Clinical leadership in nursing and healthcare : values into action / / edited by David Stanley

• Pubblicazione: Chichester, West Sussex, England, : Wiley-Blackwell, 2017
• Edizione: Second edition.
• Descrizione fisica: 1 online resource (389 pages.) : illustrations
• Disciplina: 610.690683
• Soggetto topico: Health services administration; Nurse administrators; Nursing services - Administration
• Classificazione: 610.69068/3; 492.983; 492.984
• Persona (resp. second.): StanleyDavid
• Note generali: Includes index.
• Nota di contenuto: Intro -- Title Page -- Copyright Page -- Contents -- Notes on Contributors -- Foreword -- Preface -- Acknowledgements -- Part I Clinical Leaders: Role Models for Values into Action -- 1 Clinical Leadership Explored -- Introduction -- Clinical Leadership: What Do We Know? -- Attributes Less Likely to be Seen in Clinical Leaders -- Not Controlling -- Not Visionary -- Not Shapers -- Attributes More Likely to be Seen in Clinical Leaders -- Clinical Competence/Clinical Knowledge -- Approachability -- Empowered/Motivator or Motivated -- Supportiveness -- 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 -- 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 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 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 -- The Right Leader at the Right Time -- Summary -- Mind Press-ups -- References -- 3 Followership -- Introduction: From Behind They Lead -- Defining Followership -- Followers' Responsibilities -- The Good Follower -- The Not-So-Good Follower -- Summary. ; Mind press-ups -- References -- 4 Congruent Leadership -- Introduction: A New Theory -- Congruent Leadership: A Beginning -- 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 Authentic Leadership and Breakthrough Leadership -- 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 -- 5 Leadership and Management -- Introduction: Necessary and Essential -- Misunderstood -- A House Divided Cannot Stand -- Leadership and Management: Apples and Pears? -- Leadership and Management: Snakes and Ladders? -- Leadership and Management: Heart and Head? -- A Culture Shift -- Summary -- Mind press-ups -- References -- Part II Clinical Leadership Tools: How to Influence Quality, Innovation and Change -- 6 Organisational Culture, Clinical Leadership and Congruent 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 -- 7 Managing Change -- Introduction: Tools for Change -- All 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 -- Restraining forces -- Driving or facilitating forces -- How Do You Find Either Restraining or Facilitating Forces? -- Other Approaches -- Initiating, Envisioning, Playing, Sustaining: A Theoretical Synthesis for Change -- Seven S-Action Words Model for Organisational 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 -- 8 Clinical Decision Making -- Introduction: A Choice -- Why do We have to make Decisions? -- What is a Decision? -- Accountability -- Terms -- Decision-Making Approaches -- Theories of Clinical Decision Making -- Intuitive-Humanistic Model -- Systematic-Positivist, Hypothetico-Deductive and Technical Rational Models -- Integrated Patient-Centred Model -- IDEALS Model -- Managerial Decision-Making Process -- Clinical Leadership and Decisions -- Why Decisions Go Wrong -- Not Using the Decision-Making Framework -- Flawed Data -- Bias -- Seeking to Avoid Conflict or Change -- Ignorance -- Hindsight Bias -- Availability Heuristics -- Over-Confidence in Knowledge -- Haste -- Group Decision Making -- Advantages of Group Decisions -- Disadvantages of Group Decisions -- Characteristics of Effective Decision Makers -- Summary -- Mind Press-ups -- References -- 9 Creativity -- Introduction: A New Way Forward -- What is Creativity? -- Building Creative Capacity. ; Techniques for Developing Creativity -- Relax -- Keep a Notebook or Journal -- Journaling -- Record Your Ideas -- Do or Learn Something New Each Day -- Learn to Draw -- Become a Cartoonist -- Learn to Map Your Mind -- Try Associational Thinking -- Go for a Walk -- Adopt a Genius -- Open a Dictionary -- Study Books About Creative Thinking -- Flood Yourself with Information -- Attend Courses -- Listen to Baroque Music -- Face a New Fear Every Day -- Develop Your Imagination -- Leave Things Alone for a While -- Find a Creative Space -- Develop Your Sense of Humour -- Define Your Problem -- Know Yourself Well -- Use Guided Reflection -- Be Mindful -- Focus -- Do not be Afraid to Fail -- Develop Some Techniques for Creative Thinking -- Barriers to Creativity -- Organisational Barriers -- Competition -- Organisational Structure -- Being Too Busy to Address a Problem -- Too Hectic an Environment -- A Sterile Environment -- Poor or Harsh Feedback -- Rules -- Unrealistic Production Demands -- The Boss is Always Right -- Poor Communication -- Personal Barriers -- Fear of Criticism -- Our Belief that we are Not Creative -- Fear of Change -- Ego -- Beliefs -- Lack of Confidence -- Stress -- Previous Negative Experiences with Risk -- Negative Self-Talk -- Routines -- Other Barriers -- Daily Distractions -- Not Having a Place to go or Time to Get There -- Drugs -- Leadership and Creativity -- Summary -- Mind Press-ups -- References -- 10 Team Working -- Introduction: Effective Teams -- Healthcare Teams -- Do We Really Need Teams? -- Teams and groups -- Established Teams -- High-Performance Teams -- Ok or Functional Teams -- Struggling Teams -- Creating Powerful Teams -- Support and Challenge -- Team Building -- The Value of Team Work -- Team Roles -- Leadership and Teams -- Self-Led Teams: The New Management -- Summary -- Mind Press-ups -- References. ; 11 Networking and Delegation -- Introduction: Strength in Numbers -- Networking -- The Skills of Networking -- Get Yourself Known -- Volunteer -- Join a Professional Organisation -- Look Beyond Your Own Organisation -- Be Professionally Committed and have Clear Messages -- Join Professional Discussion Groups -- Use the Internet -- Engage with Professional Development -- Go to Conferences -- Mentor Others or be Mentored -- Travel (for Professional Reasons) -- Develop a Clinical Supervision Process -- Expand Your Informal 'Coffee' Network -- Publish -- Other Ideas -- Networking through Social Media -- Networking Tips -- Delegation -- Effective Delegation -- Common Mistakes in Delegation -- Under-Delegation -- Over-Delegation -- Inappropriate Delegation -- Failing to Provide Sufficient Supervision -- Resistance to Delegation -- Delegation and Clinical Leadership -- Summary -- Mind Press-ups -- References -- 12 Dealing with conflict -- Introduction: Collaboration or clash -- Past conflict -- 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 -- Benefits of Conflict Management -- Summary -- Mind Press-ups -- References -- 13 Motivation and Inspiration -- Introduction: Inspiring Others -- What is Motivation? -- 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.
• Sommario/riassunto: Clinical leadership, along with values-based care and compassion, are critical in supporting the development of high quality healthcare service and delivery. Clinical Leadership in Nursing and Healthcare: Values into Action offers a range of tools and topics that support and foster clinically focused nurses and other healthcare professionals to develop their leadership potential. The new edition has been updated in light of recent key changes in health service approaches to care and values. Divided into three parts, it offers information on the attributes of clinical leaders, as well as the tools healthcare students and staff can use to develop their leadership potential. It also outlines a number of principles, frameworks and topics that support nurses and healthcare professionals to develop and deliver effective clinical care as clinical leaders. Covering a wide spectrum of practical topics, Clinical Leadership in Nursing and Healthcare includes information on: Theories of leadership and management Organisational culture Gender Generational issues and leaders Project management Quality initiatives Working in teams Managing change Effective clinical decision making How to network and delegate How to deal with conflict Implementing evidence-based practice Each chapter also has a range of reflective questions and self-assessments to help consolidate learning. Itis invaluable reading for all nursing and healthcare professionals, as well as students and those newly qualified.
• Titolo autorizzato: Clinical leadership in nursing and healthcare
• ISBN: 1119253772; 9781119253778 (electronic book); 9781119253785
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Lingua di pubblicazione: Inglese
• Record Nr.: 9910953642603321
• Lo trovi qui: Univ. Federico II
• Serie: Advanced healthcare practice.; THEi Wiley ebooks.