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About the authors | |
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Foreword | |
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Preface | |
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The Individual | |
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The Nature of Leadership | |
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Learning Outcomes | |
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Introduction | |
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Relationships between Leadership and Followership | |
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Defining Leadership | |
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Health Care - A Changing Context | |
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Comparing Leadership and Management | |
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The Art and Science of Leadership | |
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Summary of Key Points | |
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Further Reading | |
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What Makes a Leader? | |
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Learning Outcomes | |
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Introduction | |
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Clinical Leaders in Health Care | |
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Characteristics of a Leader | |
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Experiences of Leaders in Clinical Practice | |
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Leadership and Followership Styles | |
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Assessing your Abilities/Skills | |
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Problem Solving Styles: The Myers-Briggs Type Indicator� (MBTI�) | |
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Reflective Practitioner | |
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Practice Mastery - Evidence-based Practice | |
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Summary of Key Points | |
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Further Reading | |
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Diversity, Values and Professional Care | |
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Learning Outcomes | |
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Introduction | |
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What is Culture? | |
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Diversity of Values in Health Care | |
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Ethnic Diversity | |
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Age Diversity | |
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Gender Diversity | |
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Models of Transcultural Care | |
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Leading a Culturally Diverse Team | |
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Summary of Key Points | |
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Further Reading | |
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Theories of Leadership | |
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Learning Outcomes | |
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Introduction | |
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Evolving Theories of Leadership | |
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Leadership as a Collection of Personal Characteristics or Traits | |
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Leadership as a Function within an Organisation | |
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Task Needs | |
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The Needs of the Team | |
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Needs of Individuals | |
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Leadership as an Effect on Group Behaviours | |
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Leadership Styles | |
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Emergence of Contingency Theories | |
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Fiedler Model | |
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The Vroom-Jago Contingency Model (1988) | |
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Leadership as an Influence on Forming an Organisational Culture | |
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Anti Leadership Era | |
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New Leadership | |
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Summary of Key Points | |
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Further Reading | |
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The Team | |
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Team Life | |
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Learning Outcomes | |
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Introduction | |
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Group and Team Characteristics | |
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Value of Group/Team Membership | |
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Group Unity | |
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Types of Groups | |
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Formation of Groups | |
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Classification of Work Groups | |
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Team Leadership | |
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Group Conflict | |
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Leadership Teams | |
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Summary of Key Points | |
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Further Reading | |
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Interdisciplinary and Interprofessional Working | |
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Learning Outcomes | |
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Introduction | |
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Definitions of Concepts of Interdisciplinary and Interprofessional | |
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Experience of Interprofessional Working | |
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Contemporary Health Care Practice across Acute and Community Sectors | |
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Policy, Leadership and Working Together | |
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Rationale for Collaborative Working Practices | |
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Effective Collaborative Teams | |
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Issues of Power and Collaboration | |
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Other Challenges to Effective Interprofessional Working | |
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Communities of Practice, Tribalism, Power and Professional Identities | |
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Learning and Working Together | |
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Confidentiality and Ethical Issues | |
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Interprofessional Working and Global Health | |
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Summary of Key Points | |
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Further Reading | |
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Communication and Leadership | |
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Learning Outcomes | |
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Introduction | |
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Forms of Communication | |
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Communication Networks | |
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Effective Communication | |
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Motivation and Communication | |
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Development of Written and Electronic Health Care Records | |
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Audit | |
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Active Listening | |
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Neuro-Linguistic Programming | |
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Legal and Ethical Issues | |
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Summary of Key Points | |
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Further Reading | |
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Problem Solving | |
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Learning Outcomes | |
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Introduction | |
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What is Problem Solving? | |
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Problem Management | |
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Traditional and Contemporary Approaches to Problem Solving | |
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The Types of Problems | |
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Scientific Rational Approach | |
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Intelligence or Problem Analysis | |
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Role of Creative/Intuitive Approach in Problem Solving | |
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Idea Generation or Design | |
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Groupthink | |
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Choice and Decision Making | |
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Definitions of Decision Making and Research | |
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Styles of Decision Making | |
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Application of Research | |
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Summary of Key Points | |
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Further Reading | |
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Managing Conflict | |
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Learning Outcomes | |
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Introduction | |
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The Concept of Conflict | |
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Levels of Conflict | |
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Stages of Group Life and Conflict | |
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Causes of Conflict | |
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Symptoms of Conflict or Collision | |
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Consequences of Conflict | |
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Management of Conflict | |
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Conflict Management Styles | |
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Cultural Influences | |
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Summary of Key Points | |
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Further Reading | |
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Emotional Intelligence | |
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Learning Outcomes | |
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Introduction | |
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The Concept of Emotional Intelligence | |
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Preferred Learning Styles | |
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The Value of Emotional Intelligence in Complex Team Working | |
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Positive Psychology | |
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Neuro-Leadership | |
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Summary of Key Points | |
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Further Reading | |
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The Organisation | |
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Theory of Organisational Life | |
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Learning Outcomes | |
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Introduction | |
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What is the Purpose of an Organisation? | |
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Strategy, Structure and Systems | |
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Strategy | |
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Rational Strategy | |
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Emergent Strategies | |
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Vision, Mission and Goals | |
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Leadership and Health Policy | |
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Changing Government Strategy | |
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Public Health, Health Promotion and Policy | |
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Involvement in the Policy-Making Process | |
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Structure | |
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Types of Structures | |
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Organisational Roles | |
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Accountability, Responsibility, Authority and Delegation | |
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Accountability to the Public | |
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Duty of Care | |
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Employment Accountability | |
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Organisational Culture | |
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Health Service Systems | |
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Human Resource Management (HRM) | |
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Induction of New Staff | |
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Training and Development and the NHS Framework for Skills and Knowledge | |
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Summary of Key Points | |
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Further Reading | |
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Quality | |
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Learning Outcomes | |
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Introduction | |
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Historical Context of Quality Movement in Health Care | |
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Total Quality Management (TQM) | |
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Concept of Quality | |
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Models of Quality in the Health Service | |
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Clinical Governance | |
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Clinical Audit | |
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Clinical Effectiveness | |
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The NHS Performance Assessment Framework | |
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Health Equity and Health Equality | |
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Clinical Risk Management | |
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Quality Assurance | |
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Staff, Development | |
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Professional Development and Clinical Supervision | |
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Accountability and Quality | |
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Conclusion | |
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Summary of Key Points | |
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Further Reading | |
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Leadership for Change | |
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Learning Outcomes | |
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Introduction | |
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Defining Change | |
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Theories of Change Management | |
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The Leader as an Instrument of Change | |
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The Process of Change | |
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Response to Change | |
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Leading the Team through Change | |
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Successful vs Unsuccessful Change | |
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Unplanned Change | |
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Planned Change | |
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Experiences for Successful Change | |
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Project Management | |
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Planning for Change | |
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Action Learning Sets | |
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Summary of Key Points | |
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Further Reading | |
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Conclusions | |
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Learning Outcomes | |
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Introduction | |
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R�sum� of Chapters | |
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Leading Health Care in the Future | |
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Conclusion | |
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Summary of Key Points | |
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References | |
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Index | |