NURS 414 Chapter Notes - Chapter 3: Quid Pro Quo, Transactional Leadership, Transformational Leadership
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Learning organization: continually expanding capacity to create its future and provide opportunities and incentives for its members to learn continuously over time. Leadership approaches: transactional leadership: t(cid:396)aditio(cid:374)al (cid:862)(cid:271)oss(cid:863, employees understand that superior makes the decisions, others must act within confines of collective agreements, little-no input from subordinates. 1: rely on power of organizational position and formal authority to reward and punish performance, uses quid pro quo to accomplish work (contingent reward), punitive, transformational leadership: Barriers to leadership: false assumptions about leaders and leaderships. E. g. sale belief that position/ title = leadership: time constraints: takes a lot of time to comprehend situations at and, research options, communicate the (cid:448)isio(cid:374), (cid:272)o(cid:374)(cid:859)t (cid:396)e-evaluate the situation to ensure vision remains relevant and attainable. Emerging workforce: in 21st century goals, priorities, work preferences that differ from baby boomers and. Change jobs frequently, accustomed to work independently: prefer leader of entrenched workfo(cid:396)(cid:272)e (cid:894)si(cid:373)ila(cid:396) to you(cid:374)ge(cid:396) ge(cid:374)e(cid:396)atio(cid:374)s(cid:859) p(cid:396)efe(cid:396)(cid:396)ed leade(cid:396)(cid:895): motivational, honest, approachable, competent, knowledgeable.
