Nursing Leadership P3

50 flashcards · Other · by KRYSTEL ANN A MARTIN

_________ developed the System 4 model of management based on the premise that involving employees in decisions about work is central to effective leadership.
Likert
__________leaders have little trust in employees and systematically exclude them from decision making.
Autocratic
__________ leaders are kind to employees but still do not involve them in decision making.
Benevolent
___________leaders seek employees' advice about decisions.
Consultative leaders
Another model for depicting leadership along a continuum is the ____________
managerial grid
Managerial Grid Style: Impoverished Production:______ People:_______
Low, low
Managerial Grid Style: Authority Compliance Production:______ People:_______
High, Low
Managerial Grid Style: Country Club Production:______ People:_______
Low, High
Managerial Grid Style: Middle of the road Production:______ People:_______
Moderate, Moderate
Managerial Grid Style: Team Production:______ People:_______
High, High
Managers are _________and ________ and simply make and announce decisions.
autocratic , directive
________________-suggest that managers adapt their leadership styles in relation to changing situations.
Contingency approaches
According to _____________, leadership behaviors range from authoritarian to permissive and vary in relation to current needs and future probabilities.
contingency theory
_______ proposed that a leader is most effective when he or she matches leadership style (relationship-oriented or task-oriented) to situational factors
Fiedler
_________described three situational factors of leadership, which are listed in decreasing order of importance:
Fiedler
is the degree to which the task or result is clearly described and /or standard operating procedures guarantee successful completion and evaluation of the quality of the task.
Task structure
is the degree to which leaders are able to administer rewards and punishment by virtue of their positions (that is, legitimate power).
Position power
_____________expanded Fiedler's contingency model by considering the followers' readiness and willingness to perform the assigned tasks.
Hersey, Blanchard, and Johnson
Leaders use a__________ (S1) —high task, low relationship) with followers who are unable and unwilling or insecure about performing the task (RI).
telling style
Leaders use a ___________(S2-high task, high relationship) with followers who are unable but are willing or confident in performing-the task (R2).
selling style
Leaders use a _________ (S3 low task, high relationship) with followers who are able but unwilling or lacking in confidence in performing the task (R3).
participating style
leaders use a __________ (S4-low task, low relationship) with followers who are both able and willing and have confidence in performing the task (R4).
delegating style
Provide specific instructions & closely supervise performance
TELLING (S1)
Explain your decisions & provide opportunity for clarification.
SELLING (S2)
Share ideas & facilitate in making decisions
PARTICIPATING (S3)
Turn over responsibility for decisions & implementations.
DELEGATING (S4)
TELLING (S1):
HIGH TASK LOW RELATIONSHIP
SELLING (S2)
HIGH TASK HIGH RELATIONSHIP
PARTICIPATING (S3)
LOW TASK HIGH RELATIONSHIP
DELEGATING (S4)
LOW TASK LOW RELATIONSHIP
This model helps managers decide how to make a decision contingent on the task to be accomplished and needs of both managers and employees.
VROOM- Yetton Expectancy Model
_________ developed a prescriptive of model for determining the amount of participation leaders should seek from employees in decision making.
Vroom and Yetton
Vroom and Yetton (1973) identified five leadership styles:
tell, sell, consult, join, and delegate.
applies a theory of human motivation and task performance to leadership effectiveness
Path—goal theory
__________is the perceived probability that effort will result in successful performance.
Expectancy
__________ is the perceived probability that performance will lead to desired outcomes.
Instrumentality
_________ is the perceived value of an outcome.
Valence
Path—Goal Theory is developed by:
House Mitchell
_________ specifies four leader behaviors
Path—goal theory
__________ involves telling employees what is expected, giving specific guidance, ensuring adherence to rules and procedures, and scheduling and coordinating work efforts.
Directive leadership
____________ focuses on the needs of employees, displays concern for their well-being, and creates a friendly climate in the work environment.
Supportive leadership
This type of leadership is most effective for employees who are marginally trained or prepared and are performing partially routine and ambiguous tasks.
Directive leadership
is most effective for employees who are performing routine work or are very experienced with the work.
Supportive leadership
involves consultation with subordinates and requests for opinions and suggestions, which the leader takes into consideration when making decisions.
Participative leadership
This style works best for employees who have moderate skill levels and are performing somewhat ambiguous work.
Participative leadership
includes setting challenging goals, seeking performance improvements, emphasizing excellence in performance, and showing confidence that employees will attain high levels of performance.
Achievement-oriented leadership
is interesting because it suggests that there are substitutes for direct leader-follower interaction.
Path—goal theory
Evolved from the principles of quantum mechanics, effective leadership today reflects a remarkable fusion of trait, behavior, and contingency approaches.
QUANTUM LEADERSHIP
Quantum leadership is based on the concepts of
chaos theory.
Set of rules that guide the organization must be discarded & newer principles that ensure flexibility speed of adaptability, cultural sensitivity & fluidity must emerge.
chaos theory.