientiousness
5. Openness
EXTRAVERSION AND CONSCIENTIOUSNESS ARE DEEMED THE STRONGEST IN
ASSIOCATION WITH SELF-LEADERSHIP
The effects of FFM on behaviour focused strategies is predominantly driven
by conscientiousness
The effects of FFM traits on constructive thought strategies is predominantly
driven by openness,
The effects of FFM traits on natural rewards strategies is predominantly
driven by extraversion
Self leadership is + corelated with self efficiency
Constructive thought theories account for the association of self leadership with self
efficacy
Natural rewards strategies account for the association of self leadership with job
satisfaction and organizational commitment
Power distance refers to the degree of equality or inequality accepted btwn ppl in a
countries society
High power distance cultures – ppl are more likely to engage in a restricted form of
self leadership whereas lower power distance cultures- like western society- are
more free in this term
LEC
2
, Mindfulness: increased awareness of what is happening in the present which
buffer knee jerk reactions
Network: any related group with common involvement or areas of interest
Medicare: provincial medical services plan for residents
Management: ensuring ppl have the necessary resources to get the job done
utilizing timelines and budgets
Emergence: engaging others and thinking outside the box to discover who is
best suited to respond to a problem
Followership: promoting effectiveness, maintaining collab work relationships
and sharing leadership responsibilities
Resilience: surviving an thriving in the aftermath of trauma
Self-leadership: starting point in which we each are encouraged to examine
our biases and beliefs and understand the worldview from which we are
practising nursing
Traits of good leaders:
Attitudes: Intrinsic qualities: Acquired skills Personal:
Caring Dependable Business sense Motivator of
Optimistic Dignified Professional others
Supportive Strong-willed Decisive Higher energy
Motivated Good reasoning Empowering
Approachable Dedicated skills Interested in
Cooperative Risk taker quality
Friendly
Least desired traits in a nurse leader: risk taker, high energy, cheerful, creative,
detail oriented and inspirational
PRACTICE Q:
The nurse is aware that EI is an important aspect of leadership. The impact of
emotions should be a high priority when examining the functioning of the team.
What is the FIRST step in determining the level of EI?
A. Empathy of others
B. Self awareness
C. Self regulation
D. Listening to others
LEADERSHIP VS MANAGEMENT:
Leadership:
Leads group towards common goal
Inspire motivate encourage
Leadership goals: communication, motivation, delegation, positivity,
trustworthiness, creatively, feedback, responsibility
3
, Management
The process of dealing with or controlling other things or ppl
Managers plan, organize coordinate
Management goals: interpersonal skills, communication, motivation,
organization, delegation
LEADERSHIP: is the process of engaging and influencing others – based on advocacy
and critical thinking, and action
MANAGEMENT: is about getting the job done and ensuring pp, have the tools to do
so. Effective mangers set goals and objectives to ensure they are met within
established timelines and budgets
Followership: involves engaging with others who are leading or managing by
contributing to the work that needs to be done. Followers can promote team
effectiveness by maintaining collaborative work relationships, offering constructive
criticism. Effective followers know how to self-manage and work well with others –
good for interdisciplinary work
PERSONAL ATTRIBUTES NEEDED TO LEAD MANAGE AND FOLLOW
Nurses need to value the 6 ethical principles – beneficence autonomy,
truthfulness, confidentiality, justice, integrity
EI: being aware of your emotions and helping others deal with theirs
HIGH EI CANNOT OFFSET RESTRUCTURING (fundamental changes to an
org to achieve greater efficiency or profit) WHEN THEY HAVE TOO GREAT
OF A SPAN OF CONTROL
Span of control = how many ppl they are in charge of
Appreciative Inquiry:
Encourages ppl to bring about the positives instead of the negatives
Used at all levels to engage ppl in identifying positives instead of focusing on the
negatives
Hand offs occur btwn nurses when pts are transferred from one practice setting to
another
5-D cycle of AI:
1. Definition
2. Discovery
3. Dream
4. Design
5. Destiny
4
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