Leadership In Nursing Practice: Changing The Landscape Of Health Care (3rd Edition)

Description

Leadership in Nursing Practice: Changing the Landscape of Healthcare, Third Edition, gives nursing students the opportunity to develop the leadership skill set they will need to succeed in the field. The text acknowledges that not all nurses will be managers, but that all, regardless of career path, will be leaders. The Third Edition focuses on current leadership, innovation, and organization theory and prepares students for a transition into leadership positions. It also explores time management, finance and fiscal management, communication and negotiation, ethical decision making, career management, and much more.

Table of Contents

1.  Foreword
2. Preface
3. Acknowledgments
4. Reviewers
5. Chapter 1: Change and Innovation
   1. Dynamics of Change and Innovation
   2. Who, Why, What, When, and How of Change
   3. Strategies to Minimize Risk in Change and Innovation Scenarios
   4. Making Change and Innovation Happen
   5. Caveat: Measuring the Impact of Change and Innovation (What Problem Are You Fixing?)
   6. Managing Resistance to Change
   7. Course Correction
   8. Leading and Managing
   9. References
   10. Appendix A: Change Considerations: Scanning, Reflecting, and Integrating
6. Chapter 2: Becoming a Professional Nurse
   1. The Elements of a Profession
   2. The Ethical Foundations of a Profession
   3. Shared Governance and Creation of a Professional Infrastructure
   4. The Use of Language Characterizing Professional Dialogue
   5. Personal Presentation of the Professional Self
   6. Interactions with Other Disciplines
   7. The Public and Policy Role of the Nursing Profession
   8. Nursing and Transdisciplinary Partnership
   9. I Am the Profession
   10. References
   11. Appendix A: Extinguishing Childlike Behaviors in the Professional Nursing Staff
   12. Appendix B: The Professional Is a Cocreator
   13. Appendix C: The Enhanced Nurse Licensure Compact (eNLC): Important Information for Nurses
7. Chapter 3: The Person of the Leader: The Capacity to Lead
   1. Self-Knowledge
   2. The Continuous Journey of Becoming
   3. The Leadership Mirror
   4. Leaders Versus Managers
   5. The Personal Attributes of Leaders
   6. Courage and Leadership
   7. Leaders Engage Stakeholders
   8. The Leader Stays in the Question
   9. Recognizing Personal Needs for Self-Development
   10. Personal Transparency and Openness
   11. References
   12. Appendix A: Old Versus New Leadership Skills
   13. Appendix B: Checking off Basic Leadership Attributes
   14. Appendix C: More Leader Core Behaviors
   15. Appendix D: What Staff Want from Their Leader
   16. Appendix E: Leadership
8. Chapter 4: Conflict Skills for Clinical Leaders
   1. The Early Engagement of Conflict
   2. Looking for the Signs
   3. Personal Comfort with Conflict
   4. Trust: Creating a Safe Space for Positive Conflict
   5. The Need for a Just Environment
   6. Fully Sharing Information
   7. Alienation Between Colleagues: What Happens When It Is Allowed to Flourish
   8. Overcoming Personal Barriers to Engaging Conflict
   9. Handling Conflict
   10. The Norm of Conflict
   11. References
   12. Appendix A: A Brief Conflict Skills Assessment
9. Chapter 5: Staffing, Scheduling, and Patient Care Assignments: Models, Components, and Measures of Effectiveness
   1. The Foundation: Patient Care Delivery Model
   2. Identifying Patient Care Needs
   3. Measuring Human Work
   4. Patient Classification Systems: Limitations and Challenges
   5. Core Schedule
   6. Evaluation of Workforce Management
   7. Leading Versus Managing in Staffing and Scheduling: Concluding Thoughts
   8. References
   9. Appendix A: Selected Staffing Effectiveness Research Evidence
   10. Appendix B: Perfect Staffing
10. Chapter 6: Principles of Ethical Decision Making
    1. The Basics
    2. Ethical Issues and Challenges
    3. Strategies to Address Ethical Issues
    4. Concluding Thoughts
    5. Ethics Discussion Scenarios
    6. References
    7. Appendix A: Selected Healthcare Ethics Resources
    8. Appendix B: Common Barriers to Effective Relationships
11. Chapter 7: Leadership: The Foundation of Practice Partnership
    1. The Importance of Teams in Interdisciplinary Practice
    2. Team Construction
    3. Team Fables
    4. Team Progress
    5. When the Problem Is a Team Member
    6. Collaboration
    7. Decisions
    8. Creating Equity: Overcoming the Uneven Table
    9. Interdisciplinary Alignment
    10. Focus on the Team Leader
    11. Virtuality and Team Performance
    12. Concluding Thoughts
    13. References
    14. Appendix A: Sample Techniques for Team Decision Making
    15. Appendix B: Team-Based Decision-Making Process
    16. Appendix C: Keeping the Team Focused
    17. Appendix D: Some Dos and Don’ts of Team Leadership
    18. Appendix E: Creating Team Infrastructure
    19. Appendix F: Considerations for Team Effectiveness
12. Chapter 8: Resources for Healthcare Excellence
    1. Basic Economics Are Not So Basic: Price, Demand, and Supply Complexities
    2. Resource Categories: Human, Fiscal, Material, Technology, and Time
    3. Value Measurement: Productivity, Quality, and Volume
    4. Basics of Budgeting
    5. Dashboards and Measures
    6. Variance Management
    7. Concluding Thoughts: The Role of the Clinical Nurse Leader in Resource Management
    8. References
    9. Appendix A: Common Financial Reports
    10. Appendix B: Staffing Effectiveness: Scorecard
    11. Appendix C: Evolving Metrics
13. Chapter 9: Navigating the Care Network: Creating the Context for Professional Practice
    1. Complex Adaptive Systems
    2. Placing Power Where the Action Is
    3. Understanding How Clinical Work Changes
    4. Transforming the Nature of Clinical Work
    5. From a Medical Model to a Health Model
    6. Ending Medical Separatism
    7. Value-Driven Health Care
    8. Elements of a New Kind of Structure
    9. The Premises of Professional Governance in Health Care
    10. The Individual and the Organization
    11. References
    12. Appendix A: Shared Decision-Making Requisites
    13. Appendix B: Shared Governance Staff Assessment Instrument
    14. Appendix C: Survey of Shared Leadership Practices
14. Chapter 10: Managing Your Career: A Lifetime of Opportunities and Obligations
    1. Transition to Practice
    2. Career Trajectories
    3. Interviewing for New Roles
    4. Continuing Competence
    5. Course Correction: Life After Discipline
    6. Excellence Versus Perfection
    7. Personal Balance and Health
    8. Exercise, Nutrition, and Role Modeling
    9. Contributing to the Profession
    10. Additional Thoughts
    11. References
    12. Appendix A: Writing for Publication
    13. Appendix B: Giving a Podium Presentation
15. Chapter 11: Policy, Legislation, Licensing, and Professional Nurse Roles
    1. Key Concepts
    2. The Policy Continuum: Local to National
    3. Contemporary Healthcare Policy Issues and Initiatives
    4. Final Thoughts on Policy
    5. References
    6. Appendix A: Selected Resources for Healthcare Policy
    7. Appendix B: Shaping Public Policy: The Nurse Leader’s Role
16. Chapter 12: Delegation and Supervision: Essential Foundations for Practice
    1. Delegation: Definitions and Key Concepts
    2. Steps of the Delegation Process: Roles of the Delegator and the Delegate
    3. Protecting Your License: Nursing Liability for Delegation
    4. The Challenges of Delegation
    5. Strategies to Support Effective Delegation
    6. Final Thoughts
    7. References
    8. Appendix A: Joint Statement on Delegation: American Nurses Association and National Council of State Boards of Nursing
    9. Appendix B: Delegation Assessment: Why Don’t I Willingly Delegate or Accept Delegated Tasks?
    10. Appendix C: Process of Delegation
17. Chapter 13: Overcoming the Uneven Table: Negotiating the White Waters of the Profession
    1. Principles and Basic Skills of Negotiating
    2. Give and Take: The Principles of Exchange
    3. Stages of Negotiation
    4. The Clinical Leader and the Unique Characteristics of Collective Bargaining
    5. Negotiating in the Profession of Nursing
    6. References
    7. Appendix A: Negotiation Skills Assessment
18. Chapter 14: Accountability and Ownership: The Centerpiece of Professional Practice
    1. The Professionalization of Nursing in the 20th Century: The Path to Accountability
    2. Maturing the Profession: The Age of Accountability
    3. Accountability and Ownership
    4. The Cycle of Personal Accountability
    5. Accountability in Action
    6. Individual Role Accountability and Team Performance
    7. Delineating Professional Work and Accountability
    8. From Process to Outcome Focus
    9. Accountability and the Engagement of Risk
    10. Accountability and Performance
    11. References
    12. Appendix A: Individual Role Accountability and Team Performance
    13. Appendix B: Fitting Individual and Team Goals Together
    14. Appendix C: Creating a Culture of Accountability
    15. Appendix D: Revisiting Invitation and Expectation
    16. Appendix E: Responsibility Versus Accountability
    17. Appendix F: Accountability and Impact
    18. Appendix G: Role Clarity and Accountability Model
    19. Appendix H: Accountability and Locus of Control
    20. Appendix I: Ownership: The Center of Accountability
    21. Appendix J: Volume Versus Value
    22. Appendix K: Some Risk-Dealing Rules of Engagement
    23. Appendix L: Path of Professionalism Engagement Through Your Career
19. Chapter 15: Integrating Learning: Applying the Practices of Leadership
    1. In the Era of Health Transformation
    2. The Context of Healthcare Policy
    3. The Management of Conflict
    4. The Centrality of Accountability
    5. Structure, Organizations, and Professionals: Creating the Context for Practice
    6. Resource Management in Health Care
    7. Ethical Behaviors
    8. Staffing Effectiveness
    9. Change and Innovation
    10. Policymaking
    11. Delegation
    12. Career Management
    13. Concluding Thoughts
    14. References
    15. Appendix A: Exercise in Leadership: Advancing Evidence-Based Practice
    16. Appendix B: Exercise in Leadership: Increasing Capacity
    17. Appendix C: Exercise in Leadership: Clinical Technology Management
    18. Glossary
    19. Index

Authors Biography

Daniel Weberg is a nurse leader and expert in human-centered patient design and simulation and healthcare innovation with extensive clinical experience in the emergency department, acute in-patient hospital settings, and academia over past 10 years. Dan has held a variety of leadership roles, including nursing director, clinical faculty director, consultant, and has worked in settings such as direct nursing care in emergency departments, academic medical centers, large colleges of nursing, and private educational firms. Dan has extensive experience developing nursing technology strategy, collaborating with executive sponsors and key stakeholder groups, doing ground up collaboration with frontline nursing and care delivery teams, and leading and influencing teams at unit level, hospital-wide, and across health systems to lead and sustain innovative technology, informatics and education change initiatives. He earned his Bachelors in nursing, and was in the first cohort to graduate from the Masters in Healthcare Innovation and PhD in Nursing and Healthcare Innovation Leadership from Arizona State University. This makes Dan a chronic Sun Devil. Dan’s clinical background is in Emergency and Trauma nursing at level 1 trauma centers in California and Arizona. Dan is also faculty at Ohio State University College of Nursing and taught previously at Arizona State University in the subject of Innovation, Nursing and Leadership.

Tim Porter-O’Grady has been involved in health care for 45 years and has held roles from clinical provider to senior executive in a variety of American health care settings. Tim is currently senior partner of an international healthcare consulting firm in Atlanta GA. USA (Tim Porter-O’Grady Associates Inc.) since 1991 specializing in health futures, organizational innovation, conflict and change, as well as complex health service delivery models. He has advised leaders and policy-makers nationally on health reform during both the Clinton and Obama administrations. He is noted for his work on shared governance models, clinical leadership, conflict, innovation, complex systems, and health futures. Tim holds faculty-scholar positions at 2 major universities (Arizona State University and Ohio State University), and is a registered mediator and arbitrator and an APRN wound specialist. He is a clinical volunteer wound specialist practicing at Mercy Care Clinics and Street Medicine in Atlanta. He has published 23 books (8 have won AJN health care book of the year awards) and over 200 proctored journal articles. Tim has been called an enthusiastic, energetic and inspiring presenter and teacher and has lectured internationally at over 500 venues.

Kathy Malloch is a recognized expert in leadership and the development of effective evidence-based processes and systems for patient care. Her uncanny focus on accountability and results is the hallmark of her practice. Her expertise has been useful to many organizations across the country. A nationally known writer and speaker, Dr. Malloch has been a registered nurse for over 40 years. Kathy has published extensively in proctored health journals. She is a frequent presenter and author on leadership topics, healthcare innovation, professional nursing practice, and patient classification systems. Dr. Malloch served as the first program director for the Arizona State University, College of Nursing and Health Innovation, Master’s in Healthcare Innovation program. This innovative, multidisciplinary program is the first of its kind in the country. She continues to teach in the leadership of innovation track in the nursing doctoral program at Arizona State University. Most recently, Kathy and Tim Porter-O’Grady created the Executive DNP Program at OSU-College of Nursing, Columbus, OH. Kathy is the designer of the Expert Nurse Estimation Patient Classification System (ENEPCS), an innovative model to integrate the role of the professional nurse in daily nurse-patient staffing to achieve the best outcomes. In 2008, ENEPCS was purchased by API Healthcare, a GE Company. Dr. Malloch is a graduate of Wayne State University, College of Nursing, received an MBA from Oakland University and a PhD in nursing from the University of Colorado. She is a member of the American Academy of Nursing. Currently Dr. Malloch also serves as: Past-President of the Arizona State Board of Nursing Professor of Practice, Arizona State University, College of Nursing and Health Innovation Clinical Professor, Ohio State University, College of Nursing Senior Consultant for Tim Porter-O’Grady Associates