Clinical Leadership in Nursing and Healthcare

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
		The Quality Cycle – A Quality Management System
		Quality Initiative Stories
		Project Management
		Project Management Explored
			What Is a Project?
			What Is Project Management?
			What Is the Role of a Project Manager?
		How Is Project Management Structured?
			Phase 1: The Initial Phase
			Phase 2: The Intermediate Phase
			Phase 3: The Final Phase
		Key Issues
			The Components of Project Management
			Final Project Management Issues
		Implications for Clinical Leaders
		Summary
		Mind Press-Ups
		References
Part III Clinical Leadership Issues: The Context of Values-Based Leadership
	Chapter 17 Gender, Generational Groups and Leadership
		Introduction: The Impact of Gender and Generations
		Is There a Difference?
			The Case for a Difference
			The Case for No Difference
		Challenges for Women in Leadership
		The Causes of Gender Differences in Leadership
			Personal Differences
			Professional Differences
		Potential Barriers that Female Leaders Face
		Recommendations and Strategies to Address Gender Differences Manage Gender Bias
		Gender and Congruent Leadership
		Generational Differences and Leadership
			Builders
			Baby Boomers
			Generation X
			Generation Y
			Generation Z
			Generation Alpha
		Summary
		Mind Press-Ups
		References
	Chapter 18 Power, Politics and Leadership
		Introduction: Power and Politics
		A Beginning
		Professional Power
		Power Base
		Powerlessness and Abuse
		Influencing Styles
		Critical Social Theory
		Healthcare and Politics
		Practical Politics
			Dealing with the Media
			Becoming Politically Active
		It’s How You Use It!
		Summary
		Mind Press-Ups
		References
	Chapter 19 From Empowerment to Emancipation – Developing Self-Leadership
		Introduction: Elevating Your Voice
		Defining Empowerment
			The First Perspective: Empowerment as a Tool
			The Second Perspective: Empower Walking
		Oppression: Bridging the Power Divide
		Liberated Leaders or Co-Oppressors?
		How Can Oppressed Groups Liberate Themselves?
		Summary
		Mind Press-Ups
		References
	Chapter 20 Leading Through a Crisis
		Introduction
		Defining Crisis
		Flexibility, Innovation and Resilience
		Lessons Learnt for the Long Term
		Maintaining Compassion and Empathy in Leadership
		Considering the Emotions of the Experience
		Leading for Self-Care and Well-being
		Stories of the Crisis
		Summary
		Mind Press-Ups
		References
	Chapter 21 Clinical (Values-Based/Congruent) Leaders
		Introduction: Clinical Heroes
		Many Marys
		Values-Based or Congruent Leaders beyond the Ward
		The First Step: Finding Your True Voice
		Innovation, Change and Quality
		Two Final Examples of Values-Based/Congruent Leaders
			Mother Teresa
			Tank Man
		Conclusion
		Summary
		References
Index
EULA