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[null,"1.","Record Nr.",null,"UNINA9910642705403321"]
[null,null,"Autore",null,"Stanley David <1960->"]
[null,null,"Titolo",null,"Clinical leadership in nursing and healthcare / / David Stanley, Clare Bennett, and Alison H. James"]
[null,null,"Pubbl/distr/stampa",null,"Hoboken, New Jersey : , : Wiley-Blackwell, , [2022]"]
[{"$nulls":4},"©2022"]
[null,null,"ISBN",null,"1-119-86937-4"]
[{"$nulls":4},"1-119-86935-8"]
[null,null,"Edizione",null,"[3rd ed.]"]
[null,null,"Descrizione fisica",null,"1 online resource (499 pages)"]
[null,null,"Disciplina",null,"362.173068"]
[null,null,"Soggetti",null,"Nursing services - Administration"]
[{"$nulls":4},"Leadership"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and index."]
[null,null,"Nota di contenuto",null,"Cover -- Title Page -- Copyright Page -- Contents -- Notes on Contributors -- Preface -- Acknowledgements -- Part I Clinical Leaders: Role Models for Values-Based Leadership -- Chapter 1 Clinical Leadership Explored -- Introduction -- Clinical Leadership: What Do We Know? -- Attributes Less Likely to Be Seen in Clinical Leaders -- Clinical Leaders Are Not Seen as Controlling -- Clinical Leaders Are Not Seen as Visionary -- Clinical Leaders Are Not Seen as 'Shapers' -- Attributes More Likely to Be Seen in Clinical Leaders -- Clinical Competence/Clinical Knowledge -- Approachability -- Empowered/Motivator or Motivated -- Supportive -- Inspires Confidence -- Integrity/Honesty -- Role Model -- Effective Communicator -- Visible in Practice -- Copes Well with Change -- Other Attributes -- Values: The Glue that Binds -- Who Are the Clinical Leaders? -- Clinical Leadership Defined -- Why Clinical Leadership Now? -- A New Agenda -- Changing Care Contexts -- Change Equates to More Leadership -- More Emphasis on Quality -- Summary -- Mind Press-Ups -- References -- Chapter 2 Leadership Theories and Styles -- Introduction: Leadership - What Does It All Mean? -- Leadership Defined: The Blind Man's Elephant -- No One Way -- Leadership Theories and Styles -- The Great Man Theory: Born to Lead? -- The Heroic Leader: Great People Lead -- The Big Bang Theory: From Great Events, Great People Come -- Trait Theory: The Man, Not the Game -- Style Theory: It's How You Play the Game -- Situational or Contingency "]
[{"$nulls":4},"Theory: It's about Relationships -- Transformational Theory: Making Change Happen -- Transactional Theory: Running a Tight Ship -- Authentic/Breakthrough Leadership: True to Your Values -- Servant Leadership: A Follower at the Front -- Clinical Leader Stories: 2 A Busy Shift -- Other Perspectives -- Shared Leadership/Collaborative Leadership."]
[{"$nulls":4},"Compassionate Leadership -- The Right Leader at the Right Time -- Summary -- Mind Press-Ups -- References -- Chapter 3 Values-Based Leadership: Congruent Leadership -- Introduction: A New Theory -- Values-Based Leadership -- Values-Based Leadership Theories Applied in Healthcare -- Congruent Leadership: Another View -- It All Started with Clinical Leadership -- Congruent Leadership Theory Explored -- A Solid Foundation -- The Strengths of Congruent Leadership -- Grassroots Leaders -- Foundation for Other Theories -- Strong Link between Values and Actions -- Supports Further Understanding of Clinical Leadership -- Anyone Can Be a Congruent Leader -- The Limitations of Congruent Leadership -- New Theory -- Similar to Other Values-Based Leadership Theories -- Not Driven by a Focus on Change -- Not Suitable for Leaders with 'Control' as an Objective -- Congruent Leadership, Change and Innovation -- Congruent Leadership and Power -- Congruent Leadership and Quality -- Summary -- Mind Press-Ups -- References -- Chapter 4 Followership -- Introduction: From behind They Lead -- Defining Followership -- Followers' Responsibilities -- The Good Follower -- The Not-So-Good Follower -- Summary -- Mind Press-Ups -- References -- Chapter 5 Leadership and Management -- Introduction: Why Delineate? -- Who Should Take Centre Stage? -- Skills -- The Need for Education -- Toxic or Misunderstood? -- The Future -- A Culture Shift -- Summary -- Mind Press-Ups -- References -- Part II Clinical Leadership Tools: How to Influence Quality, Innovation and Change -- Chapter 6 Organisational Culture and Clinical Leadership -- Introduction: Values First -- What Is Organisational Culture? -- A Culture of Care and Compassion -- Culture and Leadership -- How Congruent Leaders Shape Culture -- Clinical Leadership, Education and Training -- Summary -- Mind Press-Ups -- References."]
[{"$nulls":4},"Chapter 7 Leading Change -- Introduction: Tools for Change -- All Change -- Transformational Change -- Approaches to Change -- SWOT Analysis -- Stakeholder Analysis -- Pettigrew's Model -- The Change Management Iceberg -- PEST or STEP -- Kotter's Eight-Stage Change Process -- Nominal Group Technique -- Process Re-Engineering -- Force-Field Analysis -- Initiating, Envisioning, Playing, Sustaining: A Theoretical Synthesis for Change -- Beckhard and Harris's Change Equation -- People-Mover Change Model: Effectively Transforming an Organisation -- Instituting Organisational Change: An Examination of Environmental Influences -- Change Is Never Simple, Even with a Model -- Resistance to Change -- Self-Interest and Conflicting Agendas -- Increased Stress -- Uncertainty -- Diverging Points of View -- Ownership -- Recognising the Drivers -- Some People Just Do Not Like Change -- Recognising Denial and Allowing Time for Reflection -- Successfully Dealing with Change -- Summary -- Mind Press-Ups -- References -- Chapter 8 Patient Safety and Clinical Decision Making -- Introduction: A Choice -- Patient Harm -- What Is Patient Safety? -- Leadership and Patient Safety -- Clinical Decision Making and Patient Safety -- Terminology -- Decision-Making Approaches -- Theories of Clinical Decision Making -- Knowledge and Information -- Clinical Leadership and Decisions -- Why Decisions Go Wrong -- Not Using the Decision-Making Framework -- Flawed Data -- Bias -- Seeking to Avoid Conflict or Change -- Ignorance -- "]
[{"$nulls":4},"Hindsight Bias -- Availability Heuristics -- Over-Confidence in Knowledge -- Haste -- How about Emotion? -- Group Decision Making -- Advantages of Group Decisions -- Disadvantages of Group Decisions -- Challenges -- Summary -- Mind Press-Ups -- References -- Chapter 9 Creativity -- Introduction: A New Way Forward -- What Is Creativity?."]
[{"$nulls":4},"Building Creative Capacity -- Techniques for Developing Creativity -- Barriers to Creativity -- Organisational Barriers -- Personal Barriers -- Other Barriers -- Leadership and Creativity -- Summary -- Mind Press-Ups -- References -- Chapter 10 Leading Teams -- Introduction: Identifying Dynamics and Self-Role within Teams -- Do We Really Need Teams? -- Are We a Team or a Group? -- Established Teams -- High-Performance Teams -- OK or Functional Teams -- Struggling Teams -- 'Teaming' for Healthcare -- Creating Powerful and Positive Teams -- Psychological Safety -- Team Building -- Team Roles -- Leadership and Teams -- Summary -- Mind Press-Ups -- References -- Chapter 11 Networking and Delegation -- Introduction: Strength in Numbers -- Networking -- The Skills of Networking -- Networking Through Social Media -- Networking Tips -- Delegation -- Effective Delegation -- Common Mistakes in Delegation -- Resistance to Delegation -- Delegation and Clinical Leadership -- Summary -- Mind Press-Ups -- References -- Chapter 12 Dealing with Conflict -- Introduction: Collaboration or Clash -- Past Conflict -- Influencing Factors -- Conflict Styles -- Conflict at Work -- Conflict Resolution -- Responding to Conflict -- Conflict Management and Clinical Leaders -- Building Bridges: Negotiation and Mediation -- Pre-Negotiation Phase -- Negotiation Phase -- Post-Negotiation Phase -- Non-Productive Behaviour -- Negativity -- Being Talkative -- Attention Seeking -- Arrogance -- Arguing -- Withdrawing -- Aggression -- Complaining -- Active Listening -- Self-Talk -- I-Messages -- Communication Styles -- Mindful Communication -- Assertive Communication -- Communication Tools -- CUS/S -- CUS -- PACE -- Benefits of Conflict Management -- Summary -- Mind Press-Ups -- References -- Chapter 13 Motivation and Inspiration -- Introduction: Inspiring Others -- What Is Motivation?."]
[{"$nulls":4},"Models and Theories of Motivation -- Maslow's Hierarchy of Needs -- Expectancy Theory -- Job Characteristics Model -- How to Motivate Others -- Signs that People Are Demotivated -- The Motivational Power of Failure -- Inspiration -- Summary -- Mind Press-Ups -- References -- Chapter 14 Creating a Spirit of Enquiry (Enhancing Research) -- Introduction: Is the Spirit with You? -- Two Keys -- Evidence-Based Practice -- How to Create a Spirit of Enquiry -- Being Involved in Research -- Role Modelling Use of EBP -- Mentorship -- Understanding the Value of a Nexus -- Encouraging Quality Improvement Initiatives -- Fostering Innovation -- Rewards -- Professional Development Opportunities -- Collaboration -- Journal Clubs -- Making It Relevant to Practice -- Benefits of Evidence-Based Practice and a Spirit of Enquiry for Health Professionals -- Barriers to the Development of a Spirit of Enquiry and the Use of Evidence-Based Practice -- Applying Evidence-Based Practice -- Strategies for Breaching the Evidence/Practice Nexus -- Diffusion: A Simple Form of Nexus Development -- Dissemination: More Involved with Wider Nexus Results -- Implementation: Key Nexus Activity Integration -- What Can Clinical Leaders Do to Promote Evidence-Based Practice and a Spirit of Enquiry? -- Summary -- Mind Press-Ups -- References -- Chapter 15 Reflection and Emotional Intelligence -- Introduction: The Noblest Way to Wisdom -- What Is Reflection? -- Reflection and Learning -- Benefits of Reflection for Clinical Leaders -- Models "]
[{"$nulls":4},"to Support Reflection -- Using Reflective Models -- Approaches to Reflection -- What Is Emotional Intelligence? -- The Five Building Blocks of Emotional Intelligence -- Reflection on Reflection and Emotional Intelligence -- Summary -- Mind Press-Ups -- References -- Chapter 16 Quality Improvement -- Introduction: What Does Good Quality Healthcare Look Like?."]
[{"$nulls":4},"Systems Thinking."]
[null,"2.","Record Nr.",null,"UNISA996693933803316"]
[null,null,"Autore",null,"Swan"]
[null,null,"Titolo",null,"Swan. A New Almanack For The Year Of Our Lord God 1683 : Being The Second After Bissextile Or Leap-year, And From The Creation Of The World At The Spring 5686 Years Compleat. Wherein Is Shewed The Principal Aspects Of The Planets, A Table Of Annuities And Reversions, The Terms Both At London And Cambridge, With Other Things Of Note In The University. Calculated Properly For The Famous University And Town Of Cambridge, Where The Pole Is Elevated 52 Deg. And 17 Min. Above The Horizon"]
[null,null,"Pubbl/distr/stampa",null,"ProQuest, UMI, 1683"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]