NSE 306- Final Exam Guide - Comprehensive Notes for the exam ( 175 pages long!)

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Ryerson
NSE 306
FINAL EXAM
STUDY GUIDE
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BScN 3 Winter Semester Week 1
NSE 306 Leadership and Change
LEADERSHIP AND MANAGEMENT
LEADERSHIP
Leadership is commonly defined as a process that involves influencing the thinking and actions of others with respect to achieving a goal
The process involves the leader and the follower in interaction implies a reciprocal relationship
o Can occur between the leader and another individual; between leader and a group; or between leader and an organization, community, or society
A person can be a leader without having the formal authority of a management position
Influence is an instrumental part of leadership and refers to a leader’s ability to affect others, often by inspiring, enlivening, and engaging them to
participate
Leaders and Followers
Leaders and followers are both necessary roles
Leader need followers in order to lead; Followers need leaders in order to follow
Nurses are both when they work with other health care team members to achieve client care goals, participate in meetings, represent their departments on
committees, and so o
Valuable followers: skilled, self-directed, who participate actively in setting the group’s direction and who invest time and energy in the work of the group,
thinking critically and advocating for new ideas
Good followers: communicate and work well with others, being supportive yet thoughtful, in their approach to new ideas
Forms of Leadership
Formal Leadership
o A person in a position of authority or sanctioned, assigned role within an organization that connotes influence
Informal Leadership
o An individual who demonstrates leadership outside the scope of a formal leadership role or as a member of a group, rather than the head or leader
of a group
o Considered to have emerged as a leader when they are accepted by others and is perceived to have influence
Leaders and Managers
LEADER
MANAGER
Creating change
Establishing direction, aligning people through empowerment;
motivating and inspiring them toward producing useful change and
achieving the vision
Controlling complexity to bring order and consistency
Planning and budgeting; organizing and staffing; problem solving, and
controlling complexity to produce predictability and order
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BScN 3 Winter Semester Week 1
LEADERSHIP THEORIES
The major leadership theories can be classified according to the following approaches: behavioural, contingency, and contemporary
BEHAVIOURAL APPROACHES
Leadership Style
Description
AUTOCRATIC
Centralized decision making; with leader making decisions and using power to command and control
Associated with high performance groups
Close supervision is necessary
Feelings of hostility are often present
DEMOCRATIC
Participatory; with authority to delegate others
To be influential, the leader uses expert power and power base afforded by having close personal relationships
Performance is strong whether leader was present or not
Positive feelings in groups
LAISSEZ-FAIRE
Passive and permissive; leader defers the decision making
Low production
Feelings of frustration
CONTINGENCY APPROACHES
Acknowledges that other factors in the environment influence outcomes as much as leadership styles
Leader effectiveness is contingent upon (depends on) something other than the leader’s behaviour
Theory
Description
Key Characteristics
Examples
FIEDLER'S
CONTINGENCY
THEORY
*leader
effectiveness/behaviour
Focuses on development
and leadership
effectiveness
Views patterns of
leadership behaviour as
dependent on the
interaction of personality
of the leader and needs of
the situation
Leader member relations - feelings and attitudes of
followers regarding trust, acceptance and
credibility of leader
Task structure - degree to which work is defined
with specific procedures, explicit directions and
measurable goals
Position power - degree of formal authority and
influence associated with the leader
When all dimensions are high - the situation is
favourable to the leader
Task directed leader concerned with task
accomplishment is effective
Poor relations: distrust, lack of
confidence/respect and
dissatisfaction of leader from
followers
High task structure: routine,
predictable, clearly defined work
task
High position power: favourable
for the leader
HERSHEY AND
BLANCHARD
SITUATIONAL
THEORY
Address follower
characteristics in
relationship to effective
leader behaviour
To assess job maturity aka follower readiness
Telling: high task, low relationship
o Low maturity, unable, unsure or unwilling to
participate
Telling: preceptors with high
instructional roles with new
graduates who have limited
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