| Preface | |
| Contributing Authors | |
| The Culture of Nursing | p. 1 |
| Caring, Curing, Coping: Toward an Integrated Model | p. 3 |
| Nurses' Conceptualizations of Caring Attitudes and Behaviors | p. 16 |
| Power and Caring: A Dialectic in Nursing | p. 26 |
| Attila the Hun Versus Attila the Hen: Gender Socialization of the American Nurse | p. 39 |
| Reverse Discrimination in Nursing Leadership: Hitting the Concrete Ceiling | p. 49 |
| Leadership: Theories and Attributes | p. 57 |
| The Art of Legendary Leadership | p. 59 |
| Leadership: Can It Be Holistic? | p. 64 |
| Transformational Leadership: The Feminist Connection in Postmodern Organizations | p. 70 |
| Ethical Aspects of Transformational Leadership | p. 79 |
| Leadership in the Formation of New Health Care Environments | p. 85 |
| Contemporary Leadership Behaviors | p. 93 |
| Speaking Up: A Moral Obligation | p. 99 |
| Anger in Nurses: Don't Lose It, Use It | p. 104 |
| Nursing Advocacy: An Ethic of Practice | p. 111 |
| Managed Care and the Nurse's Ethical Obligations to Patients | p. 118 |
| Dirty Hands: The Underside of Marketplace Health Care | p. 124 |
| Uncommon Decency: A Case Study in Collegiality | p. 132 |
| Are You at Risk for Disciplinary Action? | p. 136 |
| Mentoring in the Career Development of Hospital Staff Nurses: Models and Strategies | p. 143 |
| An Analysis of the Concept of Empowerment | p. 155 |
| Delegation Versus Empowerment: What, How, and is There a Difference? | p. 168 |
| Staff Nurse Work Empowerment and Perceived Control Over Nursing Practice | p. 177 |
| The Power of One Vote | p. 187 |
| The Legislative Process | p. 191 |
| Labor Laws Working to Protect You | p. 201 |
| The End of Collective Bargaining for Nurses? | p. 209 |
| Technology, Deskilling, and Nurses: The Impact of the Technologically Changing Environment | p. 217 |
| The Seven Basic Rules for Successful Redesign | p. 226 |
| Understanding the Seven Stages of Change | p. 236 |
| Surviving Organizational Change | p. 241 |
| Thriving in Chaos: Personal and Career Development | p. 247 |
| Collaborative Conflict Resolution | p. 259 |
| Negotiating Skill for Health Care Professionals | p. 263 |
| The Organizational Setting | p. 273 |
| The Organization Zoo: A Fable | p. 277 |
| Diagnosing the Health of Organizations | p. 284 |
| "Sizing Up" the System | p. 295 |
| The Current Health Care Environment: Who Is the Customer? | p. 307 |
| Patient Focused Care: Improving Customer Satisfaction While Reducing Costs | p. 314 |
| Helping Your Patients Manage Managed Health Care | p. 326 |
| Managed Care: Employers' Influence on the Health Care System | p. 334 |
| After Reduction in Force: Reinvigorating the Survivors | p. 341 |
| Shared Governance: Nursing's 20th-Century Tower of Babel | p. 350 |
| Valuing Authority/Responsibility Relationships: The Essence of Professional Practice | p. 355 |
| How Wide Is the Gap in Defining Quality Care? Comparison of Patient and Nurse Perceptions of Important Aspects of Patient Care | p. 362 |
| Organizational Moles: Information Control and the Acquisition of Power and Status | p. 369 |
| The Proactive Management of Rumor and Gossip | p. 376 |
| Management by Intimidation: "Cooling Out" Perceived Competitors | p. 385 |
| Codependency in Nurses: How It Affects Your Organization | p. 390 |
| Leadership Imperatives: Shaping Nursing's Future | p. 401 |
| Quantum Mechanics and the Future of Health Care Leadership | p. 403 |
| Policy Imperatives for Nursing in an Era of Health Care Restructuring | p. 411 |
| Creating a New Place in a Competitive Market: The Value of Nursing Care | p. 422 |
| The Capitation Revolution in Health Care: Implications for the Field of Nursing | p. 434 |
| Profession Building in the New Health Care System | p. 444 |
| The Revolution in Health Care: What's Your Readiness Quotient? | p. 451 |
| Index | p. 459 |
| Table of Contents provided by Blackwell. All Rights Reserved. |