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Flashcards in Chapter 2 Deck (45)
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1
Q

WHAT SKILLS DO Healthcare LEADERS POSSESS?

A

Integrity and trust
Empowerment and delegation
Consistency in decisions and mentorship

2
Q

Identified leadership Dimensions

GLOBE:

A

Charismatic/value-based (visionary, inspirational, integrity, decisive)
Team-oriented (collaborative, integrative, diplomatic)
Participative (non-autocratic, allow participation in decision-making)
Autonomous (individualistic, independent, unique)
Humane (modest, tolerant, sensitive)
Self-protective (self-centered, status-conscious, face-saver)

3
Q

Management frame of reference:

A
short term goals
predict tangible results
maintain order
establish structure
monitor results
solve operations-focused problem
4
Q

Leadership frame of reference

A
solve change-focused problems
long-tern goals
offer a vision of the future
communicate the vision
establish strategies for change
motivate and inspire
5
Q

Leadership hierarchy Level 1:

A

highly capable individual
all staff that remain employed
makes productive contributions to group efforts; demonstrate good work habits

6
Q

Leadership hierarchy Level 2:

A

contributing team member
most professional staff
contributes to achievement of group objectivies; works well with others

7
Q

Leadership hierarchy Level 3

A

competent manager
most department heads
organizes people and other resources toward the efficient completion of objectives

8
Q

Leadership hierarchy Level 4

A

effective leader
administer, CEO or department head
catalyzes commitment; stimulates other to high performance standards

9
Q

Leadership hierarchy Level 5

A

level is rare and not found in all organizations

builds greatness through a combination of personal humility plus professional will

10
Q

Isolates:

A

completely detached, alienated, and unaware of their leaders. They just do the job and maintain the status quo.

11
Q

Bystanders:

A

are aware of what is happening, but choose not to get involved. They do as expected but do not care about the work or organization.

12
Q

Participants:

A

engaged and try to make an impact, which may be positive or negative. They are good junior partners when they agree with leaders, but act as independent agents when they don’t agree

13
Q

Activists:

A

feel strongly about their organizations. They work very hard on behalf of the leader as part of the inner circle of allies, or they may work just as hard to undermine a leader.

14
Q

Diehards:

A

prepared to “die for the cause.” They have an all-consuming devotion that emerges only under dire situations in which they put the interests of others before them-selves. These followers may be assets to leaders or lead to their downfall. Whistleblowers are considered diehards

15
Q

Mechanistic model:

A
  • Clear job descriptions, rigid vertical chain of command, centralized control, and standardization
  • reliance on written communication, rules and tasks
  • effective when the environment is stable and predictable
16
Q

Organic model:

A
  • Flexible structures for quick adaptation to the environment, vague job descriptions with less specialization, fluctuating divisions of labor and authority, high use of information technology
  • Tasks assigned to teams with autonomy in their work
  • Committees, taskforces, and teams with liaisons who function across all units
17
Q

Mechanistic-leaning

A

More efficient with a lower cost/unit
Fewer mistakes because more protocols and highly specialized workers
Many people must work together
Innovation slows down, change is difficult, adaptation to external forces is weak

18
Q

Organic-leaning

A

Allows quicker responses
Reliance on interdepartmental coordination
Empowerment of employees to make immediate decisions for reimbursement changes, patient requests, new technology
Less predictability, lower efficiency, increased costs

19
Q

When would a mechnaistic model be used?

A

because of volume of predictable tasks that are simple and routine, or complicated and dangerous. Standardize to reduce risks and costs
control costs, provide direction, and progress in established work

20
Q

When would be the organic model be used?

A

to collaborate with others, plan new work, and develop new ideas for services
for unpredictable tasks and processes. allowing flexible problem-solving with worker input

21
Q

Lateral Leaders:

A

lead from alongside rather than from above

22
Q

Potential barriers to female leaders include

A

Poor mentoring for women and other minorities
Lack of opportunities to serve on boards and committees
Gender-based compromises and sacrifices within two-career families
Stereotypes about gender differences in social roles, personality traits, and leadership capabilities

23
Q

INFLUENCE

A

Is a mechanism for using power to change behaviors or attitudes

24
Q

DIRECT POWER

A

People without influence rely on direct commands

25
Q

Servant Leader Theory

A

Central premise asserts that leadership grows out of service to others
Leader is encouraged to serve others (employees) while maintaining a results-oriented focus on the organization’s values and integrity

26
Q

Desirable aspects of diversity

A

Variety of perspectives is invaluable for solving problems and meeting the needs of a wide range of cultures in any community.

27
Q

Undesirable aspects of diversity

A

Diverse groups of workers may be less communicative and less integrated. This results in increased levels of conflict among workers.

28
Q

Veterans

A

born 1922-1943

29
Q

Baby Boomers

A

born 1944-1960

30
Q

Generation X

A

born 1961-1980

31
Q

Nexters

A

born 1981-2000

32
Q

Upper Level Management

A
frame of reference: the organization
vision, values, mission
coordination organization-wide
integration
long-term goals
dealing with the external environment
33
Q

Middle-Level Management

A

frame of reference; various cluster or work groups and related work groups
coordination of groups
variety of operations
relatively short term goals

34
Q

First-Level Management

A

frame of reference: personnel in a department and functionally related departments
coordination of individuals
direct care operations
short-term goals

35
Q

FINHOP model

A
finance
information management
networking
human resource management
operations
planning and forecasting
36
Q

Sponsor

A

open doors to new managers

37
Q

Coach

A

show the ropes

38
Q

Protector

A

Buffer from negative experiences

39
Q

Exposer

A

create new opportunities

40
Q

Challenger

A

stretch skills

41
Q

Role model

A

Develop new behaviors by example

42
Q

Counselor

A

accept and confirm efforts/friendship

43
Q

Delegation mistakes

A

by dumping
only to good performers
only to ineffective performer

44
Q

When is feedback usually accepted?

A

when it relates to a prioritized personal goal of the individual

45
Q

Relative Effort Needed to Change Selected Work Variables from easy to hard

A
job skills
organization and time
management
management of work
knowledge
attitudes
habits
traits
personality characteristics