TY  - BOOK
AU  - Stanley,David
TI  - Clinical Leadership in Nursing and Healthcare: Values into Action
T2  - New York Academy of Sciences Series
SN  - 9781119253778
AV  - RT89 .C556 2017 
U1  - 362.173068 
PY  - 2016///
CY  - Newark
PB  - John Wiley & Sons, Incorporated
KW  - Health services administration
KW  - Nurse administrators
KW  - Nursing services-Administration
KW  - Electronic books
N1  - 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
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