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leadership in healthcare essential

Questions and Answers of Leadership In Healthcare Essential

l identify common causes of underdelegation, overdelegation, and improper delegation as well as strategies to overcome these delegation errors
l recognize the need to give adequate information and authority to complete delegated tasks
l identify factors that must be considered when determining what tasks can be safely delegated to subordinates
l discuss how the role of the registered nurse as delegator has changed with the increased use of nursing assistive personnel and unlicensed assistive personnel
l determine whether delegation to an unlicensed worker is appropriate in a given situation, using a decision tree developed by the National Council of State Boards of Nursing(NCSBN) or a State Board
l identify leadership strategies that can be used to reduce subordinate resistance to delegation
l describe cultural phenomena that must be considered when delegating to a multicultural staff or in encouraging multicultural staff to delegate
l describe actions the manager can take to reduce the liability of supervision, particularly when delegating tasks
l differentiate between qualitative and quantitative conflict and between intrapersonal and interpersonal conflict
l identify the stages of conflict
l describe manifestations of workplace violence, incivility, bullying, and mobbing as well as strategies that might be used to immediately confront and intervene
l seek win–win conflict resolution outcomes whenever possible
l identify the functional and dysfunctional results of various methods of conflict resolution
l select appropriate conflict resolution strategies to solve various conflict situations
l identify the components of effective collaboration
l describe strategies that can be used before, during, and after negotiation to increase the likelihood that desired outcomes will be achieved
l identify effective ways to counter commonly used tactics in conflict negotiation
l describe how alternative dispute resolution might be used to resolve conflicts when negotiation has not been successful
l recognize the challenges as well as rewards in seeking consensus to address group conflict
l identify factors that influence whether nurses join unions
l describe the relationship between national economic prosperity, the existence of nursing shortages and surpluses, and the unionization rates of nurses
l differentiate between the leader’s and manager’s roles in collective bargaining
l identify major legislation that has impacted the ability of nurses to unionize
l identify the steps necessary to start a union
l identify the largest unions representing health-care employees, and nurses in particular
l philosophically debate the potential conflicts inherent in having a professional organization also serve as a collective bargaining agent
l reflect on whether going on strike can be viewed as an ethically appropriate action for professional nurses
l differentiate between federal and state labor standards and labor contracts
l explore labor laws regarding overtime and working conditions present in the state in which he or she lives or will seek employment
l explain how equal employment legislation has affected employment and hiring practices
l identify how the Civil Rights Act, the Americans with Disabilities Act, and the Age Discrimination and Employment Act have attempted to reduce discrimination in the workplace
l identify the purpose of the Occupational Safety and Health Act (OSHA)
l identify strategies for eliminating sexual harassment in the workplace
l determine appropriate criteria or standards for measuring quality
l collect and analyze quality control data to determine whether established standards have been met
l identify appropriate corrective action to be taken when standards have not been met
l differentiate among process, outcome, structure, and concurrent, retrospective, and prospective audits
l write nursing criteria for process, outcome, and structure audits
l describe key components of total quality management and the Toyota Production System philosophy
l select appropriate quantitative and qualitative tools to measure quality in given situations
l describe the role of organizations such as the Joint Commission (JC), the Centers for Medicare and Medicaid (CMS), the American Nurses Association (ANA), the National Committee for Quality
l describe how the work of the Maryland Hospital Association Quality Indicator Project is contributing to benchmark work in indicator identification and quality measurement
l analyze the impact of diagnosis-related groups and the prospective payment system on the quality of care of hospitalized patients
l describe national efforts such as Health Plan Employer Data and Information Set and ORYX to standardize the collection of quality care data
l identify the purpose of standardized nursing languages and discuss how creating a common use of terminology/definitions in nursing could improve the quality of patient care
l debate the importance of articulating “nursing-sensitive” outcome measures in measuring the quality of health care
l identify the four evidence-based standards Leapfrog Groups believes will provide the greatest impact on reducing medical errors
l describe characteristics of a “just culture” and discuss why having such a culture is critical to timely and accurate medical error reporting
l analyze (quantitatively and qualitatively) the extent of the quality health-care gains that have occurred since the publication of To Err Is Human
l empower subordinates and followers to participate in continuous quality improvement efforts
l identify and use appropriate performance appraisal tools for measuring professional nursing performance
l identify factors that increase the likelihood that a performance appraisal will develop and motivate staff
l provide feedback regarding peer performance in a constructive and assertive manner
l avoid the halo effect, horns effect, and central tendency errors in conducting performance appraisals
l recognize subjectivity as an ever-present limitation of the performance appraisal process
l describe coaching techniques that promote employee growth in work performance
l gather data for performance appraisals in a systematic manner that is fair and objective
l develop an awareness of biases that influence a person’s ability to complete a fair and objective performance appraisal
l differentiate between performance appraisal tools such as rating scales, checklists, essays, self-appraisal, and management by objectives (MBOs)
l identify what conditions should be present before, during, and after the performance appraisal that increase the likelihood of a positive outcome
l identify the “hot stove” rules described by McGregor to make discipline as fair and growthproducing as possible
l describe the usual steps in progressive discipline
l differentiate between constructive and destructive discipline
l identify factors that must be present to foster a climate of self-discipline in employees
l seek to eliminate rules that are outdated or no longer appropriate in the environments in which they function
l compare and contrast how the disciplinary process may vary between unionized and nonunionized organizations
l analyze situations in which discipline is required and identify appropriate strategies for constructively modifying behavior
l determine appropriate levels of discipline for rule-breaking in specific situations
l develop strategies that assist marginal employees to be contributing members of the workforce
l describe the risk factors that result in an increased risk of chemical addiction in the nursing profession
l identify behaviors and actions that may signify chemical impairment in an employee or colleague
l analyze how personal feelings, values, and biases regarding chemical impairment may alter one’s ability to confront and/or help the chemically impaired employee
l recognize the importance of the manager not assuming the role of counselor or treatment provider for employees who are chemically or psychologically impaired
Have I ever become so enthralled with a book that I did not thoroughly assess its logic?
Have I initiated programs that may be viewed negatively as the next program du jour?
Am I guilty of following the newest management or leadership trends?
Do I occasionally review the academic literature on leadership, or do I typically dismiss it as dry and boring?
Are my bookshelves filled with partially read, popular leadership books that were once “hot” but have now lost their luster?
Read “What We Know About Leadership” by Hogan and Kaiser (2005). What is your impression of Hogan and Kaiser's (p. 171) “troubadour tradition” literature? To what extent does this article
Review the following webpage. What do you conclude about using caution when reading popular leadership books and articles?McNamara, C. 2016. “Guidelines to Understand Literature on Leadership.”
What do I value? Do these values assist or hinder my leadership activities?
Are my behaviors guided by personal values?
What personal values of mine may conflict with my role and responsibilities as a leader?
If I have written a narrative describing my leadership style, does it make reference to my personal values? Did I write this narrative to impress a search consultant or a potential employer, or did I
Does my definition of leadership include some reference to values?
What is my definition of leadership?
List several successful healthcare leaders. What traits do they have in common? What values do they share?
One Self-Evaluation Question in chapter 1 asks, “Do I view leadership as an act, a process, or a skill?” After reading chapter 4, how does my answer to this question differ?
Describe in detail how each VP's argument is right and wrong.
How might their differing viewpoints be melded together to provide a comprehensive and accurate definition of leadership?
How influential is the senior leadership team in my organization?
Does the frequent turnover among senior leaders create a serious, negative effect on the team's effectiveness? Why?
What is my organization doing to increase the number of and quality of 1. physician leaders?
Which group has the greater ability to change an organization—senior leaders or middle managers?
Do you agree with this viewpoint? Why? Why not? What points do you think are untrue of today's senior leaders?
What are the typical responsibilities of a senior leader?
What are the typical responsibilities of a middle manager?
How is a senior leader rewarded and recognized? How do these acknowledgments differ from those received by a middle manager?
Henri Fayol's span of control theory may be found in any organizational behavior textbook. An excellent summary can be found at www.stybelpeabody.com/newsite/pdf/ceotime.pdf.
Amy McCutcheon and Ruth Anne Campbell's “Leadership, Span of Control, Turnover, Staff and Patient Satisfaction.” This article discusses the relationships among span of control, employee turnover,

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