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leadership in healthcare essential

Questions and Answers of Leadership In Healthcare Essential

l identify characteristics of authentic leadership and discuss the consequences to the leader–follower relationship when leaders are not authentic
l identify contemporary nurse-leaders who exemplify thought leadership and the innovative ideas they have suggested
l describe why quantum leaders need flexibility in responding to the complex relationships that exist between environment and context in work environments
l describe complexities that exist in the relationship between followers and leaders
l provide examples of the 21st-century shift from industrial age leadership to relationship age leadership
l develop insight into his or her individual leadership strengths
l define ethics and ethical dilemmas
l compare and contrast the utilitarian, duty-based, rights-based, and intuitionist frameworks for ethical decision making
l identify and define six different principles of ethical reasoning
l use a systematic problem-solving or decision-making model to determine appropriate action for select ethical problems
l describe the limitations of using outcome as the sole criterion for the evaluation of ethical decision making
l distinguish between legal and ethical obligations in decision making
l describe how differences in personal, organizational, subordinate, and patient obligations increase the risk of intrapersonal conflict in ethical decision making
l demonstrate self-awareness regarding the ethical frameworks and ethical principles that most strongly influence his or her personal decision making.
l role model ethical decision making congruent with the American Nurses Association (ANA)Code of Ethics and Interpretive Statements and professional standards
l correlate the legal authority of nursing practice and the nursing process
l select appropriate legal nursing actions in sensitive clinical situations
l explain how increased consumer awareness of patient rights has affected the actions of the health-care team
l evaluate the significance of professional and institutional licensure
l describe appropriate methods of ensuring informed consent
l analyze the impact of civil law on nursing practice
l differentiate between legal and ethical accountability
l differentiate between the manager’s responsibility to advocate for patients, subordinates, the organization, the profession, and for self
l identify values central to advocacy
l differentiate between controlling patient choices and assisting patients to choose
l select an appropriate response that exemplifies advocacy in given situations
l identify how the Patient’s Bill of Rights protects patients
l describe ways a manager can advocate for subordinates
l identify ways individual nurses can become advocates for the profession
l identify both the risks and potential benefits of becoming a whistleblower
l specify both direct and indirect strategies to influence legislation
l describe strategies nurses can use to successfully interact with the media
l identify contemporary paradigm shifts and trends impacting health-care organizations
l analyze social, political, and cultural forces that may affect the ability of 21st-century healthcare organizations to forecast accurately in strategic planning
l describe the steps necessary for successful strategic planning
l identify barriers to planning as well as actions the leader-manager can take to reduce or eliminate these barriers
l include evaluation checkpoints in strategic planning to allow for midcourse corrections as needed
l discuss the relationship between an organizational mission statement, philosophy, goals, objectives, policies, procedures, and rules
l write an appropriate mission statement, organization philosophy, nursing service philosophy, goals, and objectives for a known or fictitious organization
l compare the societal values regarding access to and payment of health care in the United States and at least one other country
l discuss appropriate actions that may be taken when personal values are found to be in conflict with those of an employing organization
l recognize the need for periodic value clarification to promote self-awareness
l describe personal planning style
l differentiate between planned change and change by drift
l identify the responsibilities of a change agent
l develop strategies for unfreezing, movement, and refreezing a specific planned change
l assess driving and restraining forces for change in given situations
l apply rational–empirical, normative–reeducative, and power–coercive strategies for effecting change
l describe resistance as a natural and expected response to change
l identify and implement strategies to manage resistance to change
l involve all those who may be affected by a change in planning for that change whenever possible
l identify characteristics of aged organizations as well as strategies to keep them ever-renewing
l identify critical features of complex adaptive systems change theory
l describe the impact of chaos and the butterfly effect on both short- and long-term planning
l plan at least one desired personal change
l analyze how time is managed both personally and at the unit level of the organization
l describe the importance of allowing adequate time for daily planning and priority setting
l describe how planning fallacies influence the perception of the time needed to complete a task
l complete tasks according to the priority level they have been assigned whenever possible
l build evaluation steps into planning so that reprioritization can occur
l identify common internal and external time wasters as well as interventions that can be taken to reduce their impact
l complete a time inventory to increase self-awareness regarding personal priority setting and time management
l identify how technology applications such as e-mail, the Internet, telecommunications, and social networking can both facilitate and hinder personal time management
l involve subordinates and followers in maximizing time use, and guiding work to its successful implementation and conclusion
l anticipate, recognize, and creatively problem solve budgetary constraints
l accurately compute the standard formula for calculating nursing care hours per patient day(NCH/PPD)
l demonstrate cost consciousness in identifying personal and organizational needs
l define basic fiscal terminology appropriately
l differentiate among the three major types of budgets (personnel, operating, and capital) and the two most common budgeting methods (incremental and zero based)
l identify the strengths and weaknesses of flexible budgets
l recognize the need to involve subordinates and followers in fiscal planning whenever possible
l design a decision package to aid in fiscal priority setting
l describe the impetus for the development of diagnosis-related groups (DRGs), the prospective payment system (PPS ), and other managed care initiatives
l describe the resulting impact on cost and quality when healthcare reimbursement shifted from a health-care system dominated by third-party, fee-for-service plans to capitated, managed care programs
l describe the impact of the increasing shift in government and private insurer reimbursement from volume to value based
l discuss how spiraling health-care costs that had little relationship to health-care outcomes led to comprehensive health-care reform in the United States in 2010
l describe key components of the Patient Protection and Affordable Care Act (PPA CA) as well as its implementation plan between 2010 and 2014
l recognize that rapidly changing federal and state reimbursement policies make long-range budgeting and planning very difficult for health-care organizations l describe why nurses need to understand
l describe the impact of a career development program on employee attrition, future employment opportunities, quality of work life, and competitiveness of the organization
l differentiate among stages of a career
l differentiate between the employer’s and employee’s responsibilities for career development
l describe three phases of long-term coaching for career development
l identify support by top management, systematic planning and implementation, and inclusion of social learning activities as integral components of management development programs
l recognize lifelong learning as a professional expectation and responsibility
l define competency and identify strategies for assuring and measuring it
l identify driving and restraining forces for specialty certification in professional nursing
l identify factors creating the current, pressing need for transition-to-practice programs to retain new graduate nurses and prepare them for employment
l develop a personal career plan
l create and/or critique a resumé for content, format, grammar, punctuation, sentence structure, and appropriate use of language
l describe how the structure of an organization facilitates or impedes communication, flexibility, and job satisfaction
l identify characteristics of a bureaucracy as defined by Max Weber
l identify line-and-staff relationships, span of control, unity of command, and scalar chains on the organization chart
l describe components of the informal organization structure including employee interpersonal relationships, the formation of primary and secondary groups, and group leaders without formal authority
l differentiate between first, middle, and top levels of management
l compare and contrast centralized and decentralized decision making
l analyze how position on the organization chart is related to centrality
l describe common components of shared governance models and differentiate shared governance from participatory decision making
l contrast individual authority, responsibility, and accountability in given scenarios
l identify appropriate strategies the leader/manager may take to create a constructive organizational culture
l describe characteristics of effective committees and committee members

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