Effective Healthcare Leadership

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ISBN: 9781405121828 | 1405121823
Cover: Paperback
Copyright: 11/29/2005

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Leadership skills are required to implement and sustain change in healthcare. This book integrates theory and practice to distil the reality of leadership in healthcare. It addresses the context of leadership in healthcare today, explores strategies for leadership, and presents an evidence-based approach for effective change in health and social care organisations.

Foreword

List of Contributors

xiii

Introduction

xix

Section 1 The Challenges of Leadership in Healthcare

(76)

The Context of Healthcare Leadership in Britain Today

(17)

Melanie Jasper

Introduction

(1)

The context of leadership within the British National Health Service

(1)

A culturally specific concept of leadership

(2)

Transformational leadership - the latest trend?

(2)

Leadership in nursing - a case study for healthcare

(7)

Small steps - giant strides

(1)

Leadership is about influencing what happens tomorrow today

(3)

What is Leadership? A Critical Overview of Frameworks, Models and Theories

(12)

Mansour Jumaa

Introduction

(1)

Significant leadership approaches from the early twentieth century to present day

(2)

Leadership, power, style and culture of the organisation

(1)

Understanding leadership particularly in nursing and in healthcare

(1)

A more realistic model for understanding leadership situations

(5)

Conclusions

(3)

What is Effective Healthcare Leadership? A Case Study of the NHS in England

(16)

Mansour Jumaa

Introduction

(1)

What is the goal of effective leadership in healthcare in England?

(3)

The nature of the stakeholder relationship

(1)

Managing within an environment of trust

(1)

How effective is healthcare leadership currently perceived?

(2)

Who or what could sustain effective healthcare leadership and when?

(5)

Summary and conclusions

(4)

Strategic Leadership for Healthcare Management

(10)

Mark Hodder

Stuart Marples

Whole-picture leadership

(1)

Vision, goals and targets

(1)

Changes to the scenery of healthcare provision

(1)

Training for strategic leaders

(1)

Diversity

(1)

Transparent behaviour through the management code

(1)

Creating the environment

(1)

Intervention and risk

(1)

The recipe for success

(2)

Healthcare Governance Through Effective Leadership

(19)

Rob McSherry

Alyson Wadding

Paddy Pearce

The challenges of leadership for healthcare governance

(1)

Setting leadership in the context of modernisation: key drivers

(2)

Defining the terms healthcare governance and leadership

(5)

Demonstrating the complementary and integrated nature of healthcare governance and leadership

(4)

Making it happen

(2)

Conclusions

(5)

Section 2 Using the CLINLAP/LEADLAP Model for Effective Healthcare Leadership

(100)

The CLINLAP Model - A Model for Nursing Management and Leadership Development

(21)

Mansour Jumaa

Introduction

(1)

A multiperspective modelling approach to leadership development in nursing and healthcare

(1)

The CLINLAP model's assumptions

(1)

How the CLINLAP model was developed

(3)

Why strategic leadership now?

(1)

Specific clinical goals - stages 1 and 2 of the model

(1)

Explicit clinical roles

(1)

Operationalising the model through the five strategic questions

(4)

Finding answers to the five strategic questions

(1)

The final stage of the model - implementing high quality service/care

(1)

What are the findings and lessons learnt from these activities?

(1)

Why the CLINLAP model approach?

(1)

Advantages of the CLINLAP model

(1)

Disadvantages of the CLINLAP model

(1)

Sustainable healthcare performance

(1)

Facilitating the clinical leadership process

(1)

The environment for CLINLAP

(1)

Summary and conclusions

(3)

Implementing the CLINLAP Model - A Case Study of Policy Change in Managing Deliberate Self-Harm

100

(20)

Janice Phillips

Helen Julu

Gulner Salih

Chris Gbolo

Introduction

100

(1)

Background

101

(2)

Application of the CLINLAP model in effective care processes

103

(14)

Conclusions

117

(3)

Leadership Through Group Clinical Supervision

120

(19)

Jo Alleyne

Mansour Jumaa

Introduction

120

(1)

What is clinical supervision?

121

(2)

Why was this project needed?

123

(1)

What are leadership and management?

124

(1)

How can group clinical supervision facilitate leadership/management development?

124

(1)

Towards a new definition of group clinical supervision

125

(1)

Why the CLINLAP way?

125

(1)

Research aim and questions

126

(1)

Methodology

126

(1)

When can research and development become an empowerment process?

127

(2)

Project activities

129

(1)

The context of the district nurse's world prior to group clinical supervision

130

(1)

Content and processes of group clinical supervision

131

(5)

Project outcomes

136

(1)

Management and leadership skills for supervisors of group clinical supervision

137

(2)

Leadership for Evidence-Based Practice

139

(20)

Mansour Jumaa

Ilkka Kunnamo

Melanie Jasper

Introduction

139

(1)

The context of the study - the Finnish healthcare system

139

(1)

The terms of reference of the study and the research questions

140

(1)

A focused literature review

141

(4)

Project activity including methods and processes

145

(1)

Rationale for collaborative inquiry

145

(4)

A small case study - the hallmark of the 'Finnish way'

149

(2)

Key findings of the inquiry

151

(2)

The new nurse leader as stakeholder manager and strategic planner for EBP - a felt need for change and acting on that change

153

(1)

A high quality R&D activity - could this approach be applied elsewhere?

154

(2)

Conclusions and recommendations

156

(3)

Leadership for Emotional Intelligence

159

(18)

Mansour Jumaa

Introduction

159

(1)

What is meant by resources and capabilities for leadership in emotional intelligence?

160

(1)

What is emotional intelligence?

161

(3)

Why develop emotional intelligence competencies and capabilities in nursing and healthcare?

164

(4)

The leadership necessary for the development and sustaining of necessary emotional intelligence resources and capabilities

168

(6)

Conclusions

174

(3)

Section 3 Strategies for Making a Difference in Healthcare Leadership

177

(66)

Leading Change in Primary and Community Care

179

(14)

Lindsey Hayes

The challenges of the shifting focus of healthcare delivery

179

(1)

Leadership and the policy framework

179

(2)

Leadership in primary care

181

(3)

Clinicians in strategic leadership roles

184

(2)

Multiprofessional leadership training - service development and commissioning

186

(2)

Shifting boundaries and changing practice - inter-agency leadership training and development

188

(2)

Conclusion - the changing roles of nurses and healthcare professionals

190

(3)

Leading an Older Persons' Outreach and Support Team Through Transformational Leadership

193

(14)

Nadia Chambers

Introduction

193

(1)

Transformational leadership

193

(1)

Key principles for authentic transformational leadership

194

(1)

Learning to lead

195

(1)

Starting with the vision

195

(2)

A self-managed team in a complex organisation

197

(1)

Dealing with adversity

198

(2)

The growth factor

200

(2)

Quality control

202

(1)

On reflection

202

(2)

Back to the future

204

(3)

Leadership for Practice Development

207

(15)

Theresa Shaw

Introduction

207

(1)

The nature and purpose of practice development

208

(2)

Influence of leadership on practice development and change

210

(1)

Leadership roles in practice development: transformational leader, facilitator, practice developer

211

(4)

Reflecting on the influences of leadership and approaches to practice development in action: the realities of practice

215

(4)

Conclusions

219

(3)

Leadership in an Interprofessional Context: Learning from Learning Disability

222

(21)

Janet McCray

The challenges of working in an interprofessional context

222

(1)

The challenges of interprofessional practice

223

(1)

Leadership approaches used in this study

224

(1)

Origins of transformational leadership roles

225

(1)

The participants

225

(1)

The research process

225

(1)

The conceptual framework for practice

226

(1)

Exploring the concepts and practice characteristics

227

(4)

The framework in practice

231

(1)

Learning to apply the framework

231

(1)

Example of practitioner use of the framework

232

(4)

Outcomes from using the framework

236

(1)

Fitness for purpose: a role in transforming services?

237

(1)

What can be learnt for learning disabilities practice?

237

(2)

Wider application of the framework

239

(1)

Conclusions

239

(4)

Section 4 Challenges for Leadership in the Future

243

(13)

The Challenges for Leadership in the Future

245

(11)

Melanie Jasper

Introduction

245

(1)

Challenge one: gaining hearts and minds - the challenge of culture change

245

(2)

Challenge two: leadership-for-all

247

(3)

Challenge three: overcoming traditional boundaries/barriers

250

(1)

Challenge four: education for leadership

251

(4)

Conclusions

255

(1)

Index

256

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Effective Healthcare Leadership

Summary

Author Biography

Table of Contents

Supplemental Materials