{"product_id":"clinical-leadership-in-nursing-and-healthcare-isbn-9781119869344","title":"Clinical Leadership in Nursing and Healthcare","description":"\u003cb\u003eCLINICAL LEADERSHIP IN NURSING AND HEALTHCARE\u003c\/b\u003e \u003cp\u003e\u003ci\u003eClinical Leadership in Nursing and Healthcare\u003c\/i\u003e offers a range of tools and topics that support and foster clinically focused nurses and other healthcare professionals to develop their leadership skills and strategies. The textbook is helpfully divided into three parts: information on the attributes of clinical leaders, the tools healthcare students and staff can use to develop their leadership potential, and clinical leadership issues. 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. Lastly, each chapter has a range of reflective questions and self-assessments to help consolidate learning. \u003c\/p\u003e\u003cp\u003eThe newly revised third edition has been updated in light of recent key changes in health service approaches to care and values. While it covers a wide spectrum of practical topics, \u003ci\u003eClinical Leadership in Nursing and Healthcare\u003c\/i\u003e also includes information on:  \u003c\/p\u003e\u003cul\u003e\n\u003cli\u003eTheories of leadership and management, organisational culture, gender, generational issues and leaders, project management, quality initiatives, and working in teams \u003c\/li\u003e \u003cli\u003eManaging change, effective clinical decision making, how to network and delegate, how to deal with conflict, and implementing evidence-based practice \u003c\/li\u003e \u003cli\u003eCongruent leadership, the link between values and actions, authentic leadership, leaving behind control as an objective, and managing power \u003c\/li\u003e \u003cli\u003eWhy decisions go wrong, techniques for developing creativity, barriers to creativity, conflict resolution and management, negotiation, self-talk, and leading in a crisis \u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003eWith expert input from a diverse collection of experienced contributors, \u003ci\u003eClinical Leadership in Nursing and Healthcare\u003c\/i\u003e is an invaluable resource for new leaders trying to establish themselves and existing leaders looking to perform at a higher level when it comes to quality and effective patient care. \u003c\/p\u003e\u003cp\u003eNotes on Contributors xvii\u003c\/p\u003e \u003cp\u003ePreface xxi\u003c\/p\u003e \u003cp\u003eAcknowledgements xxv\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I Clinical Leaders: Role Models for Values Based Leadership 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Clinical Leadership Explored 5\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eDavid Stanley    \u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 5\u003c\/p\u003e \u003cp\u003eClinical Leadership: What Do We Know? 6\u003c\/p\u003e \u003cp\u003eAttributes Less Likely to Be Seen in Clinical Leaders 8\u003c\/p\u003e \u003cp\u003eClinical Leaders Are Not Seen as Controlling 8\u003c\/p\u003e \u003cp\u003eClinical Leaders Are Not Seen as Visionary 8\u003c\/p\u003e \u003cp\u003eClinical Leaders Are Not Seen as ‘Shapers’ 10\u003c\/p\u003e \u003cp\u003eAttributes More Likely to Be Seen in Clinical Leaders 11\u003c\/p\u003e \u003cp\u003eClinical Competence\/Clinical Knowledge 11\u003c\/p\u003e \u003cp\u003eApproachability 13\u003c\/p\u003e \u003cp\u003eEmpowered\/Motivator or Motivated 13\u003c\/p\u003e \u003cp\u003eSupportive 13\u003c\/p\u003e \u003cp\u003eInspires Confidence 14\u003c\/p\u003e \u003cp\u003eIntegrity\/Honesty 14\u003c\/p\u003e \u003cp\u003eRole Model 14\u003c\/p\u003e \u003cp\u003eEffective Communicator 15\u003c\/p\u003e \u003cp\u003eVisible in Practice 15\u003c\/p\u003e \u003cp\u003eCopes Well with Change 16\u003c\/p\u003e \u003cp\u003eOther Attributes 16\u003c\/p\u003e \u003cp\u003eValues: The Glue that Binds 17\u003c\/p\u003e \u003cp\u003eWho Are the Clinical Leaders? 18\u003c\/p\u003e \u003cp\u003eClinical Leadership Defined 21\u003c\/p\u003e \u003cp\u003eWhy Clinical Leadership Now? 21\u003c\/p\u003e \u003cp\u003eA New Agenda 22\u003c\/p\u003e \u003cp\u003eChanging Care Contexts 22\u003c\/p\u003e \u003cp\u003eChange Equates to More Leadership 22\u003c\/p\u003e \u003cp\u003eMore Emphasis on Quality 23\u003c\/p\u003e \u003cp\u003eSummary 25\u003c\/p\u003e \u003cp\u003eMind Press Ups 25\u003c\/p\u003e \u003cp\u003eReferences 26\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Leadership Theories and Styles 31\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eDavid Stanley\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: Leadership – What Does It All Mean? 31\u003c\/p\u003e \u003cp\u003eLeadership Defined: The Blind Man’s Elephant 33\u003c\/p\u003e \u003cp\u003eNo One Way 36\u003c\/p\u003e \u003cp\u003eLeadership Theories and Styles 36\u003c\/p\u003e \u003cp\u003eThe Great Man Theory: Born to Lead? 36\u003c\/p\u003e \u003cp\u003eThe Heroic Leader: Great People Lead 37\u003c\/p\u003e \u003cp\u003eThe Big Bang Theory: From Great Events, Great People Come 37\u003c\/p\u003e \u003cp\u003eTrait Theory: The Man, Not the Game 38\u003c\/p\u003e \u003cp\u003eStyle Theory: It’s How You Play the Game 40\u003c\/p\u003e \u003cp\u003eSituational or Contingency Theory: It’s about Relationships 42\u003c\/p\u003e \u003cp\u003eTransformational Theory: Making Change Happen 44\u003c\/p\u003e \u003cp\u003eTransactional Theory: Running a Tight Ship 46\u003c\/p\u003e \u003cp\u003eAuthentic\/Breakthrough Leadership: True to Your Values 47\u003c\/p\u003e \u003cp\u003eServant Leadership: A Follower at the Front 48\u003c\/p\u003e \u003cp\u003eOther Perspectives 50\u003c\/p\u003e \u003cp\u003eShared Leadership\/Collaborative Leadership 50\u003c\/p\u003e \u003cp\u003eCompassionate Leadership 50\u003c\/p\u003e \u003cp\u003eThe Right Leader at the Right Time 51\u003c\/p\u003e \u003cp\u003eSummary 54\u003c\/p\u003e \u003cp\u003eMind Press Ups 54\u003c\/p\u003e \u003cp\u003eReferences 55\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Values Based Leadership: Congruent Leadership 61\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eDavid Stanley\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: A New Theory 61\u003c\/p\u003e \u003cp\u003eValues Based Leadership 62\u003c\/p\u003e \u003cp\u003eValues Based Leadership Theories Applied in Healthcare 62\u003c\/p\u003e \u003cp\u003eCongruent Leadership: Another View 66\u003c\/p\u003e \u003cp\u003eIt All Started with Clinical Leadership 66\u003c\/p\u003e \u003cp\u003eCongruent Leadership Theory Explored 79\u003c\/p\u003e \u003cp\u003eA Solid Foundation 80\u003c\/p\u003e \u003cp\u003eThe Strengths of Congruent Leadership 82\u003c\/p\u003e \u003cp\u003eGrassroots Leaders 83\u003c\/p\u003e \u003cp\u003eFoundation for Other Theories 83\u003c\/p\u003e \u003cp\u003eStrong Link between Values and Actions 84\u003c\/p\u003e \u003cp\u003eSupports Further Understanding of Clinical Leadership 85\u003c\/p\u003e \u003cp\u003eAnyone Can Be a Congruent Leader 85\u003c\/p\u003e \u003cp\u003eThe Limitations of Congruent Leadership 85\u003c\/p\u003e \u003cp\u003eNew Theory 85\u003c\/p\u003e \u003cp\u003eSimilar to Other Values Based Leadership Theories 86\u003c\/p\u003e \u003cp\u003eNot Driven by a Focus on Change 86\u003c\/p\u003e \u003cp\u003eNot Suitable for Leaders with ‘Control’ as an Objective 86\u003c\/p\u003e \u003cp\u003eCongruent Leadership, Change and Innovation 87\u003c\/p\u003e \u003cp\u003eCongruent Leadership and Power 88\u003c\/p\u003e \u003cp\u003eCongruent Leadership and Quality 91\u003c\/p\u003e \u003cp\u003eSummary 96\u003c\/p\u003e \u003cp\u003eMind Press Ups 97\u003c\/p\u003e \u003cp\u003eReferences 97\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Followership 105\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eDavid Stanley\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: From behind They Lead 105\u003c\/p\u003e \u003cp\u003eDefining Followership 106\u003c\/p\u003e \u003cp\u003eFollowers’ Responsibilities 106\u003c\/p\u003e \u003cp\u003eThe Good Follower 110\u003c\/p\u003e \u003cp\u003eThe Not So Good Follower 113\u003c\/p\u003e \u003cp\u003eSummary 116\u003c\/p\u003e \u003cp\u003eMind Press Ups 117\u003c\/p\u003e \u003cp\u003eReferences 117\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Leadership and Management 119\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eClare L. Bennett and Alison H. James\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: Why Delineate? 119\u003c\/p\u003e \u003cp\u003eWho Should Take Centre Stage? 120\u003c\/p\u003e \u003cp\u003eSkills 123\u003c\/p\u003e \u003cp\u003eThe Need for Education 125\u003c\/p\u003e \u003cp\u003eToxic or Misunderstood? 127\u003c\/p\u003e \u003cp\u003eThe Future 128\u003c\/p\u003e \u003cp\u003eA Culture Shift 129\u003c\/p\u003e \u003cp\u003eSummary 131\u003c\/p\u003e \u003cp\u003eMind Press Ups 132\u003c\/p\u003e \u003cp\u003eReferences 133\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II Clinical Leadership Tools: How to Influence Quality, Innovation and Change 137\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e\u003ci\u003e6 Organisational Culture and Clinical Leadership 139\u003cbr\u003e\u003c\/i\u003e\u003c\/b\u003e\u003ci\u003eSally Carvalho and David Stanley\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: Values First 139\u003c\/p\u003e \u003cp\u003eWhat Is Organisational Culture? 139\u003c\/p\u003e \u003cp\u003eA Culture of Care and Compassion 142\u003c\/p\u003e \u003cp\u003eCulture and Leadership 144\u003c\/p\u003e \u003cp\u003eHow Congruent Leaders Shape Culture 146\u003c\/p\u003e \u003cp\u003eClinical Leadership, Education and Training 150\u003c\/p\u003e \u003cp\u003eSummary 152\u003c\/p\u003e \u003cp\u003eMind Press Ups 153\u003c\/p\u003e \u003cp\u003eReferences 153\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Leading Change 157\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eClare L. Bennett and Alison H. James\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: Tools for Change 157\u003c\/p\u003e \u003cp\u003eAll Change 158\u003c\/p\u003e \u003cp\u003eTransformational Change 159\u003c\/p\u003e \u003cp\u003eApproaches to Change 160\u003c\/p\u003e \u003cp\u003eSWOT Analysis 161\u003c\/p\u003e \u003cp\u003eStakeholder Analysis 162\u003c\/p\u003e \u003cp\u003ePettigrew’s Model 163\u003c\/p\u003e \u003cp\u003eThe Change Management Iceberg 164\u003c\/p\u003e \u003cp\u003ePEST or STEP 165\u003c\/p\u003e \u003cp\u003eKotter’s Eight Stage Change Process 166\u003c\/p\u003e \u003cp\u003eNominal Group Technique 166\u003c\/p\u003e \u003cp\u003eProcess Re Engineering 167\u003c\/p\u003e \u003cp\u003eForce Field Analysis 168\u003c\/p\u003e \u003cp\u003eRestraining Forces 169\u003c\/p\u003e \u003cp\u003eDriving or Facilitating Forces 169\u003c\/p\u003e \u003cp\u003eHow Do You Find Either Restraining or Facilitating Forces? 170\u003c\/p\u003e \u003cp\u003eInitiating, Envisioning, Playing, Sustaining: A Theoretical Synthesis for Change 171\u003c\/p\u003e \u003cp\u003eBeckhard and Harris’s Change Equation 172\u003c\/p\u003e \u003cp\u003ePeople Mover Change Model: Effectively Transforming an Organisation 172\u003c\/p\u003e \u003cp\u003eInstituting Organisational Change: An Examination of Environmental Influences 172\u003c\/p\u003e \u003cp\u003eChange Is Never Simple, Even with a Model 172\u003c\/p\u003e \u003cp\u003eResistance to Change 173\u003c\/p\u003e \u003cp\u003eSelf Interest and Conflicting Agendas 173\u003c\/p\u003e \u003cp\u003eIncreased Stress 173\u003c\/p\u003e \u003cp\u003eUncertainty 174\u003c\/p\u003e \u003cp\u003eDiverging Points of View 174\u003c\/p\u003e \u003cp\u003eOwnership 174\u003c\/p\u003e \u003cp\u003eRecognising the Drivers 175\u003c\/p\u003e \u003cp\u003eSome People Just Do Not Like Change 175\u003c\/p\u003e \u003cp\u003eRecognising Denial and Allowing Time for Reflection 175\u003c\/p\u003e \u003cp\u003eSuccessfully Dealing with Change 176\u003c\/p\u003e \u003cp\u003eSummary 179\u003c\/p\u003e \u003cp\u003eMind Press Ups 180\u003c\/p\u003e \u003cp\u003eReferences 180\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Patient Safety and Clinical Decision Making 183\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eClare L. Bennett and Alison H. James\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: A Choice 183\u003c\/p\u003e \u003cp\u003ePatient Harm 183\u003c\/p\u003e \u003cp\u003eWhat Is Patient Safety? 184\u003c\/p\u003e \u003cp\u003eLeadership and Patient Safety 185\u003c\/p\u003e \u003cp\u003eClinical Decision Making and Patient Safety 186\u003c\/p\u003e \u003cp\u003eTerminology 188\u003c\/p\u003e \u003cp\u003eDecision Making Approaches 188\u003c\/p\u003e \u003cp\u003eTheories of Clinical Decision Making 190\u003c\/p\u003e \u003cp\u003eKnowledge and Information 191\u003c\/p\u003e \u003cp\u003eIntuitive Humanistic Model 191\u003c\/p\u003e \u003cp\u003eSystematic Positivist, Hypothetico Deductive and Technical Rational Models 192\u003c\/p\u003e \u003cp\u003eIntegrated Patient Centred Model 192\u003c\/p\u003e \u003cp\u003eIDEALS Model 193\u003c\/p\u003e \u003cp\u003eManagerial Decision Making Process 193\u003c\/p\u003e \u003cp\u003eClinical Leadership and Decisions 194\u003c\/p\u003e \u003cp\u003eWhy Decisions Go Wrong 195\u003c\/p\u003e \u003cp\u003eNot Using the Decision Making Framework 195\u003c\/p\u003e \u003cp\u003eFlawed Data 195\u003c\/p\u003e \u003cp\u003eBias 195\u003c\/p\u003e \u003cp\u003eSeeking to Avoid Conflict or Change 196\u003c\/p\u003e \u003cp\u003eIgnorance 196\u003c\/p\u003e \u003cp\u003eHindsight Bias 196\u003c\/p\u003e \u003cp\u003eAvailability Heuristics 196\u003c\/p\u003e \u003cp\u003eOver Confidence in Knowledge 196\u003c\/p\u003e \u003cp\u003eHaste 196\u003c\/p\u003e \u003cp\u003eHow about Emotion? 197\u003c\/p\u003e \u003cp\u003eGroup Decision Making 197\u003c\/p\u003e \u003cp\u003eAdvantages of Group Decisions 198\u003c\/p\u003e \u003cp\u003eDisadvantages of Group Decisions 198\u003c\/p\u003e \u003cp\u003eChallenges 198\u003c\/p\u003e \u003cp\u003eSummary 200\u003c\/p\u003e \u003cp\u003eMind Press Ups 201\u003c\/p\u003e \u003cp\u003eReferences 201\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Creativity 205\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eDavid Stanley\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: A New Way Forward 205\u003c\/p\u003e \u003cp\u003eWhat Is Creativity? 206\u003c\/p\u003e \u003cp\u003eBuilding Creative Capacity 209\u003c\/p\u003e \u003cp\u003eTechniques for Developing Creativity 210\u003c\/p\u003e \u003cp\u003eRelax 211\u003c\/p\u003e \u003cp\u003eKeep a Notebook or Journal 211\u003c\/p\u003e \u003cp\u003eJournaling 211\u003c\/p\u003e \u003cp\u003eRecord Your Ideas 211\u003c\/p\u003e \u003cp\u003eDo or Learn Something New Each Day 211\u003c\/p\u003e \u003cp\u003eLearn to Draw 211\u003c\/p\u003e \u003cp\u003eBecome a Cartoonist 212\u003c\/p\u003e \u003cp\u003eLearn to Map Your Mind 212\u003c\/p\u003e \u003cp\u003eTry Associational Thinking 212\u003c\/p\u003e \u003cp\u003eGo for a Walk 212\u003c\/p\u003e \u003cp\u003eAdopt a Genius 212\u003c\/p\u003e \u003cp\u003eOpen a Dictionary 213\u003c\/p\u003e \u003cp\u003eStudy Books about Creative Thinking 213\u003c\/p\u003e \u003cp\u003eFlood Yourself with Information 213\u003c\/p\u003e \u003cp\u003eAttend Courses 213\u003c\/p\u003e \u003cp\u003eListen to Baroque Music 213\u003c\/p\u003e \u003cp\u003eFace a New Fear Every Day 213\u003c\/p\u003e \u003cp\u003eDevelop Your Imagination 213\u003c\/p\u003e \u003cp\u003eLeave Things Alone for a While 214\u003c\/p\u003e \u003cp\u003eFind a Creative Space 214\u003c\/p\u003e \u003cp\u003eDevelop Your Sense of Humour 214\u003c\/p\u003e \u003cp\u003eDefine Your Problem 215\u003c\/p\u003e \u003cp\u003eKnow Yourself Well 215\u003c\/p\u003e \u003cp\u003eUse Guided Reflection 215\u003c\/p\u003e \u003cp\u003eBe Mindful 215\u003c\/p\u003e \u003cp\u003eFocus 215\u003c\/p\u003e \u003cp\u003eDo Not Be Afraid to Fail 215\u003c\/p\u003e \u003cp\u003eDevelop Some Techniques for Creative Thinking 215\u003c\/p\u003e \u003cp\u003eBarriers to Creativity 216\u003c\/p\u003e \u003cp\u003eOrganisational Barriers 217\u003c\/p\u003e \u003cp\u003eCompetition 217\u003c\/p\u003e \u003cp\u003eOrganisational Structure 217\u003c\/p\u003e \u003cp\u003eBeing Too Busy to Address a Problem 217\u003c\/p\u003e \u003cp\u003eToo Hectic an Environment 217\u003c\/p\u003e \u003cp\u003eA Sterile Environment 217\u003c\/p\u003e \u003cp\u003ePoor or Harsh Feedback 218\u003c\/p\u003e \u003cp\u003eRules 218\u003c\/p\u003e \u003cp\u003eUnrealistic Production Demands 218\u003c\/p\u003e \u003cp\u003eThe Boss Is Always Right 218\u003c\/p\u003e \u003cp\u003ePoor Communication 218\u003c\/p\u003e \u003cp\u003ePersonal Barriers 219\u003c\/p\u003e \u003cp\u003eFear of Criticism\/Fear of Failure 219\u003c\/p\u003e \u003cp\u003eOur Belief that We Are Not Creative 219\u003c\/p\u003e \u003cp\u003eFear of Change 219\u003c\/p\u003e \u003cp\u003eEgo 219\u003c\/p\u003e \u003cp\u003eBeliefs and Values 219\u003c\/p\u003e \u003cp\u003eLack of Confidence 219\u003c\/p\u003e \u003cp\u003eStress 220\u003c\/p\u003e \u003cp\u003ePrevious Negative Experiences with Risk 220\u003c\/p\u003e \u003cp\u003eNegative Self Talk 220\u003c\/p\u003e \u003cp\u003eRoutines 220\u003c\/p\u003e \u003cp\u003eOther Barriers 220\u003c\/p\u003e \u003cp\u003eDaily Distractions 220\u003c\/p\u003e \u003cp\u003eNot Having a Place to Go or Time to Get There 220\u003c\/p\u003e \u003cp\u003eDrugs 220\u003c\/p\u003e \u003cp\u003eLeadership and Creativity 221\u003c\/p\u003e \u003cp\u003eSummary 224\u003c\/p\u003e \u003cp\u003eMind Press Ups 224\u003c\/p\u003e \u003cp\u003eReferences 225\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Leading Teams 227\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eAlison H. James and Clare L. Bennett\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: Identifying Dynamics and Self Role within Teams 227\u003c\/p\u003e \u003cp\u003eDo We Really Need Teams? 228\u003c\/p\u003e \u003cp\u003eAre We a Team or a Group? 229\u003c\/p\u003e \u003cp\u003eEstablished Teams 230\u003c\/p\u003e \u003cp\u003eHigh Performance Teams 230\u003c\/p\u003e \u003cp\u003eOK or Functional Teams 232\u003c\/p\u003e \u003cp\u003eStruggling Teams 232\u003c\/p\u003e \u003cp\u003e‘Teaming’ for Healthcare 233\u003c\/p\u003e \u003cp\u003eCreating Powerful and Positive Teams 234\u003c\/p\u003e \u003cp\u003ePsychological Safety 236\u003c\/p\u003e \u003cp\u003eTeam Building 236\u003c\/p\u003e \u003cp\u003eTeam Roles 237\u003c\/p\u003e \u003cp\u003eLeadership and Teams 239\u003c\/p\u003e \u003cp\u003eSummary 241\u003c\/p\u003e \u003cp\u003eMind Press Ups 241\u003c\/p\u003e \u003cp\u003eReferences 242\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Networking and Delegation 245\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eTracey Coventry\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: Strength in Numbers 245\u003c\/p\u003e \u003cp\u003eNetworking 245\u003c\/p\u003e \u003cp\u003eThe Skills of Networking 246\u003c\/p\u003e \u003cp\u003eGet Yourself Known 247\u003c\/p\u003e \u003cp\u003eVolunteer 247\u003c\/p\u003e \u003cp\u003eJoin a Professional Organisation 247\u003c\/p\u003e \u003cp\u003eLook Beyond Your Own Organisation 247\u003c\/p\u003e \u003cp\u003eBe Professionally Committed and Have Clear Messages 247\u003c\/p\u003e \u003cp\u003eJoin Professional Discussion Groups 248\u003c\/p\u003e \u003cp\u003eUse Social Networks 248\u003c\/p\u003e \u003cp\u003eEngage with Professional Development 248\u003c\/p\u003e \u003cp\u003eGo to Conferences 248\u003c\/p\u003e \u003cp\u003eMentor Others or Be Mentored 249\u003c\/p\u003e \u003cp\u003eTravel (for Professional Reasons) 249\u003c\/p\u003e \u003cp\u003eDevelop a Clinical Supervision Process 249\u003c\/p\u003e \u003cp\u003eExpand Your Informal ‘Coffee’ Network 249\u003c\/p\u003e \u003cp\u003ePublish 250\u003c\/p\u003e \u003cp\u003eOther Ideas 250\u003c\/p\u003e \u003cp\u003eNetworking Through Social Media 250\u003c\/p\u003e \u003cp\u003eNetworking Tips 251\u003c\/p\u003e \u003cp\u003eDelegation 252\u003c\/p\u003e \u003cp\u003eEffective Delegation 253\u003c\/p\u003e \u003cp\u003eCommon Mistakes in Delegation 255\u003c\/p\u003e \u003cp\u003eUnder Delegation 255\u003c\/p\u003e \u003cp\u003eOver Delegation 255\u003c\/p\u003e \u003cp\u003eInappropriate Delegation 255\u003c\/p\u003e \u003cp\u003eFailing to Provide Sufficient Supervision 256\u003c\/p\u003e \u003cp\u003eResistance to Delegation 256\u003c\/p\u003e \u003cp\u003eDelegation and Clinical Leadership 256\u003c\/p\u003e \u003cp\u003eSummary 258\u003c\/p\u003e \u003cp\u003eMind Press Ups 259\u003c\/p\u003e \u003cp\u003eReferences 260\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Dealing with Conflict 261\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eKylie Russell\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: Collaboration or Clash 261\u003c\/p\u003e \u003cp\u003ePast Conflict 262\u003c\/p\u003e \u003cp\u003eInfluencing Factors 262\u003c\/p\u003e \u003cp\u003eConflict Styles 263\u003c\/p\u003e \u003cp\u003eConflict at Work 266\u003c\/p\u003e \u003cp\u003eConflict Resolution 267\u003c\/p\u003e \u003cp\u003eResponding to Conflict 268\u003c\/p\u003e \u003cp\u003eConflict Management and Clinical Leaders 270\u003c\/p\u003e \u003cp\u003eBuilding Bridges: Negotiation and Mediation 271\u003c\/p\u003e \u003cp\u003ePre Negotiation Phase 271\u003c\/p\u003e \u003cp\u003eNegotiation Phase 271\u003c\/p\u003e \u003cp\u003ePost Negotiation Phase 272\u003c\/p\u003e \u003cp\u003eNon Productive Behaviour 273\u003c\/p\u003e \u003cp\u003eNegativity 273\u003c\/p\u003e \u003cp\u003eBeing Talkative 273\u003c\/p\u003e \u003cp\u003eAttention Seeking 273\u003c\/p\u003e \u003cp\u003eArrogance 273\u003c\/p\u003e \u003cp\u003eArguing 274\u003c\/p\u003e \u003cp\u003eWithdrawing 274\u003c\/p\u003e \u003cp\u003eAggression 274\u003c\/p\u003e \u003cp\u003eComplaining 274\u003c\/p\u003e \u003cp\u003eActive Listening 275\u003c\/p\u003e \u003cp\u003eSelf Talk 276\u003c\/p\u003e \u003cp\u003eI Messages 277\u003c\/p\u003e \u003cp\u003eCommunication Styles 278\u003c\/p\u003e \u003cp\u003eMindful Communication 279\u003c\/p\u003e \u003cp\u003eAssertive Communication 279\u003c\/p\u003e \u003cp\u003eCommunication Tools 279\u003c\/p\u003e \u003cp\u003eCUS\/S 280\u003c\/p\u003e \u003cp\u003eCUS 280\u003c\/p\u003e \u003cp\u003ePACE 280\u003c\/p\u003e \u003cp\u003eBenefits of Conflict Management 280\u003c\/p\u003e \u003cp\u003eSummary 282\u003c\/p\u003e \u003cp\u003eMind Press Ups 283\u003c\/p\u003e \u003cp\u003eReferences 284\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Motivation and Inspiration 287\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eDavid Stanley\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: Inspiring Others 287\u003c\/p\u003e \u003cp\u003eWhat Is Motivation? 288\u003c\/p\u003e \u003cp\u003eModels and Theories of Motivation 288\u003c\/p\u003e \u003cp\u003eMaslow’s Hierarchy of Needs 288\u003c\/p\u003e \u003cp\u003eExpectancy Theory 290\u003c\/p\u003e \u003cp\u003eJob Characteristics Model 290\u003c\/p\u003e \u003cp\u003eHow to Motivate Others 290\u003c\/p\u003e \u003cp\u003eSigns that People Are Demotivated 293\u003c\/p\u003e \u003cp\u003eThe Motivational Power of Failure 294\u003c\/p\u003e \u003cp\u003eInspiration 296\u003c\/p\u003e \u003cp\u003eSummary 298\u003c\/p\u003e \u003cp\u003eMind Press Ups 299\u003c\/p\u003e \u003cp\u003eReferences 300\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Creating a Spirit of Enquiry (Enhancing Research) 303\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eJudith Anderson, Sarah Dineen Griffin and David Stanley\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: Is the Spirit with You? 303\u003c\/p\u003e \u003cp\u003eTwo Keys 303\u003c\/p\u003e \u003cp\u003eEvidence Based Practice 304\u003c\/p\u003e \u003cp\u003eHow to Create a Spirit of Enquiry 306\u003c\/p\u003e \u003cp\u003eBeing Involved in Research 306\u003c\/p\u003e \u003cp\u003eRole Modelling Use of EBP 306\u003c\/p\u003e \u003cp\u003eMentorship 307\u003c\/p\u003e \u003cp\u003eUnderstanding the Value of a Nexus 307\u003c\/p\u003e \u003cp\u003eEncouraging Quality Improvement Initiatives 307\u003c\/p\u003e \u003cp\u003eFostering Innovation 307\u003c\/p\u003e \u003cp\u003eRewards 308\u003c\/p\u003e \u003cp\u003eProfessional Development Opportunities 308\u003c\/p\u003e \u003cp\u003eCollaboration 308\u003c\/p\u003e \u003cp\u003eJournal Clubs 309\u003c\/p\u003e \u003cp\u003eMaking It Relevant to Practice 309\u003c\/p\u003e \u003cp\u003eBenefits of Evidence Based Practice and a Spirit of Enquiry for Health Professionals 309\u003c\/p\u003e \u003cp\u003eBarriers to the Development of a Spirit of Enquiry and the Use of Evidence Based Practice 310\u003c\/p\u003e \u003cp\u003eApplying Evidence Based Practice 311\u003c\/p\u003e \u003cp\u003eStrategies for Breaching the Evidence\/Practice Nexus 312\u003c\/p\u003e \u003cp\u003eDiffusion: A Simple Form of Nexus Development 314\u003c\/p\u003e \u003cp\u003eDissemination: More Involved with Wider Nexus Results 314\u003c\/p\u003e \u003cp\u003eImplementation: Key Nexus Activity Integration 314\u003c\/p\u003e \u003cp\u003eWhat Can Clinical Leaders Do to Promote Evidence Based Practice and a Spirit of Enquiry? 315\u003c\/p\u003e \u003cp\u003eSummary 318\u003c\/p\u003e \u003cp\u003eMind Press Ups 318\u003c\/p\u003e \u003cp\u003eReferences 319\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 Reflection and Emotional Intelligence 323\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eDavid Stanley\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: The Noblest Way to Wisdom 323\u003c\/p\u003e \u003cp\u003eWhat Is Reflection? 323\u003c\/p\u003e \u003cp\u003eReflection and Learning 324\u003c\/p\u003e \u003cp\u003eBenefits of Reflection for Clinical Leaders 324\u003c\/p\u003e \u003cp\u003eBetter Self Knowledge\/Increased Self Awareness 325\u003c\/p\u003e \u003cp\u003eIdentification of Your Values 325\u003c\/p\u003e \u003cp\u003eConnection to Caring 325\u003c\/p\u003e \u003cp\u003eMore Effective Working Relationships\/Stronger Teams 325\u003c\/p\u003e \u003cp\u003eEmpowerment 325\u003c\/p\u003e \u003cp\u003eLearning from Mistakes 326\u003c\/p\u003e \u003cp\u003eModels to Support Reflection 326\u003c\/p\u003e \u003cp\u003eUsing Reflective Models 327\u003c\/p\u003e \u003cp\u003eApproaches to Reflection 327\u003c\/p\u003e \u003cp\u003eWhat Is Emotional Intelligence? 329\u003c\/p\u003e \u003cp\u003eThe Five Building Blocks of Emotional Intelligence 329\u003c\/p\u003e \u003cp\u003eReflection on Reflection and Emotional Intelligence 331\u003c\/p\u003e \u003cp\u003eSummary 333\u003c\/p\u003e \u003cp\u003eMind Press Ups 333\u003c\/p\u003e \u003cp\u003eReferences 334\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 Quality Improvement 337\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eClare L. Bennett and Alison H. James\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: What Does Good Quality Healthcare Look Like? 337\u003c\/p\u003e \u003cp\u003eSystems Thinking 338\u003c\/p\u003e \u003cp\u003eThe Quality Cycle – A Quality Management System 340\u003c\/p\u003e \u003cp\u003eQuality Initiative Stories 343\u003c\/p\u003e \u003cp\u003eProject Management 344\u003c\/p\u003e \u003cp\u003eProject Management Explored 345\u003c\/p\u003e \u003cp\u003eWhat Is a Project? 345\u003c\/p\u003e \u003cp\u003eWhat Is Project Management? 345\u003c\/p\u003e \u003cp\u003eWhat Is the Role of a Project Manager? 346\u003c\/p\u003e \u003cp\u003eHow Is Project Management Structured? 346\u003c\/p\u003e \u003cp\u003ePhase 1: The Initial Phase 347\u003c\/p\u003e \u003cp\u003eProject Management Team 347\u003c\/p\u003e \u003cp\u003eTime, Money and Scope 347\u003c\/p\u003e \u003cp\u003eCharter 347\u003c\/p\u003e \u003cp\u003eScope Statement 347\u003c\/p\u003e \u003cp\u003ePhase 2: The Intermediate Phase 348\u003c\/p\u003e \u003cp\u003ePlanning the Project 348\u003c\/p\u003e \u003cp\u003eBaseline 348\u003c\/p\u003e \u003cp\u003eProgress or Executing the Project 349\u003c\/p\u003e \u003cp\u003eAcceptance or Controlling the Project 349\u003c\/p\u003e \u003cp\u003ePhase 3: The Final Phase 349\u003c\/p\u003e \u003cp\u003eClosure of the Project 349\u003c\/p\u003e \u003cp\u003eKey Issues 349\u003c\/p\u003e \u003cp\u003eThe Components of Project Management 350\u003c\/p\u003e \u003cp\u003eFinal Project Management Issues 350\u003c\/p\u003e \u003cp\u003eImplications for Clinical Leaders 350\u003c\/p\u003e \u003cp\u003eSummary 352\u003c\/p\u003e \u003cp\u003eMind Press Ups 352\u003c\/p\u003e \u003cp\u003eReferences 353\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III Clinical Leadership Issues: The Context of Values Based Leadership 355\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17 Gender, Generational Groups and Leadership 357\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eJulie Reis and Denise Blanchard\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: The Impact of Gender and Generations 357\u003c\/p\u003e \u003cp\u003eIs There a Difference? 357\u003c\/p\u003e \u003cp\u003eThe Case for a Difference 358\u003c\/p\u003e \u003cp\u003eThe Case for No Difference 359\u003c\/p\u003e \u003cp\u003eChallenges for Women in Leadership 360\u003c\/p\u003e \u003cp\u003eThe Causes of Gender Differences in Leadership 362\u003c\/p\u003e \u003cp\u003ePersonal Differences 362\u003c\/p\u003e \u003cp\u003eProfessional Differences 363\u003c\/p\u003e \u003cp\u003ePotential Barriers that Female Leaders Face 364\u003c\/p\u003e \u003cp\u003eRecommendations and Strategies to Address Gender Differences Manage Gender Bias 367\u003c\/p\u003e \u003cp\u003eGender and Congruent Leadership 369\u003c\/p\u003e \u003cp\u003eGenerational Differences and Leadership 369\u003c\/p\u003e \u003cp\u003eBuilders 370\u003c\/p\u003e \u003cp\u003eBaby Boomers 370\u003c\/p\u003e \u003cp\u003eGeneration X 370\u003c\/p\u003e \u003cp\u003eGeneration Y 370\u003c\/p\u003e \u003cp\u003eGeneration Z 371\u003c\/p\u003e \u003cp\u003eGeneration Alpha 371\u003c\/p\u003e \u003cp\u003eSummary 376\u003c\/p\u003e \u003cp\u003eMind Press Ups 376\u003c\/p\u003e \u003cp\u003eReferences 377\u003c\/p\u003e \u003cp\u003e\u003cb\u003e18 Power, Politics and Leadership 385\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eAlison H. James and Clare L. Bennett\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: Power and Politics 385\u003c\/p\u003e \u003cp\u003eA Beginning 386\u003c\/p\u003e \u003cp\u003eProfessional Power 386\u003c\/p\u003e \u003cp\u003ePower Base 387\u003c\/p\u003e \u003cp\u003ePowerlessness and Abuse 388\u003c\/p\u003e \u003cp\u003eInfluencing Styles 389\u003c\/p\u003e \u003cp\u003eCritical Social Theory 392\u003c\/p\u003e \u003cp\u003eHealthcare and Politics 394\u003c\/p\u003e \u003cp\u003ePractical Politics 396\u003c\/p\u003e \u003cp\u003eDealing with the Media 396\u003c\/p\u003e \u003cp\u003eBecoming Politically Active 397\u003c\/p\u003e \u003cp\u003eIt’s How You Use It! 398\u003c\/p\u003e \u003cp\u003eSummary 399\u003c\/p\u003e \u003cp\u003eMind Press Ups 400\u003c\/p\u003e \u003cp\u003eReferences 400\u003c\/p\u003e \u003cp\u003e\u003cb\u003e19 From Empowerment to Emancipation – Developing Self Leadership 403\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eAlison H. James and Clare L. Bennett\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: Elevating Your Voice 403\u003c\/p\u003e \u003cp\u003eDefining Empowerment 404\u003c\/p\u003e \u003cp\u003eThe First Perspective: Empowerment as a Tool 405\u003c\/p\u003e \u003cp\u003eThe Second Perspective: Empower Walking 406\u003c\/p\u003e \u003cp\u003eOppression: Bridging the Power Divide 410\u003c\/p\u003e \u003cp\u003eLiberated Leaders or Co Oppressors? 412\u003c\/p\u003e \u003cp\u003eHow Can Oppressed Groups Liberate Themselves? 414\u003c\/p\u003e \u003cp\u003eSummary 416\u003c\/p\u003e \u003cp\u003eMind Press Ups 417\u003c\/p\u003e \u003cp\u003eReferences 418\u003c\/p\u003e \u003cp\u003e\u003cb\u003e20 Leading Through a Crisis 421\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eAlison H. James and Clare L. Bennett\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 421\u003c\/p\u003e \u003cp\u003eDefining Crisis 422\u003c\/p\u003e \u003cp\u003eFlexibility, Innovation and Resilience 424\u003c\/p\u003e \u003cp\u003eLessons Learnt for the Long Term 425\u003c\/p\u003e \u003cp\u003eMaintaining Compassion and Empathy in Leadership 426\u003c\/p\u003e \u003cp\u003eConsidering the Emotions of the Experience 428\u003c\/p\u003e \u003cp\u003eLeading for Self Care and Well being 428\u003c\/p\u003e \u003cp\u003eStories of the Crisis 429\u003c\/p\u003e \u003cp\u003eSummary 433\u003c\/p\u003e \u003cp\u003eMind Press Ups 433\u003c\/p\u003e \u003cp\u003eReferences 434\u003c\/p\u003e \u003cp\u003e\u003cb\u003e21 Clinical (Values Based\/Congruent) Leaders 439\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eDavid Stanley\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: Clinical Heroes 439\u003c\/p\u003e \u003cp\u003eMany Marys 440\u003c\/p\u003e \u003cp\u003eValues Based or Congruent Leaders beyond the Ward 442\u003c\/p\u003e \u003cp\u003eThe First Step: Finding Your True Voice 443\u003c\/p\u003e \u003cp\u003eInnovation, Change and Quality 444\u003c\/p\u003e \u003cp\u003eTwo Final Examples of Values Based\/Congruent Leaders 445\u003c\/p\u003e \u003cp\u003eMother Teresa 445\u003c\/p\u003e \u003cp\u003eTank Man 446\u003c\/p\u003e \u003cp\u003eConclusion 447\u003c\/p\u003e \u003cp\u003eSummary 447\u003c\/p\u003e \u003cp\u003eReferences 448\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIndex 451\u003c\/b\u003e\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eDr David Stanley, RN, RM, Gerontic Cert, Grad Cert HPE, Dip HE (Nursing), BN, MSc (Health Sciences), TF, NursD.\u003c\/b\u003e David is a Registered Nurse and Midwife. He began his nursing career in the 1980’s and his interest in clinically focused leadership came about because he was once a Nurse Practitioner. David was formerly an Adjunct Professor at Charles Sturt University and a Research Mentor at Fiji’s National University. He retains his passion for the development of empowered nurse leaders and frontline health professionals with a focus on high quality clinical care.  \u003c\/p\u003e\u003cp\u003e\u003cb\u003eDr Clare L. Bennett, D.Nurs, SFHEA, PGCE, MSc, BSc (Hons), Dip.N, RGN.\u003c\/b\u003e Clare is a Registered Nurse with a background in Sexual Health, Immunology, HIV and Infectious Diseases. She is a Doctor of Nursing and is currently a Senior Lecturer at Cardiff University. She has taught Leadership, Quality Improvement and Patient Safety on undergraduate and postgraduate programmes for nurses and allied health professionals for over two decades. Clare is also an honorary lecturer at the University of Freiburg, Germany, where she teaches clinical leadership in the context of advancing clinical practice. Clare is Co-Director of the Wales Centre for Evidence Based Care and teaches and coaches in the field of evidence development and implementation.  \u003c\/p\u003e\u003cp\u003e\u003cb\u003eDr Alison H. James, DAHP, SFHEA, PGCE, MA, BA (Hons), Dip Critical Care, RGN, BA.\u003c\/b\u003e Alison is a Registered Nurse and Doctor of Advanced Healthcare Practice with a background in Neurosciences, Critical Care, Osteoporosis and Knowledge Transfer in health and social care. She is a Senior Lecturer at the School of Healthcare Sciences at Cardiff University in Wales, UK. Alison teaches Leadership and Quality Improvement on programmes across the nursing and allied health programmes at undergraduate and postgraduate level and is a coach and mentor for student leadership in the UK. Alison’s research is focused on leadership development in the healthcare workforce and education, how this impacts delivery and quality of patient care and influences cultures within healthcare environments.   \u003c\/p\u003e\u003cp\u003e\u003ci\u003eClinical Leadership in Nursing and Healthcare\u003c\/i\u003e offers a range of tools and topics that support and foster clinically focused nurses and other healthcare professionals to develop their leadership skills and strategies. The textbook is helpfully divided into three parts: information on the attributes of clinical leaders, the tools healthcare students and staff can use to develop their leadership potential, and clinical leadership issues. 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. Lastly, each chapter has a range of reflective questions and self-assessments to help consolidate learning. \u003c\/p\u003e\u003cp\u003eThe newly revised third edition has been updated in light of recent key changes in health service approaches to care and values. While it covers a wide spectrum of practical topics, \u003ci\u003eClinical Leadership in Nursing and Healthcare\u003c\/i\u003e also includes information on:  \u003c\/p\u003e\u003cul\u003e\n\u003cli\u003eTheories of leadership and management, organisational culture, gender, generational issues and leaders, project management, quality initiatives, and working in teams \u003c\/li\u003e \u003cli\u003eManaging change, effective clinical decision making, how to network and delegate, how to deal with conflict, and implementing evidence-based practice \u003c\/li\u003e \u003cli\u003eCongruent leadership, the link between values and actions, authentic leadership, leaving behind control as an objective, and managing power \u003c\/li\u003e \u003cli\u003eWhy decisions go wrong, techniques for developing creativity, barriers to creativity, conflict resolution and management, negotiation, self-talk, and leading in a crisis \u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003eWith expert input from a diverse collection of experienced contributors, \u003ci\u003eClinical Leadership in Nursing and Healthcare\u003c\/i\u003e is an invaluable resource for new leaders trying to establish themselves and existing leaders looking to perform at a higher level when it comes to quality and effective patient care.\u003c\/p\u003e","brand":"Wiley-Blackwell","offers":[{"title":"Default Title","offer_id":47988933263589,"sku":"NP9781119869344","price":40.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119869344.jpg?v=1761782107","url":"https:\/\/k12savings.com\/es\/products\/clinical-leadership-in-nursing-and-healthcare-isbn-9781119869344","provider":"K12savings","version":"1.0","type":"link"}