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CONTEMPORARY HEALTH LEADERSHIP & MANAGEMENT - Coggle Diagram
CONTEMPORARY HEALTH LEADERSHIP & MANAGEMENT
Leadership and Management
2. Followership (Active, self-directed, reciprocal)
New Nurse Role: Primary daily role; builds team success & job satisfaction
Behaviors: Report problems with solutions, give constructive feedback, keep learning
Leadership Styles:
Behavioral: Autocratic (emergencies), Democratic (morale), Laissez-faire (ineffective)
Situational: Adapts to task/readiness (good for precepting)
Transformational: Inspires via shared vision & higher purpose (ideal for nursing)
New Science: Dynamic, organic, free-flowing (fits complex healthcare)
Moral: Ethics & care-first decisions (protects patients during budget cuts)
Leadership (Informal; no title needed)
New Nurse Role: Spot safety/workflow gaps & speak up immediately
Core Qualities: Integrity, courage, positive attitude, initiative, self-awareness
Key Behaviors: Set priorities (Evaluate, Eliminate, Estimate), critical thinking, share vision
3. Management (Formal authority: plan, organize, command, coordinate, control)
New Nurse Role: Build clinical experience first
Core Qualities: Leadership + Clinical Expertise + Business Sense
Mintzberg's Key Behaviors:
Interpersonal: Networking, conflict resolution, coaching, rewards/discipline
Decisional: Appraisals, budgeting, hiring/firing, planning, job redesign
Informational: Spokesperson, monitoring metrics (falls, infections, costs), PR
Theories & Servant Leadership
Scientific (Taylor): Task-focused; maximizes speed & efficiency
Human Relations (McGregor): Theory X (strict control) vs. Theory Y (support & high morale)
Servant Leadership (Greenleaf): "Employee first"; manager removes barriers for nurses
Evidence-Based Practice (EBP)
Definition: Best scientific evidence + clinical expertise + patient values
Key Comparisons:
Research: Creates new, generalizable knowledge
Research Utilization: Applies existing study findings to practice
Quality Improvement (QI): Fixes local unit processes (not generalizable)
Importance: Safer outcomes, replaces outdated habits, boosts confidence, supports Magnet® status
5 Steps of EBP: 1. Ask → 2. Acquire → 3. Appraise → 4. Apply → 5. Assess
PICO Format: Patient + Intervention + Comparison + Outcome
Situation Analysis (SWOT)
Personal SWOT:
Strengths: Experience, education, people/tech skills, flexibility
Weaknesses: Poor communication, inflexibility, resists change
Opportunities: Nursing shortage, new tech, growing markets
Threats: Competition, new regulations, downsizing
4 Steps of SWOT: 1. Collect data → 2. Sort into S-W-O-T → 3. Build matrices → 4. Decide strategy
Decision Making & Creative Problem Solving
Critical Thinking: Question assumptions, check evidence, explore alternatives
Creativity: Support new ideas, tolerate failure (Prepare → Incubate → Insight → Verify)
7-Step Process: Define → Gather/Criteria → Analyze/Weigh → Alternatives → Decide → Act → Evaluate
Individual vs. Group:
Individual: Fast, good for urgent/routine tasks, single view
Group: Diverse ideas, high buy-in, slower, risks groupthink
Stumbling Blocks: Rigid personality, tunnel vision, preconceived ideas, groupthink
Innovation Tools: Simulations, case studies, problem-based learning, debates
Power, Politics & Conflict Management
Power & Empowerment:
Positional Power: Legitimate, Reward, Coercive
Personal Power: Expert, Referent, Information, Connection
Empowerment ("Power With"): Networking, mentoring, strong image, shared visioning
Politics & Policy:
Definitions: Politics (art of influencing) vs. Policy (resulting action decisions)
Strategy: Know stakeholders, build coalitions, engage legislators
Conflict Management:
PEPRS Assessment: Parties, Events/issues, Power, Regulating resources, Style
5 Styles: Collaborate (Win-Win), Compete (Win-Lose), Compromise (Split), Accommodate (Lose-Win), Avoid (Lose-Lose)
Negotiation:
Approaches: Competitive (Win-Lose) vs. Collaborative (Win-Win)
Key Terms: ZOPA (deal range), Reservation Price (bottom line), BATNA (backup plan)
Win-Win Negotiation, Conflict & Teamwork
Critical Thinking & Problem Solving:
Distinction: Decision making selects an option; problem solving diagnoses & fixes an issue
Process: Define goal → Weigh options → Implement choice → Evaluate result
Teamwork in Healthcare:
Importance: Improves patient safety & reduces nurse burnout
Teams vs. Groups: Teams use shared goals & consensus; groups use appointed leaders & majority rule
5 Team Stages: Forming → Storming → Norming → Performing → Adjourning
Success Factors (5–15 members): Trust, open communication, mutual accountability, participative leadership
Effective Communication & Building Teams
Building Teams:
Success Keys: Trust, commitment, active listening, clear ground rules, constructive conflict resolution
Tools & Synergy: SBAR and TeamSTEPPS improve safety & create synergy
Communicating Effectively:
Channels & Flow: Face-to-face for sensitive issues; flows upward, downward, laterally, diagonally
Barriers: Nonverbal cues, poor listening, gender/generation/cultural differences
Collaboration: Assertiveness, role clarity, mutual respect, avoiding medical jargon
Managing & Improving Health Care Quality
1. Quality & Safety Foundations:
IOM 6 Aims: Safe, effective, patient-centered, timely, efficient, equitable
Systems Focus: Errors stem from flawed systems, not bad staff (To Err is Human)
Measures: Standards (minimum acceptable) vs. Benchmarks (top 5%); CMS, Joint Commission, ANA, HCAHPS
2.Quality Models & Tools:
Donabedian’s Triad: Structure (resources) + Process (care delivery) + Outcome (patient results)
Improvement Methods: PDSA/PDCA (test-and-learn), Six Sigma/DMAIC (near-zero defects), Lean (cut waste)
Analysis Tools: FMEA (proactive), RCA / Fishbone / 5 Whys (reactive), Pareto (80/20 rule), Run/Control charts
Standardized Care: Critical pathways, protocols, guidelines
3. Nursing Quality & Risk Management:
Nurse-Sensitive Indicators (NDNQI): Falls, pressure ulcers, med errors, infections (VAP, UTI, CLABSI)
Prevention Tools: EBP, bar-code scanning, smart pumps, uninterrupted med prep
Event Severity: Near misses → Service occurrences → Serious incidents → Sentinel events
Incident Reports & Just Culture: File within 24 hrs; never put in medical chart; blame-free system focus