NURS 414 | Leadership EXAM QUESTIONS AND
CORRECT DETAILED ANSWERS WITH RATIONALES
( GRADED A+)
LEADS Collaborative
A system
1. Leads Self
2. Engages Others
3. Acheives Results
4. Develops Coalitions
5. Systems Transformation
Leads Self (4)
1. Self-Awareness (mindfullness)
2. Manages Self (controlls emotions, understands wants/needs, balances own life)
3. Develops Self (Motivates self, develops own soft skills, practices social and emotional
intelligence)
4. Demonstrates Character
Engages Others (4)
1. Development of employees
2. Development of company (resources, culture)
3. Effective Communication
4. Builds effective teams
Acheives Direction (4)
1. Set direction
2. Base decisions on values, vision, and evidence
3. Implement decisions quickly & with action
4. Assess/Evaluate success
Builds Coalitions (4)
1. pairs together good partnerships/networks
2. committed to customer service
3. Mobilizes knowledge (understands own resources and how to use)
4. Navigates sociopolitical environments (deal with conflict, mitigate differences and use
them to advantage)
Systems Transformation
1. Critical thinking about the healthcare system
2. Encourage innovation
3. Orient towards the future
4. Orchestrate change!
"you can only trust others when you can trust yourself in their presence"
- example of "leading self"
- deal with your own fears, don't project
,- prepare for the worst and have faith in your strength/diplomacy/opinion, trust in how
YOU will respond
Mindfullness
- helps to be a "Self Aware" leader
- focuses attention on current mental and physical experiences
- promotes non-judgemental, disengaged, empathetic exploration of your thoughts
Self-Delusion
- human instinct to protect the ego, necessary even for survival sometimes
- but must be challenged for authentic leadsership
- work to challenge own world views, ask others for feedback, journal
- ask yourself "why" to every answer you give to a question, over and over until you
come to a kernel of truth
Leader's mindset
- balancing opposing viewpoints: your coworker's idea is just as valid as your own
- putting your impatience fo change in long-term perspective, while still being 100%
present in the current moment
- embrace chaos to discover order (embrace change and scary new opportunities)
The Great Man Theory
leadership- you either have it, or you don't. ie an innate quality
(now mostly proven wrong bc leadership can be learned, though some ppl are more
inclined)
The Trait Theory
developed a set of individual characteristics/personal qualities one should develop to
become a leader
The skills theory
developed a set of practical skills one should develop to become a leader
- technical skills
- people skills
- conceptual/thinking skills
The Style Theory
compares the best styles of leadership:
ie beaurocratic vs democratic vs lassais faire
Managerial Grid:
- you want to be high on FRIENDLYNESS, as well as UNCOMPROMISING on
performance
Situational Leadership Theory
there's no one size fits all- takes context into account!
the leader should adapt to the situation
Contingency Theory
swap out/change the LEADER to match the situation, rather than depending on the
current leader to change their style
- ideal: well liked, but powerful and task driven leader
,Transactional Leadership Theory
reciprocity between the leader and follower: the leader provides what the followers need
in exchange for expected performance
- leader needs to provide rewards and punishments to motivate followers
- clear chain of command
- the leader makes decisions with no input
= performance is usually just what's expected: no more, no less
Transformational Leadership Theory
Gets results by transforming the environment/culture, charisma, encouraging and
cultivating followers
= performance above and beyond expected!
(rather than punishment and reward)
Leader-Member Exchange Theory
similar to transactional theory that it's based on reciprocity. but creates an 'in' crowd with
the leader's favorites, creating bad dynamics.
Servant Leadership Theory
leader 'serves' their followers: asking what followers need, helping them.
people follow out of gratitude
- a great model when considering pt focused healthcare
CNO Nursing Leadership Statement
- nurses MUST be leaders
- leadership is a shared responsibility across the HCT
- leading patients, advocacy, system/policy reform, research, nursing as a discipline
- leadership and managerial skills are interdependent
CASN National Nursing Education Framework
Six Domains:
1. Knowledge (foundational, then in-depth knowledge, then advanced)
2. Research/critical inquiry
3. Nursing Practice (clinical skills)
4. Communication & Collaboration
5. Professionalism (accountability/ethics)
6. Leadership
For each domain, there is an overarching guiding principle & esential components for
each degree level:
1. Baccalaurete (Bachelors)
2. Masters
3. Doctors
Textbook 18-09-2020 Reading
Leadership Skills:
- Diagnosing the situation
- Adapting
- Communicating
, - Self awareness
- self management
- social awareness
- relationship management
- results > popularity
- leadership is not rank, but responsibility
5 Interwoven Aspects of Leadership
- Leader
- Followers
- Situation
- Communication
- Goals
Task Behaviour: how leaders create/define roles, delegate, and explain how the goals
will be met
Relationship Behaviour: how leaders maintain personal connection and open
communication
Types of Leadership
1. Authoritarian
- decisions made alone
- giving direct orders
- efficient, especially in chaos/crisis
- but stifles creativity and fosters hostility
2. Democratic
- follows are involved in decision making
- slower process
- relies on 'majority rules' which silences minority groups
- low voter turnout common
3. Laissez Faire:
- minimal leader interventions, whether its intentional or they're inept at leading
- every man for himself
- freedom
- leader seems apathetic
Feminist Leadership
- more focused on personable relationships, connection, empowering others, enjoys the
process
- vs men who want to immediately achieve goals
If there are extremes, use direct, task oriented leadership
If more moderate situation, use high-relationship leadership (encouraging and
motivating)
Tri-Dimensional Leader Effectiveness Model
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