ABC of Clinical Leadership.

By: Swanwick, TimContributor(s): McKimm, JudySeries: ABC SerPublisher: New York : John Wiley & Sons, Incorporated, 2017Copyright date: ©2016Edition: 2nd edDescription: 1 online resource (240 pages)Content type: text Media type: computer Carrier type: online resourceISBN: 9781119134336Subject(s): Clinical medicineGenre/Form: Electronic books. Additional physical formats: Print version:: ABC of Clinical LeadershipDDC classification: 362.10684 LOC classification: RA971.S93 2017Online resources: Click to View
Contents:
Intro -- Title Page -- Table of Contents -- Contributors -- Preface -- CHAPTER 1: The Importance of Clinical Leadership -- What is clinical leadership? -- Why is clinical leadership important? -- The development of clinical leadership practice -- Leadership and healthcare professionals -- Clinical leadership - the policy response -- The future of clinical leadership -- References -- Further resources -- CHAPTER 2: Leadership and Management -- Introduction -- Clinicians in management -- Managers in healthcare -- Leadership and management - a fine balance -- References -- Further resources -- CHAPTER 3: Leadership Theories and Concepts -- Trait theory -- Leadership styles -- Contingency theories -- Transformational leadership -- Charismatic leadership -- Servant leadership -- Authentic leadership -- Distributed, shared and collaborative leadership -- References -- Further resources -- CHAPTER 4: Followership -- Introduction -- What is followership? -- Why does followership matter? -- Theoretical perspectives -- Followership in the clinical environment -- Group identity in healthcare -- Followership at a systems level -- References -- Further resource -- CHAPTER 5: Leading Groups and Teams -- The evidence for team‐based working -- Why is the link so strong? -- What is a team? -- Key dimensions of effective clinical teams -- References -- Further resources -- CHAPTER 6: Leading and Managing Change -- Introduction -- Thinking about change -- Different contexts for change -- Approaches to leading change -- Useful behaviours when leading change -- Conclusion -- References -- Further resources -- CHAPTER 7: Leading Organisations -- The organisational landscape in healthcare -- Vision, mission and strategy -- Organisational culture -- Power, authority and influence -- Organisational structure -- Climate -- Reframing organisations.
Leading healthcare systems -- References -- Further resources -- CHAPTER 8: Leading in Complex Environments -- Introduction -- What is a complex system? -- How can a 'complexity' perspective help clinical leaders? -- What does this mean in practice? -- Conclusion -- References -- Further resources -- CHAPTER 9: Leading and Improving Clinical Services -- Introduction -- Skills for quality improvement -- Teamworking and the quality of care -- Leading for improvement -- Leading for innovation -- The impact of leadership on the quality of care -- Conclusion -- References -- Further reading -- CHAPTER 10: Leading Projects -- Starting a project -- Getting the right support in place -- Stakeholder engagement -- Project governance -- Communications and managing the politics -- Financial business case -- Keeping the project on track -- Measuring and celebrating success -- Why projects go wrong -- Tips for success -- Reference -- Further reading -- CHAPTER 11: Educational Leadership -- Introduction -- The education policy context -- Structures in clinical education -- Integration of education with service delivery -- Developing the future workforce within today's resources -- Changes in professional roles and responsibilities -- Interprofessional education -- Accountability versus autonomy -- Resource management -- Leading professional colleagues -- Challenges for leaders of clinical education -- References -- Further reading -- CHAPTER 12: Collaborative Leadership and Partnership Working -- Introduction -- Collaboration and partnership -- Collaborative practice -- Benefits of collaboration -- New organisational forms and new ways of working -- Collaborative leadership -- Personal qualities for collaborative leadership -- Power, authority and influence -- Collaborative strategies -- References -- Further reading -- CHAPTER 13: Understanding Yourself as Leader.
Personality, attitude, behaviour and leadership -- Personality -- Personality 'type' and leadership -- The emotionally intelligent leader -- Leadership 'derailers' -- Self‐doubt and the imposter syndrome -- Developing as a clinical leader -- References -- Further reading -- CHAPTER 14: Leading in Culturally Diverse Health Services -- Introduction -- Diversity and equality -- The case for a culturally diverse workforce -- Cultural competence -- Cultural safety -- Race, ethnicity and healthcare leadership -- Legislative frameworks -- Cultural competence and the clinical leader -- References -- Further reading -- CHAPTER 15: Gender and Clinical Leadership -- Introduction -- Theoretical perspectives -- The benefits of female leaders -- Underrepresentation of female leaders -- Interventions to redress the imbalance -- Conclusion -- Acknowledgement -- References -- Further reading -- CHAPTER 16: Values‐Based, Authentic and Ethical Leadership -- Introduction -- Values‐based leadership -- Authentic leadership -- Ethical leadership -- Discussion: the virtuous leader in practice -- Conclusion -- References -- Further reading -- CHAPTER 17: Developing Leadership at All Levels -- Leadership development: for whom? -- Leadership development: what? -- Leadership development: where? -- Leadership development: when? -- Leadership development: how? -- References -- Further reading -- Index -- End User License Agreement.
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Intro -- Title Page -- Table of Contents -- Contributors -- Preface -- CHAPTER 1: The Importance of Clinical Leadership -- What is clinical leadership? -- Why is clinical leadership important? -- The development of clinical leadership practice -- Leadership and healthcare professionals -- Clinical leadership - the policy response -- The future of clinical leadership -- References -- Further resources -- CHAPTER 2: Leadership and Management -- Introduction -- Clinicians in management -- Managers in healthcare -- Leadership and management - a fine balance -- References -- Further resources -- CHAPTER 3: Leadership Theories and Concepts -- Trait theory -- Leadership styles -- Contingency theories -- Transformational leadership -- Charismatic leadership -- Servant leadership -- Authentic leadership -- Distributed, shared and collaborative leadership -- References -- Further resources -- CHAPTER 4: Followership -- Introduction -- What is followership? -- Why does followership matter? -- Theoretical perspectives -- Followership in the clinical environment -- Group identity in healthcare -- Followership at a systems level -- References -- Further resource -- CHAPTER 5: Leading Groups and Teams -- The evidence for team‐based working -- Why is the link so strong? -- What is a team? -- Key dimensions of effective clinical teams -- References -- Further resources -- CHAPTER 6: Leading and Managing Change -- Introduction -- Thinking about change -- Different contexts for change -- Approaches to leading change -- Useful behaviours when leading change -- Conclusion -- References -- Further resources -- CHAPTER 7: Leading Organisations -- The organisational landscape in healthcare -- Vision, mission and strategy -- Organisational culture -- Power, authority and influence -- Organisational structure -- Climate -- Reframing organisations.

Leading healthcare systems -- References -- Further resources -- CHAPTER 8: Leading in Complex Environments -- Introduction -- What is a complex system? -- How can a 'complexity' perspective help clinical leaders? -- What does this mean in practice? -- Conclusion -- References -- Further resources -- CHAPTER 9: Leading and Improving Clinical Services -- Introduction -- Skills for quality improvement -- Teamworking and the quality of care -- Leading for improvement -- Leading for innovation -- The impact of leadership on the quality of care -- Conclusion -- References -- Further reading -- CHAPTER 10: Leading Projects -- Starting a project -- Getting the right support in place -- Stakeholder engagement -- Project governance -- Communications and managing the politics -- Financial business case -- Keeping the project on track -- Measuring and celebrating success -- Why projects go wrong -- Tips for success -- Reference -- Further reading -- CHAPTER 11: Educational Leadership -- Introduction -- The education policy context -- Structures in clinical education -- Integration of education with service delivery -- Developing the future workforce within today's resources -- Changes in professional roles and responsibilities -- Interprofessional education -- Accountability versus autonomy -- Resource management -- Leading professional colleagues -- Challenges for leaders of clinical education -- References -- Further reading -- CHAPTER 12: Collaborative Leadership and Partnership Working -- Introduction -- Collaboration and partnership -- Collaborative practice -- Benefits of collaboration -- New organisational forms and new ways of working -- Collaborative leadership -- Personal qualities for collaborative leadership -- Power, authority and influence -- Collaborative strategies -- References -- Further reading -- CHAPTER 13: Understanding Yourself as Leader.

Personality, attitude, behaviour and leadership -- Personality -- Personality 'type' and leadership -- The emotionally intelligent leader -- Leadership 'derailers' -- Self‐doubt and the imposter syndrome -- Developing as a clinical leader -- References -- Further reading -- CHAPTER 14: Leading in Culturally Diverse Health Services -- Introduction -- Diversity and equality -- The case for a culturally diverse workforce -- Cultural competence -- Cultural safety -- Race, ethnicity and healthcare leadership -- Legislative frameworks -- Cultural competence and the clinical leader -- References -- Further reading -- CHAPTER 15: Gender and Clinical Leadership -- Introduction -- Theoretical perspectives -- The benefits of female leaders -- Underrepresentation of female leaders -- Interventions to redress the imbalance -- Conclusion -- Acknowledgement -- References -- Further reading -- CHAPTER 16: Values‐Based, Authentic and Ethical Leadership -- Introduction -- Values‐based leadership -- Authentic leadership -- Ethical leadership -- Discussion: the virtuous leader in practice -- Conclusion -- References -- Further reading -- CHAPTER 17: Developing Leadership at All Levels -- Leadership development: for whom? -- Leadership development: what? -- Leadership development: where? -- Leadership development: when? -- Leadership development: how? -- References -- Further reading -- Index -- End User License Agreement.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2019. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.

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