Podcast
Questions and Answers
Which of the following is NOT a characteristic of a transformational leader?
Which of the following is NOT a characteristic of a transformational leader?
What is a defining characteristic of a servant leader?
What is a defining characteristic of a servant leader?
Which of the following is a common characteristic shared by both transformational and servant leadership?
Which of the following is a common characteristic shared by both transformational and servant leadership?
Which leadership theory is associated with the concept of 'encouraging continuous learning and innovation'?
Which leadership theory is associated with the concept of 'encouraging continuous learning and innovation'?
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Who is the individual credited with developing the concept of Servant Leadership?
Who is the individual credited with developing the concept of Servant Leadership?
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Which of the following is an example of a knowledge worker?
Which of the following is an example of a knowledge worker?
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What is the main focus of Scientific Management?
What is the main focus of Scientific Management?
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Which of the following leadership theories is MOST closely aligned with maximizing efficiency through process optimization?
Which of the following leadership theories is MOST closely aligned with maximizing efficiency through process optimization?
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Which scenario BEST describes a near miss event?
Which scenario BEST describes a near miss event?
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Which of these is NOT considered a barrier to error reporting?
Which of these is NOT considered a barrier to error reporting?
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Identify the MOST accurate description of 'Just Culture' in healthcare:
Identify the MOST accurate description of 'Just Culture' in healthcare:
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What characteristic BEST distinguishes a High Reliability Organization (HRO) from others?
What characteristic BEST distinguishes a High Reliability Organization (HRO) from others?
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Which statement BEST defines 'Safety Climate' in a healthcare setting?
Which statement BEST defines 'Safety Climate' in a healthcare setting?
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What is a key element of informatics in healthcare that directly contributes to safe patient care?
What is a key element of informatics in healthcare that directly contributes to safe patient care?
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Which of the following domains in nursing data needs focuses on evaluating patient care outcomes and identifying trends in clinical findings?
Which of the following domains in nursing data needs focuses on evaluating patient care outcomes and identifying trends in clinical findings?
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Which of the following statements best describes the impact of information systems on nursing practice?
Which of the following statements best describes the impact of information systems on nursing practice?
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Which of the following is an essential skill for nurses to effectively utilize informatics tools in their practice?
Which of the following is an essential skill for nurses to effectively utilize informatics tools in their practice?
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What is the primary purpose of the electronic medical record (EMR) in the context of patient care?
What is the primary purpose of the electronic medical record (EMR) in the context of patient care?
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Which of the following is a key attitude that nurses should possess when working with informatics tools?
Which of the following is a key attitude that nurses should possess when working with informatics tools?
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How does the discipline of nursing informatics integrate different areas of knowledge?
How does the discipline of nursing informatics integrate different areas of knowledge?
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What is a significant challenge associated with the adoption of informatics tools in healthcare?
What is a significant challenge associated with the adoption of informatics tools in healthcare?
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Which of the following tasks can be delegated by an RN to a UAP? (Select all that apply)
Which of the following tasks can be delegated by an RN to a UAP? (Select all that apply)
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An RN has delegated the task of taking vital signs on a stable patient to a UAP. Which of the following is an example of appropriate Right Supervision by the RN?
An RN has delegated the task of taking vital signs on a stable patient to a UAP. Which of the following is an example of appropriate Right Supervision by the RN?
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Which of the following is NOT a requirement of the Right Direction/Communication when delegating a task?
Which of the following is NOT a requirement of the Right Direction/Communication when delegating a task?
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An RN is preparing to delegate the task of assisting a patient with ambulation to a UAP. Which of the following factors should the RN consider as part of the Right Circumstances for delegation?
An RN is preparing to delegate the task of assisting a patient with ambulation to a UAP. Which of the following factors should the RN consider as part of the Right Circumstances for delegation?
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In which of these cases is the RN REQUIRED to perform the initial assessment of a patient? (Select all that apply)
In which of these cases is the RN REQUIRED to perform the initial assessment of a patient? (Select all that apply)
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What is the primary focus of scientific management as described in the content?
What is the primary focus of scientific management as described in the content?
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Which of the following is NOT a key principle of scientific management?
Which of the following is NOT a key principle of scientific management?
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What is a potential drawback of scientific management, as mentioned in the content?
What is a potential drawback of scientific management, as mentioned in the content?
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Which of the following is an example of a company that has historically implemented principles of scientific management?
Which of the following is an example of a company that has historically implemented principles of scientific management?
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What key characteristic of bureaucratic management does Weber emphasize in the content?
What key characteristic of bureaucratic management does Weber emphasize in the content?
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Which of the following exemplifies the characteristic of 'impersonality' in bureaucratic management?
Which of the following exemplifies the characteristic of 'impersonality' in bureaucratic management?
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According to the content, what is a potential weakness of bureaucratic management?
According to the content, what is a potential weakness of bureaucratic management?
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What is the main difference between scientific management and bureaucratic management, as presented in the content?
What is the main difference between scientific management and bureaucratic management, as presented in the content?
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Which of these is NOT an advantage of a Nursing Information System (NIS)?
Which of these is NOT an advantage of a Nursing Information System (NIS)?
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What does the 'P' in the PLEASED formula for evaluating internet information stand for?
What does the 'P' in the PLEASED formula for evaluating internet information stand for?
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Which of the following statements about email communication in healthcare is TRUE?
Which of the following statements about email communication in healthcare is TRUE?
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In the DIKW information management model, what does 'Information' represent?
In the DIKW information management model, what does 'Information' represent?
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Which of these is a key function of a Clinical Decision Support System (CDSS)?
Which of these is a key function of a Clinical Decision Support System (CDSS)?
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Which of the following is NOT considered a primary function of a Clinical Information System (CIS)?
Which of the following is NOT considered a primary function of a Clinical Information System (CIS)?
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Which of the following is an example of 'Knowledge' as described in the DIKW model?
Which of the following is an example of 'Knowledge' as described in the DIKW model?
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What is the primary purpose of a Clinical Decision Support System (CDSS)?
What is the primary purpose of a Clinical Decision Support System (CDSS)?
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Which of the following is NOT a factor considered when evaluating an internet source using the PLEASED formula?
Which of the following is NOT a factor considered when evaluating an internet source using the PLEASED formula?
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Which of the following best describes the relationship between data, information, knowledge, and wisdom in the DIKW model?
Which of the following best describes the relationship between data, information, knowledge, and wisdom in the DIKW model?
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Flashcards
Transformational Leadership
Transformational Leadership
A leadership style that inspires and motivates followers for growth and change.
Servant Leadership
Servant Leadership
A leadership philosophy that prioritizes the well-being of individuals and organizations.
Qualities of a Servant Leader
Qualities of a Servant Leader
Nine traits that define effective servant leaders, like selflessness and trust-building.
Knowledge Workers
Knowledge Workers
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Scientific Management
Scientific Management
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Role of Transformational Leaders
Role of Transformational Leaders
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Examples of Transformational Leaders
Examples of Transformational Leaders
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Benefits of Servant Leadership
Benefits of Servant Leadership
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Work-Arounds
Work-Arounds
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Near Miss
Near Miss
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Sentinel Event
Sentinel Event
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Just Culture
Just Culture
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High Reliability Organizations
High Reliability Organizations
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Standardization of Work
Standardization of Work
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Time and Motion Studies
Time and Motion Studies
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Specialization
Specialization
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Performance Based Pay
Performance Based Pay
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Bureaucratic Management
Bureaucratic Management
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Formal Hierarchy
Formal Hierarchy
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Impersonality
Impersonality
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Strengths of Bureaucratic Management
Strengths of Bureaucratic Management
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Informatics
Informatics
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Knowledge in Informatics
Knowledge in Informatics
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Skills for Nurses
Skills for Nurses
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Attitudes in Informatics
Attitudes in Informatics
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Nursing Informatics
Nursing Informatics
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Nursing Data Needs
Nursing Data Needs
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Information Systems
Information Systems
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Electronic Medical Record (EMR)
Electronic Medical Record (EMR)
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Responsibilities of RN in Delegation
Responsibilities of RN in Delegation
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UAP Delegation Responsibilities
UAP Delegation Responsibilities
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Follow-up Assessments by LVN/LPN
Follow-up Assessments by LVN/LPN
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Five Rights of Delegation
Five Rights of Delegation
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Right Task in Delegation
Right Task in Delegation
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CIS (Clinical Information System)
CIS (Clinical Information System)
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CDSS (Clinical Decision Support System)
CDSS (Clinical Decision Support System)
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NIS (Nursing Information Systems)
NIS (Nursing Information Systems)
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Internet Literacy in Nursing
Internet Literacy in Nursing
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PLEASED Evaluation
PLEASED Evaluation
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DIKW Model
DIKW Model
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Ethics in Nursing
Ethics in Nursing
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Moral Issues in Healthcare
Moral Issues in Healthcare
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Impact of Internet on Nursing
Impact of Internet on Nursing
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Patient-Centered Automation
Patient-Centered Automation
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Study Notes
Leadership and Management Key Terms
- Management: Processes of planning, organizing, staffing, and controlling to achieve goals.
- Leader: Influences others to achieve goals through motivation and inspiration, not necessarily in a formal position.
- Participative Management: Involves team members in decision-making.
- Hawthorne Effect: Workers' productivity improves due to attention and involvement from management.
- Theory Y: Assumes employees are self-motivated and seek responsibility.
- Theory X: Assumes employees are lazy and need to be controlled.
- Trait Theories: Focus on identifying specific personality traits associated with leadership.
- Authoritarian Leader: Makes decisions unilaterally.
- Democratic Leader: Involves team members in decision-making.
- Laissez-faire Leader: Provides minimal direction and allows team members to work autonomously.
- Situational Leadership: Adapts leadership style based on the situation and followers' maturity level.
- Contingency Leadership: Leadership effectiveness depends on the appropriateness of the style for the situation.
- Transactional Leadership: Focuses on clear roles and expectations to motivate followers.
- Transformational Leadership: Inspires and motivates followers to achieve exceptional outcomes.
- Servant Leadership: Leaders prioritize the well-being of their followers.
- Emotional Intelligence: Ability to understand and manage emotions effectively.
- Authentic Leadership: Genuineness, transparency, and truthfulness in leadership.
- Reflective Thinking: Analyzing and evaluating one's experiences to improve future performance.
- Maslow's Hierarchy of Needs: A theory of motivation that suggests humans are motivated by a hierarchical set of needs, starting with basic physiological needs and progressing to self-actualization.
- Motivation-Hygiene Theory: A two-factor theory of motivation that separates motivators (intrinsic factors) from hygiene factors (extrinsic factors).
- Self-Actualization: Realization of one's full potential, highest level of Maslow's Hierarchy.
- Worker Empowerment: Giving employees autonomy and responsibility to make decisions.
- Incentives & Rewards: Motivational factors, extrinsic or intrinsic.
- Manager vs. Leader: Distinct roles and responsibilities; one focused on position/power and control, the other on influence and motivation.
Management Process
- Effective Leadership: Prioritizing tasks and executing effectively.
- Effective Management: Discipline, carrying it out.
- Management: Planning, organizing, staffing, and controlling complexity.
- Leadership: Establishing a vision and inspiring others.
Authoritarian Leadership
- Centralized Authority: Leader holds absolute control.
- Limited Participation: Minimal input from team members in decisions.
- Clear Directives: Specific instructions that must be followed.
- Strengths: Effective for situations demanding quick decisions.
- Weaknesses: Low morale, lack of creativity, high turnover, not effective for motivated workers.
Democratic/ Participative Leadership
- Shared Decision-Making: Leader seeks input from team members.
- Encourages Collaboration: Encourages diverse perspectives and inputs within a group setting.
- Balanced Authority: Leader still has final say but involves others in decision-making process.
- Strengths: High employee satisfaction, better team cohesion, strong sense of belonging, creative / innovative outcomes.
- Weaknesses: Time-consuming; possibly slow decision-making in fast-paced environments.
Laissez-Faire Leadership
- Minimal Supervision: Leaders provide minimal direction.
- Trust in Team: Leaders rely on team members' skills and abilities.
- Limited Interference: Leaders avoid excessive intervention in team members work.
- Strengths: Works well for highly motivated and skilled individuals, highly autonomous teams.
- Weaknesses: Can lead to lack of direction, low productivity, poor performance if members are not skilled or motivated enough.
Contingency Leadership
- Adjust Leadership Style based on situational favorableness.
- Leader/Member Relations: Trust/respect between leader and team members, a fundamental factor in success.
- Task Structure: Task clarity influences the leader's approach.
- Leader's Positional Power: Leader's authority impacts their effectiveness.
Contemporary Approaches
- Charismatic Theory: Leader inspires followers through their personal charm and vision.
- Transformational Theory: Leaders motivate followers to achieve greater personal and organizational growth.
- Servant Leadership: Leaders prioritize the well-being of their followers and put their needs first.
Motivational Theories
- Maslow's Hierarchy of Needs: Physiological, safety, love/belonging, esteem, and self-actualization.
- Leadership Skills: Knowledge in related fields to better assess the needs of employees.
- Motivational Factors: Internal factors such as achievement and recognition.
- Hygiene Factors: External factors such as pay and benefits.
Scientific Management/ Taylorism
- Standardization of work: Defines work processes for optimal efficiency, based on data, research, and evaluation.
- Time-and-Motion Studies: Studies how to complete tasks in the most efficient timeframe, focusing on optimal time, and motion.
- Specialization: Assigning tasks based on worker skills, for a better and more focused outcome.
- Performance-Based Pay: Reinforces work output based on metrics collected for each task, using data-driven measures.
- Increased Productivity: Increased output improves worker efficiency in completing tasks.
Bureaucratic Management/ Weberian Bureaucracy
- Formal Hierarchy: Clear chain of command and reporting structure.
- Rules and Procedures: Standardized and impersonal rules for consistency across different parties.
- Impersonality: Objectivity, following rules, and treating everyone the same.
- Specializations: Workers specialize in their roles to maximize efficiency, minimizing confusion.
Human Relations Theory
- Employee Motivation focused on social factors: Satisfying social needs for belonging within the workplace.
- Leadership Styles: Leaders focused on supportive behaviors, recognizing employees.
- Workplace Environment: Supportive and collaborative environment improves performance and worker happiness.
Hertzberg's Two-Factor Theory
- Hygiene Factors: Extrinsic aspects of a job that, if inadequate, lead to dissatisfaction but do not necessarily motivate.
- Motivator Factors: Intrinsic aspects of a job that lead to job satisfaction, motivation, and higher fulfillment, such as achievement, recognition.
McGregor's X and Y Theories
- Theory X: Assumes that employees are lazy, dislike work, and require close supervision.
- Theory Y: Assumes that employees are self-motivated, seek responsibility, and enjoy work.
Equity Theory
- Input-Output Ratio: Balance between what an employee contributes (input) and what they receive (output).
- Fairness: Employees are motivated by perceived fairness in their input-output ratio relative to others.
- Inequity: Perceiving unfairness can lead to decreased motivation or frustration.
Quality Management
- Six Sigma Aims for Healthcare: Goals for enhancing healthcare quality, safety, timeliness, and accessibility.
- Quadruple Aim: Improving patient experience, enhancing the health of populations, improving the healthcare experience.
- Patient Safety Goals: Improvement of procedures and approaches for safer outcomes around patient interactions and care.
- Quality Improvement: Use of data to improve quality, and modify, adjust methods and strategies to ensure continuous improvements.
- Quality Assurance: Systematic monitoring and evaluation to ensure healthcare services meet quality standards.
Root Cause Analysis
- In-depth analysis: Investigates the causes of errors and identifies preventive actions.
- Proactive approach: Prevents the error from happening again.
- Identifying/analyzing causes: Critical for finding patterns in errors, which is critical to solving problems.
Critical Thinking and Problem Solving
- Decision-making: Choosing a course of action.
- Critical thinking: Evaluating information, questioning assumptions.
- Problem-solving: Identifying and resolving issues.
- Intuitive thinking: Using subjective judgment, gut feelings.
- Emotional intelligence: Understanding and managing emotions for better decision-making.
Group Decision-Making
- Nominal Group Technique: Structured approach for generating ideas and reaching decisions.
- Delphi Method: Generates ideas and consensus through a series of questionnaires.
Delegation Principles
- Right Task: Appropriate task for the delegate.
- Right Circumstances: Consider the patient, resources, and setting.
- Right Person: Selected delegate with appropriate skills and experience.
- Right Direction/Communication: Clear and specific instructions.
- Right Supervision: Consistent monitoring and support.
Communication Skills
- Upward Communication: Communication with superiors.
- Lateral Communication: Communication with colleagues.
- Downward Communication: Communication with subordinates.
- Diagonal Communication: Communication with people in different departments.
Team Building / Committees
- Group: Loosely organized collection of people with overlapping goals.
- Team: Group of people with complementary skills working toward a common goal with high accountability.
- Committee: Formally constituted group to accomplish a task.
TeamSTEPPS Skills
- Leadership (managing resources, coordination, delegation).
- Situation Monitoring (observing the environment for factors that impact decisions).
- Mutual Support (enhancing team interaction, recognizing and helping others).
- Communication (clarifying information to avoid errors).
Problem Employees
- Constructive Discipline: Supportive, corrective approach.
- Destructive Discipline: Using threats/fear to control behavior.
- Self-Discipline: Motivation towards desired organizational goals.
- Progressive Discipline: Corrective steps for improvement.
- Marginal Employee: Meets minimum performance standards.
Ethics in Nursing
- Ethics: Moral principles and values (autonomy, beneficence, nonmaleficence, justice, fidelity).
- Moral Dilemmas: Conflicts between ethical principles (e.g., patient autonomy vs. beneficence).
- Decision-Making Frameworks: Identifying and implementing solutions for conflicting ethical situations.
Healthcare Care Coordination
- Coordination of care: Aligning the efforts of multiple healthcare personnel to ensure efficient and effective intervention.
- Goals of care coordination: Promoting patient safety, efficiency, and ensuring quality care.
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Description
Test your knowledge on various leadership theories, particularly transformational and servant leadership, and their applications in healthcare settings. This quiz also explores concepts like Just Culture, Safety Climate, and High Reliability Organizations. Challenge yourself to identify key characteristics, definitions, and theories relevant to effective leadership and management in healthcare.