Transformational leadership in nursing from expert clinician to influential leader

Cover
Title
Copyright
Contents
Contributors
Foreword
Preface
	References
Part I: Contexts for Transformational Leadership
	Chapter 1: Frameworks for Becoming a Transformational Leader
		Objectives
		Healthcare Environments: Opportunities for Nurse Leaders
		Heritage and Legacy: Historical Perspectives on Leaders in Nursing
		Foundational Theories of Leadership
		What is Transformational Leadership?
		Management and Leadership: Is there Really a Difference?
		Role of the DNP in Organizational and Complex Systems Leadership
		Role of the PhD-Prepared Nurse in Practice and Leadership
		Bringing the Perspective of Doctorally Prepared Nurses to Enhance Leadership: Envisioning New Roles
		Becoming a Transformational Leader
		The Path Forward in this Book
		References
	Chapter 2: Transformational Leadership: Complexity, Change, and Strategic Planning
		Objectives
		Introduction
		Complexity in Healthcare Systems
		Nurse Leaders within Complex Healthcare Systems
		Taking an Organizational and Systems Perspective
		Complex Environments and Managing Change
		Strategic Planning in the Midst of Continual Change
		References
	Chapter 3: Current Challenges in Complex Healthcare Organizations and the Quadruple Aim
		Objectives
		Introduction
		The Quadruple Aim
		Current Forces Influencing Healthcare
		Healthcare Teams and Models
		Improving Health Literacy to Increase Safety and Patient Engagement in Healthcare
		Settings for Current and Future Healthcare
		Productivity, Effectiveness, and Safety: Impact on Quality Care
		Nursing Workforce Issues
		APRNs
		Social Determinants of Health
		References
	Chapter 4: Practice Models: Design, Implementation, and Evaluation
		Objectives
		Understanding Professional Practice Models
		Basic Elements of a Professional Practice Model
		Building the Case for Innovative Practice Models
		Care Delivery Practice Model Influencers
		Cultural Competency of Healthcare Professionals: Leading Through Diversity
		Practice Model Redesign: It is Time
		Changing Models of Care Through Evidence-Informed Practice
		Models of Care Delivery
		Systems Thinking Competencies
		Beyond Patient Safety to Practice Excellence
		Technology: Implications for Practice Model Design, Implementation, and Evaluation
		References
	Chapter 5: Collaborative Leadership Contexts: It Is All About Working Together
		Objectives
		Introduction
		Formal and Informal Networks
		Interprofessional Collaboration
		Communication
		Meeting Management: Communicating to Get the Work Done
		Sharing the News: Your Story and the Organization
		Decision-Making: The Art and Science of Organizational Leadership
		References
Part II: Becoming a Transformational Leader
	Chapter 6: Shaping Your Own Leadership Journey
		Objectives
		Leadership as a Career Journey
		Two Models to Use in Building a Foundation to Become a Transformational Leader
		Motivation: Leading by Inspiration and Modeling
		Leadership Competencies
		Vision: Perspective and Critical Analysis
		Using Evidence and Leadership to Make a Positive Difference
		Using Your Power and Influence Effectively
		Thinking as an Entrepreneur and Innovator
		Caring for Others: What Servant Leadership Really Means
		Generativity: Preparing the Next Generation
		References
	Chapter 7: Building Cohesive and Effective Teams
		Objectives
		Introduction
		Building Effective Teams: Recruiting, Retaining, and Developing
		Leading the Team
		Sustaining High-Performing Teams
		Shared Leadership and Managing Team Conflict
		Leaders Strive for Consenus
		References
Part III: Leading the Design of New Models of Care
	Creating and Shaping the Organizational Environment and Culture to Support Practice Excellence
		Objectives
		Introduction
		Creating and Sustaining a Culture of Excellence in Care Delivery and Professional Support
		Generating and Nurturing Safe Environments Where People can Thrive
		Mentoring the Next Generation of Leaders to Create a Sustainable Culture of Excellence
		References
	Chapter 9: Economics and Finance of Healthcare
		Objectives
		Introduction
		Leadership and Finance
		The Historical Basis of Financing of Healthcare
		The Present State of Healthcare Finance
		Cultivating Confidence in Financial Matters
		Understanding the Language of Finance
		Comfort in Collaborative Financial Relationships
		Assessing the Context of Care from a Financial Perspective
		Business Models, Plans, and Budgets
		Budgets
		Emerging Models of Care Delivery: A Glimpse into the Future of Financing
		Nurses as Innovators to Increase Access and Decrease Cost
		Transformations: A Process and an Experience
		Rational Risk-Taking
		Conclusion
		References
	Chapter 10: Leading Across Systems of Care and in the Larger Community
		Objectives
		Introduction
		Knowing the Other Leaders and Taking their Perspective
		Succeeding with Regulatory Organizations
		Working with the Governing Board
		Working with Lawyers, Legislators, and Policy Makers
		Having Influence in the Political Arena
		Transforming Practice and Policy in the Larger Community
		References
Index