Clinical leadership in nursing and healthcare

• Autore: Stanley David
• Pubblicazione: Newark : , : John Wiley & Sons, Incorporated, , 2022; ©2022
• Edizione: 3rd ed.
• Descrizione fisica: 1 online resource (499 pages)
• Disciplina: 610.690683
• Soggetto genere / forma: Electronic books.
• Altri autori: BennettClare L JamesAlison H
• Nota di contenuto: 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 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. ; 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. ; 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 -- 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?. ; 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?. ; 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 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?. ; Systems Thinking.
• Titolo autorizzato: Clinical Leadership in Nursing and Healthcare
• ISBN: 1-119-86937-4; 1-119-86935-8
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Lingua di pubblicazione: Inglese
• Record Nr.: 9910595595203321
• Lo trovi qui: Univ. Federico II