Leadership and Management

Mid-Term Test Blueprint

1. Management: management Process, participatory management, scientific management,
management power, managerial levels
a. Participatory management implies that others are allowed to participate in decision making
over which someone has control. Thus, the act of allowing participation identifies the real
and final authority for the participant.
b. The four overriding principles of scientific management as identified by Taylor (1911) are:
i. Traditional rule of thumb means of organizing work must be replaced with
scientificmethods. In other words, by using time and motion studies and the
expertise ofexperienced workers, work could be scientifically designed to promote
greatestefficiency of time and energy.
ii. A scientific personnel system must be established so that workers can be hired,
trained,and promoted based on their technical competence and abilities. Taylor
thought thateach employees abilities and limitations could be identified so that the
worker couldbe best matched to the most appropriate job.
iii. Workers should be able to view how they fit into the organization and how
theycontribute to overall organizational productivity. This provides common goals
and a sharing of the organizational mission. One way Taylor thought that this could
beaccomplished was by the use of financial incentives as a reward for work
accomplished.Because Taylor viewed humans as economic animals motivated
solely by money,workers were reimbursed according to their level of production
rather than by anhourly wage.
iv. The relationship between managers and workers should be cooperative
andinterdependent, and the work should be shared equally. Their roles, however,
were notthe same. The role of managers, or functional foremen as they were called,
was to plan,prepare, and supervise. The worker was to do the work.
2. Leadership styles: laissez-faire, authoritarian, democratic, quantum, servant
a. The laissez-faire leader is characterized by the following behaviors:
Is permissive, with little or no control.
Motivates by support when requested by the group or individuals.
Provides little or no direction.
Uses upward and downward communication between members of the group.
Disperses decision making throughout the group.
Places emphasis on the group.
Does not criticize.
b. The democratic leader exhibits the following behaviors:
Less control is maintained.
Economic and ego awards are used to motivate.
Others are directed through suggestions and guidance.
Communication flows up and down.
Decision making involves others.
Emphasis is on we rather than I and you.
Criticism is constructive.

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c. The authoritarian leader is characterized by the following behaviors:

Strong control is maintained over the work group.
Others are motivated by coercion.
Others are directed with commands.
Communication flows downward.
Decision making does not involve others.
Emphasis is on difference in status (I and you).
Criticism is punitive.
Theories: X, Y, Z, Interacting,
a. Douglas McGregor (1960) reinforced these ideas by theorizing that managerial attitudes
about employees (and, hence, how managers treat those employees) can be directly
correlated with employee satisfaction. He labeled this Theory X and Theory Y . Theory X
managers believe that their employees are basically lazy, need constant supervision and
direction, and are indifferent to organizational needs. Theory Y managers believe that their
workers enjoy their work, are self-motivated, and are willing to work hard to meet personal
and organizational goals.
Transactional and transformational leadership
a. The manager who is committed, has a vision, and is able to empower others withthis vision
was termed a transformational leader.
b. Thetraditional manager, concerned with the day-to-day operations, was termed a
transactionalleader.
Emotional intelligence: components
1. Self-awareness: The ability to recognize and understand ones moods, emotions, and
drives aswell as their effects on others
2. Self-regulation: The ability to control or redirect disruptive impulses or moods as well as
thepropensity to suspend judgment
3. Motivation: A passion to work for reasons that go beyond money or status; a propensity
topursue goals with energy and commitment
4. Empathy: The ability to understand and accept the emotional makeup of other people
5. Social skills: Proficiency in handling relationships and building networks; an ability to
findcommonground.
Characteristics and components of authentic leadership
1. Purpose: Authentic leaders understand their own purposes and passions as a result of
ongoingself-reflection and self-awareness.
2. Values: Authentic leaders link between purpose and passion by having congruence in
beliefsand actions.
3. Heart: Authentic leaders care for themselves and the people they lead, and their
compassion isgenuine.
4. Relationships: Authentic leaders value building relationships and establishing connections
withothers, not to receive rewards but rather to strengthen the human connection.
5. Self-discipline: Authentic leaders practice self-discipline by incorporating balance into
their personal and professional lives.
Ethics: types of ethical issues, ethical decision framework, ethical dilemma, ethical reasoning,
MORAL decision making
a. Massage the dilemma: Collect data about the ethical problem and who should be involved in
the decision-making process.

b. Outline options: Identify alternatives, and analyze the causes and consequences of each.
c. Review criteria and resolve: Weigh the options against the values of those involved in the
decision. This may be done through a weighting or grid.
d. Affirm position and act: Develop the implementation strategy.
e. Look back: Evaluate the decision making.
2. SWOT analysis
a. There are many effective tools that assist in strategic planning. One of the most commonly
used in health-care organizations is SWOT analysis (identification of strengths,
weaknesses, opportunities, and threats) (see Display 7.2). SWOT analysis, also known as
TOWS analysis, was developed by Albert Humphrey at Stanford University in the 1960s
and 1970s. The first step in SWOT analysis is to define the desired end state or objective.
After the desired objective is defined, the SWOTs are discovered and listed. Decision
makers must then decide if the objective can be achieved in view of the SWOTs. If the
decision is no, a different objective is selected and the process repeats.
3. Empowering staff
a. Empowerment occurs when: Leaders communicate their vision
b. Employees are given the opportunity to make the most of their talents
c. Learning, creativity, and exploration are encouraged
d. Empowerment plants seeds of leadership, collegiality, self-respect, and professionalism.
e. Empowerment can also be as simple as assuring that all individuals in the organization are
treated with dignity.
f. READ PAGE 295
4. Image of team leaders
5. Organizational planning
6. Power: types of power, authority power gap
a. For leadership to be effective, some measure of power must often support it. This is true for
the informal social group and the formal work group. Mindtools (1996-2013), in their
classic work, postulate that several bases, or sources, exist for the exercise of power:
reward power, punishment or coercive power, legitimate power, expert power, and
referent power.
b. Reward power: is obtained by the ability to grant favors or reward others with whatever
they value. The arsenal of rewards that a manager can dispense to get employees to work
toward meeting organizational goals is very broad. Positive leadership through rewards
tends to develop a great deal of loyalty and devotion toward leaders.
c. Punishment or coercive power: the opposite of reward power, is based on fear of
punishment if the managers expectations are not met. The manager may obtain compliance
through threats (often implied) of transfer, layoff, demotion, or dismissal. The manager who
shuns or ignores an employee is exercising power through punishment, as is the manager
who berates or belittles an employee.

d. Legitimate power: is position power. Authority is also called legitimate power. It is the
power gained by a title or official position within an organization. Legitimate power has
inherent in it the ability to create feelings of obligation or responsibility. The socialization
and culture of subordinate employees will influence to some degree how much power a
manager has due to his or her position.
e. Expert power: is gained through knowledge, expertise, or experience. Having critical
knowledge allows a manager to gain power over others who need that knowledge. This type
of power is limited to a specialized area. For example, someone with vast expertise in music
would be powerful only in that area, not in another specialization. When Florence
Nightingale used research to quantify the need for nurses in the Crimea (by showing that
when nurses were present, fewer soldiers died), she was using her research to demonstrate
expertise in the health needs of the wounded.
f. Referent powe: is power that a person has because others identify with that leader or with
what that leader symbolizes. Referent power also occurs when one gives another person,
feelings of personal acceptance or approval. It may be obtained through association with the
powerful. People may also develop referent power because others perceive them as
powerful. This perception could be based on personal charisma, the way the leader talks or
acts, the organizations to which he or she belongs, or the people with whom he or she
associates. People who others accept as role models or leaders enjoy referent power.
Physicians use referent power very effectively; society, as a whole, views physicians as
powerful, and physicians carefully maintain this image.
g. Although correlated with referent power, charismatic power is distinguished by some from
referent power. Referent power is gained only through association with powerful others,
whereas charisma is a more personal type of power.
h. Another type of power, which is often added to the French and Raven power source is
informational power . This source of power is obtained when people have information that
others must have to accomplish their goals. The various sources of power are summarized in
Table 13.1.
i. SHORTEN VERSION OF WHAT IS ABOVE
1. Referent: association with others
2. Legitimate: position
3. Coercive: fear
4. Reward: ability to grant favors
5. Expert: knowledge and skill
6. Charismatic: personal
7. Informational: the need for information
i. Authority-Power Gap
i. The right to command does not ensure that employees will follow orders
ii. The more power subordinates perceive a manager to have, the smaller the gap
between the right to expect certain things and the resulting fulfillment of those
expectations by others
iii. The negative effect of a wide authoritypower gap is that organizational chaos may
develop
iv. Overt displays of authority should be used as a last resort
v. The leader should make a genuine effort to know and care about each subordinate as
a unique individual

vi. The manager needs to provide enough information about organizational and unit
goals to subordinates so that they understand how their efforts and those of their
manager are contributing to goal attanment
7. Communication: verbal skills, channels of communication, communication process
8. Negotiation
a. Frequently resembles compromise when used as a conflict negotiation strategy
b. Emphasis is on accommodating differences between the parties
c. Each party must consider trade-offs and the bottom line to negotiate successfully
d. Negotiation is psychological and verbal. The effective negotiator always looks calm and
self-assured
e. NEGOTIATION OUTCOMES
i. Bottom line: The very least for which a person will settle is often referred to as the.
ii. Trade-offs: are secondary gains, often future-oriented, that may be realized as a
result of conflict.
iii. Hidden agendas: the covert intention of the negotiation.
f. NEGOTIATION STRATEGIES
i. Use factual statements; listen and keep an open mind
ii. Discuss issues and not personalities
iii. Be honest; start tough
iv. Delay when confronted with something totally unexpected
v. Never tell the other party you are willing to negotiate totally
vi. Know the bottom line but try not to use it; take breaks if either party becomes angry
or tired
g. DESTRUCTIVE NEGOTIATION TACTICS
i. Intimidation
ii. Manipulation
iii. Ridicule
iv. Ambiguous or inappropriate questioning
v. Flattery
vi. Gestures of helplessness
vii. Aggression
h. NEGOTIATION CLOSER AND FOLLOW UP
i. End on a friendly note
ii. Restate the final decision
iii. Hide astonishment at your success
iv. Make the other party feel that he or she also won
v. Follow up with a memo
9. Conflict resolution strategies
10. Categories of employment law
a. Labor standards . These laws establish minimum standards for working conditions
regardless of the presence or absence of a union contract. Included in this set are minimum
wage, health and safety, and equal pay laws.
b. Labor relations . These laws relate to the rights and duties of unions and employers in their
relationship with each other.
c. Equal employment . The laws that deal with employment discrimination were introduced in
Chapter 15.

d. Civil and criminal laws . These are statutory and judicial laws that proscribe certain kinds of
conduct and establish penalties.
e. Other legislation . Nursing managers have some legal responsibilities that do not generally
apply to industrial managers. For instance, licensed personnel are required to
11. Steps in time management
a. Allow time for planning, and establish priorities.
b. Complete the highest-priority task whenever possible, and finish onetask before beginning
another.
c. Reprioritize based on the remainingtasks and on new information thatmay have been
received.
12. Categories of prioritization
a. Dont do - issuesthatmay resolve withoutintervention
b. Do later - issuesthat do nothaveandimmediate deadline
c. Do now - mayneedimmediateattention
13. Critical pathways
14. Fiscal planning, types of budgets, responsibility accounting types of expensives
15. Cost containment and cost effective
a. Cost containment refers to effective and efficient delivery of services while generating
needed revenues for continued organizational productivity. Cost containment is the
responsibility of every health-care provider, and the viability of most health-care
organizations today depends on their ability to use their fiscal resources wisely.
b. Being cost-effective, however, is not the same as being inexpensive; cost-effective
meansproducing good results for the amount of money spent; in other words, the product is
worththe price (Your Dictionary, 2013). Expensive items can be cost-effective and
inexpensiveitems may not. Cost-effectiveness then must take into account factors such as
anticipatedlength of service, need for such a service, and availability of other alternatives.
16. NCH/PPD measurement
a. Nursing hours worked in 24 hours / Patient Census