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NURS 3004 - Nursing Leadership Review Week 6 onward Questions and answers rated A+ 2024/2025
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NURS 3004 - Nursing Leadership Review Week 6 onward Questions and answers rated A+ 2024/2025
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NURS 3004 - Nursing LeadershipReview Week 6 onward
Types of Followers - ANS1. Effective or exemplary: impartial, crucial thinking and actively
concerned
2. Alienated :vital wondering however passive
3. "Yes" human beings: energetic but structured; conformist
four. Sheep: passive and dependent, uncritical wondering
5. Pragmatic: be patient what happens; maintain the popularity quo
Types of fans 2 - ANSisolates, bystanders, participants, activists, diehards
Pittman et al., (1998) - ANSPerformance initiatives: Relate to the follower's
performance—how his or her assigned job gets accomplished, how proper the character is
at what he or she does, the standards the person units for himself or herself, how nicely the
individual works with others, and how valuable the person is to the company.
Relationship initiatives: Concern the follower's relationship to the chief—how a whole lot the
person knows the leader's angle, the person's willingness to offer terrible feedback or
disagree with the chief, and how the character demonstrates his or her reliability and
1. Partner: The follower is committed to high performance and constructing a high quality,
reciprocal courting with the leader. High on relationship and performance
2. Contributor: The individual does the process thoroughly, is powerful, embraces exchange,
and correctly balances paintings and lifestyles. However, does now not, attempt to
apprehend the chief's attitude or promote imaginative and prescient, negotiate differences
maturely, talk courageously, proportion know-how and understanding, or take initiative high
on performance, low on relational factors
three. Politician: Highly sensitive to and skilled with interpersonal relationships. The
individual is willing to give honest remarks and supports the chief; however, can also forget
the task and feature poor overall performance levels excessive on courting, low on
performance.
4. Subordinate: May be able at assigned duties and do what's informed, but there is no
commitment to excellence in performance. Not sensitive to relationships, does no longer try
to aid the leader, is disaffected, and is not interested by giving something extra Low on
overall performance and relationship
Followers need leaders who are - ANS1. Honest: Individuals who are regular, moral, and
principled. They need leaders who're
2. Competent: Who realize their field of undertaking and know the paintings that needs to be
executed.
, Three. Inspiring: Individuals who're enthusiastic, contagious, visionary, and powerful in
speaking a dream.
Four. Forward looking: Oriented in the direction of the "big image" and capable of help
followers see their critical region in that image.
Five assets of electricity: - ANS1. Legitimate energy: Comes from one's identify or function
or position in a circle of relatives or subculture.
2. Coercive power: Comes from the capability to penalize others.
3. Reward energy: Comes from the potential to assist and get things (e.G., money, praise)
for others.
Four. Expert power: Comes from one's know-how or competence.
Five. Referent energy: Comes from fans' recognize for and their choice to be favored and
popular by the chief. As Reed (2004) notes,
leaders empower others by using - ANS1. Affirming values Helps followers reflect on and
perhaps venture their values and the values of others.
2. Motivating fans Helps liberate motives, promotes nice attitudes, and encourages creativity,
all of which empower fans.
3. Striving to obtain a conceivable harmony Establishing consider and mutual tolerance
empowers fans to consciousness at the "large picture".
Four. Explaining Helps followers apprehend the vision.
5. Serving as a image Being the voice the institution desires allows fans seize the strength
6. Renewing Breaking vintage conduct and attitudes to allow growth.
What are the advantages of empowerment, in step with Yuki (2013) - ANS1. Stronger
assignment dedication
2. Greater initiative to carry out role responsibilities
three. Greater endurance
four. More innovation and studying and more potent optimism
five. Higher task pride
6. Stronger organizational commitment
7. Less turnover
Kean & Haycock-Stuart (2011) look at effects that - ANS1. Leaders are socially co-built
3. Doing following
four. Standing by way of
resiting following
Human Becoming Leading-Following Model - ANScommitment to a imaginative and
prescient, willingness to danger, and reverence for others
Transformational leadership - ANStransforms employees to pursue organizational goals over
self-interests
Focuses on creating a vision in step with the employer's project. Includes 4 tactics: Idealized
influence, Inspirational motivation, Individualized attention, and Intellectual stimulation:
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