7/27/2019 Chapter 7 Leadership for Nurses

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Chapter 7Connection power

Power based on an individual's formal and informal links to influentialor prestigious persons within and outside an organization.

Expert powerPower based on the manager's possession of unique skills, knowledge,and competence.

Information powerPower based on an individual's access to valued data.

Legitimate powerA manager's right to make requests because of authority within anorganizational hierarchy.

Personal powerPower based on an individual's credibility, reputation, expertise,experience, control of resources or information, and ability to buildtrust.

Policy

Decisions that govern action and determine an organization'srelationships, activities, and goals.

PoliticsA means of influencing the allocation of scarce resources, events, andthe decisions of others.

Position powerPower of an individual that is determined by the job description,assigned responsibilities, recognition, advancement, authority, theability to withhold money, and decision making.

PowerThe potential ability to influence in order to achieve goals.

Power playsPower plays are attempts by others to diminish or demolish theiropponents.

Punishment (coercive) powerPower based on penalties a manager might impose if the individual orgroup does not comply with authority.

Referent powerPower based on admiration and respect for an individual.

Reward powerPower based on inducements offered by the manager in exchange forcontributions that advance the manager's objectives

Adaptive decisionsThe type of decisions made when problems and alternative solutionsare somewhat unusual and only partially understood.

Affinity mapA tool used to identify problems.

Artificial intelligenceComputer technology that can diagnose problems and make limiteddecisions.

BrainstormingA decision-making method in which group members meet and generatediverse ideas about the nature, cause, definition, or solution to a

problem.Critical thinking

A process of examining underlying assumptions, interpreting and

evaluating arguments, imagining and exploring alternatives, anddeveloping reflective criticism for the purpose of reaching a reasoned,

justifiable conclusion.Decision making

A process whereby appropriate alternatives are weighed and one isultimately selected.

Delphi techniqueA decision making technique in which judgments on a particular topicare systematically gathered from participants who do not meet face-to-face.

Descriptive (bounded) rationality modelA decision-making process that emphasizes the limitations of therationality of the decision maker and the situation.

Dialectical inquiryA technique used to minimize groupthink through the use of a formaldebate format.

ExperimentationA type of problem solving in which a theory is tested to enhanceknowledge, understanding, or prediction.

Expert systemsComputer programs that provide complex data processing, reasoning,and decision making.

GroupthinkA negative phenomenon occurring in highly cohesive, isolated groupsin which group members come to think alike, which interferes withcritical thinking.

Innovative decisionsThe type of decisions made when problems are unusual and unclearand creative solutions are necessary.

MindguardsA feature of groupthink in which the group is "protected" fromcontroversial information.

Nominal group technique (NGT)A decision-making technique that elicits written questions, ideas, andreactions from group members.

Objective probabilityThe likelihood that an event will or will not occur based on facts andreliable information.

Political decision-making model

A decision-making process in which the particular interests andobjectives of powerful stakeholders influence how problems andobjectives are defined.

Premature concurrence seekingA result of groupthink caused by pressure to conform, self-censorship,mindguards, and apparent unanimity.

ProbabilityThe likelihood that an event will or will not occur.

Probability analysisA calculation of the expected risk made to accurately determine the

probabilities of each alternative.Problem solving

A process whereby a dilemma is identified and corrected.Rational (normative) decision-making model

A decision-making process based on logical, well-grounded rationalchoices that maximize the achievement of objectives.

Risky shift

A phenomenon seen in groups in which riskier, more controversialdecisions are made.

Routine decisionsThe type of decisions made when problems are relatively well definedand common and when established rules, policies, and procedures can

be used to solve them.Satisficing

A decision-making strategy whereby the individual chooses a less thanideal alternative that meets minimum standards of acceptance.

Statistical aggregationA decision-making technique in which individuals are polled regardinga specific problem and their responses are tallied.

Subjective probabilityThe likelihood that an event will or will not occur based on a manager's

personal judgment and beliefs.Trial-and-error method

A method whereby one solution after another is tried until the problemis solved or appears to be improving.