Leadership in nursing practice : changing the landscape of health care

Cover
Half Title Page
The Andragogy
Title Page
Copyright
Contents
New To This Edition
Contributors
Foreword
Preface
Acknowledgments
Reviewers
Chapter 1: Change and Innovation
	Dynamics of Change and Innovation
	Who, Why, What, When, and How of Change
	Strategies to Minimize Risk in Change and Innovation Scenarios
	Making Change and Innovation Happen
	Caveat: Measuring the Impact of Change and Innovation (What Problem Are You Fixing?)
	Managing Resistance to Change
	Course Correction
	Leading and Managing
	References
	APPENDIX A: Change Considerations: Scanning, Reflecting, and Integrating
Chapter 2: Becoming a Professional Nurse
	The Elements of a Profession
	The Ethical Foundations of a Profession
	Shared Governance and Creation of a Professional Infrastructure
	The Use of Language Characterizing Professional Dialogue
	Personal Presentation of the Professional Self
	Interactions with Other Disciplines
	The Public and Policy Role of the Nursing Profession
	Nursing and Transdisciplinary Partnership
	I Am the Profession
	References
	APPENDIX A: Extinguishing Childlike Behaviors in the Professional Nursing Staff
	APPENDIX B: The Professional Is a Cocreator
	APPENDIX C: The Enhanced Nurse Licensure Compact (eNLC): Important Information for Nurses
Chapter 3: The Person of the Leader: The Capacity to Lead
	Self-Knowledge
	The Continuous Journey of Becoming
	The Leadership Mirror
	Leaders Versus Managers
	The Personal Attributes of Leaders
	Courage and Leadership
	Leaders Engage Stakeholders
	The Leader Stays in the Question
	Recognizing Personal Needs for Self-Development
	Personal Transparency and Openness
	References
	APPENDIX A: Old Versus New Leadership Skills
	APPENDIX B: Checking off Basic Leadership Attributes
	APPENDIX C: More Leader Core Behaviors
	APPENDIX D: What Staff Want from Their Leader
	APPENDIX E: Leadership
Chapter 4: Conflict Skills for Clinical Leaders
	The Early Engagement of Conflict
	Looking for the Signs
	Personal Comfort with Conflict
	Trust: Creating a Safe Space for Positive Conflict
	The Need for a Just Environment
	Fully Sharing Information
	Alienation Between Colleagues: What Happens When It Is Allowed to Flourish
	Overcoming Personal Barriers to Engaging Conflict
	Handling Conflict
	The Norm of Conflict
	References
	APPENDIX A: A Brief Conflict Skills Assessment
Chapter 5: Staffing, Scheduling, and Patient Care Assignments: Models, Components, and Measures of Effectiveness
	The Foundation: Patient Care Delivery Model
	Identifying Patient Care Needs
	Measuring Human Work
	Patient Classification Systems: Limitations and Challenges
	Core Schedule
	Evaluation of Workforce Management
	Leading Versus Managing in Staffing and Scheduling: Concluding Thoughts
	References
	APPENDIX A: Selected Staffing Effectiveness Research Evidence
	APPENDIX B: Perfect Staffing
Chapter 6: Principles of Ethical Decision Making
	The Basics
	Ethical Issues and Challenges
	Strategies to Address Ethical Issues
	Concluding Thoughts
	Ethics Discussion Scenarios
	References
	Appendix A: Selected Healthcare Ethics Resources
	Appendix B: Common Barriers to Effective Relationships
Chapter 7: Leadership: The Foundation of Practice Partnership
	The Importance of Teams in Interdisciplinary Practice
	Team Construction
	Team Fables
	Team Progress
	When the Problem Is a Team Member
	Collaboration
	Decisions
	Creating Equity: Overcoming the Uneven Table
	Interdisciplinary Alignment
	Focus on the Team Leader
	Virtuality and Team Performance
	Concluding Thoughts
	References
	Appendix A: Sample Techniques for Team Decision Making
	Appendix B: Team-Based Decision-Making Process
	Appendix C: Keeping the Team Focused
	Appendix D: Some Dos and Don’ts of Team Leadership
	Appendix E: Creating Team Infrastructure
	Appendix F: Considerations for Team Effectiveness
Chapter 8: Resources for Healthcare Excellence
	Basic Economics Are Not So Basic: Price, Demand, and Supply Complexities
	Resource Categories: Human, Fiscal, Material, Technology, and Time
	Value Measurement: Productivity, Quality, and Volume
	Basics of Budgeting
	Dashboards and Measures
	Variance Management
	Concluding Thoughts: The Role of the Clinical Nurse Leader in Resource Management
	References
	Appendix A: Common Financial Reports
	Appendix B: Staffing Effectiveness: Scorecard
	Appendix C: Evolving Metrics
Chapter 9: Navigating the Care Network: Creating the Context for Professional Practice
	Complex Adaptive Systems
	Placing Power Where the Action Is
	Understanding How Clinical Work Changes
	Transforming the Nature of Clinical Work
	From a Medical Model to a Health Model
	Ending Medical Separatism
	Value-Driven Health Care
	Elements of a New Kind of Structure
	The Premises of Professional Governance in Health Care
	The Individual and the Organization
	References
	Appendix A: Shared Decision-Making Requisites
	Appendix B: Shared Governance Staff Assessment Instrument
	Appendix C: Survey of Shared Leadership Practices
Chapter 10: Managing Your Career: A Lifetime of Opportunities and Obligations
	Transition to Practice
	Career Trajectories
	Interviewing for New Roles
	Continuing Competence
	Course Correction: Life After Discipline
	Excellence Versus Perfection
	Personal Balance and Health
	Exercise, Nutrition, and Role Modeling
	Contributing to the Profession
	Additional Thoughts
	References
	Appendix A: Writing for Publication
	Appendix B: Giving a Podium Presentation
Chapter 11: Policy, Legislation, Licensing, and Professional Nurse Roles
	Key Concepts
	The Policy Continuum: Local to National
	Contemporary Healthcare Policy Issues and Initiatives
	Final Thoughts on Policy
	References
	Appendix A: Selected Resources for Healthcare Policy
	Appendix B: Shaping Public Policy: The Nurse Leader’s Role
Chapter 12: Delegation and Supervision: Essential Foundations for Practice
	Delegation: Definitions and Key Concepts
	Steps of the Delegation Process: Roles of the Delegator and the Delegate
	Protecting Your License: Nursing Liability for Delegation
	The Challenges of Delegation
	Strategies to Support Effective Delegation
	Final Thoughts
	References
	Appendix A: Joint Statement on Delegation: American Nurses Association and National Council of State Boards of Nursing
	Appendix B: Delegation Assessment: Why Don’t I Willingly Delegate or Accept Delegated Tasks?
	Appendix C: Process of Delegation
Chapter 13: Overcoming the Uneven Table: Negotiating the White Waters of the Profession
	Principles and Basic Skills of Negotiating
	Give and Take: The Principles of Exchange
	Stages of Negotiation
	The Clinical Leader and the Unique Characteristics of Collective Bargaining
	Negotiating in the Profession of Nursing
	References
	Appendix A: Negotiation Skills Assessment
Chapter 14: Accountability and Ownership: The Centerpiece of Professional Practice
	The Professionalization of Nursing in the 20th Century: The Path to Accountability
	Maturing the Profession: The Age of Accountability
	Accountability and Ownership
	The Cycle of Personal Accountability
	Accountability in Action
	Individual Role Accountability and Team Performance
	Delineating Professional Work and Accountability
	From Process to Outcome Focus
	Accountability and the Engagement of Risk
	Accountability and Performance
	References
	Appendix A: Individual Role Accountability and Team Performance
	Appendix B: Fitting Individual and Team Goals Together
	Appendix C: Creating a Culture of Accountability
	Appendix D: Revisiting Invitation and Expectation
	Appendix E: Responsibility Versus Accountability
	Appendix F: Accountability and Impact
	Appendix G: Role Clarity and Accountability Model
	Appendix H: Accountability and Locus of Control
	Appendix I: Ownership: The Center of Accountability
	Appendix J: Volume Versus Value
	Appendix K: Some Risk-Dealing Rules of Engagement
	Appendix L: Path of Professionalism Engagement Through Your Career
Chapter 15: Integrating Learning: Applying the Practices of Leadership
	In the Era of Health Transformation
	The Context of Healthcare Policy
	The Management of Conflict
	The Centrality of Accountability
	Structure, Organizations, and Professionals: Creating the Context for Practice
	Resource Management in Health Care
	Ethical Behaviors
	Staffing Effectiveness
	Change and Innovation
	Policymaking
	Delegation
	Career Management
	Concluding Thoughts
	References
	Appendix A: Exercise in Leadership: Advancing Evidence-Based Practice
	Appendix B: Exercise in Leadership: Increasing Capacity
	Appendix C: Exercise in Leadership: Clinical Technology Management
Glossary
Index