Leadership in Health Care

ISBN-10: 1446207633

ISBN-13: 9781446207635

Edition: 2nd 2012

List price: $24.99
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Description:

Leadership in Health Care has established itself as an authoritative yet accessible resource for nursing and professions allied to health. Students -as well as professional leaders working in practice - who need a clear and engaging guide to the key theories and practice skills required for effective leadership in health care will benefit from this text. Now revised and updated into a second edition, the book retains its successful approach of looking at leadership theory from an individual, team and organisational perspective, and continues to focus on major areas such as problem solving, dealing with conflict, unhealthy behaviours and notions of quality, diversity and individual values. This new edition, however, responds to recent political changes in health care with the inclusion of two new chapters on interprofessional working and on emotional intelligence. The authors have also taken the opportunity to focus more clearly on service users, and take forward the concept of project management. The book's ability to bridge the gap between theory, research and practice is one of the reasons why it is so highly-regarded. To strengthen this key feature, more case studies, activities and self-evaluation exercises have been integrated into the existing range of practical material so that readers have further opportunities to analyse their own self-knowledge and leadership skills.
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Book details

List price: $24.99
Edition: 2nd
Copyright year: 2012
Publisher: SAGE Publications, Limited
Publication date: 2/21/2012
Binding: Paperback
Pages: 320
Size: 6.75" wide x 9.25" long x 0.75" tall
Weight: 1.210
Language: English

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