Leadership Competencies for Clinical Managers : The Renaissance of Transformational Leadership

by Barker, Anne M.; Sullivan, Dori Taylor, Ph.D.; Emery, Michael J.

• ISBN13: 9780763747411
• ISBN10: 0763747416
• Format: Paperback
• Copyright: 2005-12-01
• Publisher: Jones & Bartlett

Summary

This is a pragmatic, competency based, hands-on leadership text for nurse managers, that carefully integrates theory, research, and practice to address management issues in the inpatient and outpatient settings, community nursing and homecare, and skilled nursing facilities. Part I presents the Leadership Practice Model, Part II presents the application of the model to the role of clinical manager, and Part III presents real life models of leadership in practice.

Table of Contents

Contributors	xiii
Foreword	v
Samuel B. Feitelberg
Foreword	xvii
Laura Caramanica
Introduction	xix
Part One
Chapter 1 Leadership Practice: State of the Art and Recommendations for the Future	3	(10)
Anne M. Barker
Chapter Questions	3	(1)
Introduction	3	(1)
Transformational Leadership: Today's Realities Versus Yesterday's Predictions	3	(4)
The Future: Where Do We Need to Go?	7	(1)
The Leadership Model	7	(4)
Application Exercises	11	(1)
References	12	(1)
Chapter 2 Transformational Leadership Practice: Designing High-Performing Clinical Units	13	(16)
Anne M. Barker
Chapter Questions	13	(1)
Introduction	13	(1)
Leadership Self-Awareness	13	(2)
Transformational Leadership: Theoretical Background	15	(2)
Developing Transformational Leadership Skills	17	(8)
Organizational Culture	25	(2)
Application Exercises	27	(1)
References	27	(2)
Chapter 3 Leadership IQ: An Evidence-Based Organizing Schema	29	(16)
Dori Taylor Sullivan and Emmett C. Murphy
Chapter Questions	29	(1)
Introduction	29	(1)
Leadership IQ: A Useful Framework	29	(3)
The Leadership IQ Research	32	(10)
Boosting Your LIQ	42	(1)
Application Exercises	42	(1)
References	43	(2)
Chapter 4 Leadership Development Through Mentorship and Professional Development Planning	45	(12)
Anne M. Barker
Chapter Questions	45	(1)
Introduction	45	(1)
Mentorship Model	46	(1)
Stages of the Mentor-Mentee Relationship	46	(5)
Mentorship Versus Networking	51	(1)
A Model of Career Development	51	(2)
Process for Career Development Planning	53	(3)
Application Exercises	56	(1)
References	56	(1)
Chapter 5 Complexity Science and Change: A Path to the Future	57	(20)
Anne M. Barker
Chapter Questions	57	(1)
Introduction	57	(1)
Complexity Science: A Brief Introduction	57	(11)
Change	68	(6)
Application Exercises	74	(1)
References	75	(2)
Chapter 6 Managing Personal Resources: Time and Stress Management	77	(18)
Anne M. Barker
Chapter Questions	77	(1)
Introduction	77	(1)
Time Management	78	(11)
Stress Management	89	(3)
Application Exercises	92	(1)
References	92	(3)
Part Two
Chapter 7 Introduction of Leadership Competencies for Clinical Managers	95	(18)
Dori Taylor Sullivan
Chapter Questions	95	(1)
Introduction	95	(1)
Competencies in the Practice and Education of Clinical Leaders	96	(5)
Survey of Contemporary Studies on Leadership Competencies	101	(3)
Competencies for Clinical Leadership in the 21st Century	104	(6)
Application Exercises	110	(1)
References	111	(2)
Chapter 8 Customer Needs and Expectations	113	(16)
Michael J. Emery
Chapter Questions	113	(1)
Introduction	113	(1)
Consumerism in Health Care	114	(2)
Assessing Consumer Needs	116	(4)
Managing Consumer Needs and Expectations	120	(2)
Role of the Manager in Meeting Consumer Needs and Expectations	122	(2)
Scenario	124	(1)
Scenario Analysis	125	(1)
Application Exercises	126	(1)
References	127	(2)
Chapter 9 Visioning and Strategic Planning	129	(14)
Anne M. Barker
Chapter Questions	129	(1)
Introduction	129	(1)
Mission and Visions	129	(7)
Strategic Planning	136	(3)
Scenario	139	(1)
Scenario Analysis	140	(1)
Application Exercises	141	(1)
References	141	(2)
Chapter 10 Managing Care Across the Continuum	143	(16)
Dori Taylor Sullivan
Chapter Questions	143	(1)
Introduction	143	(2)
The Language of Managing Care	145	(1)
Case Management	146	(3)
Disease Management	149	(1)
A Combined Case and Disease Management Model	150	(3)
Key Relationships for Effective Care Management	153	(2)
Scenario	155	(1)
Scenario Analysis	156	(1)
Application Exercises	157	(1)
References	157	(2)
Chapter 11 Improving Quality and Performance	159	(28)
Dori Taylor Sullivan
Chapter Questions	159	(1)
Introduction	159	(1)
Introduction of Continuous Quality Improvement to Health Care	160	(5)
Tools and Techniques for Improving Quality and Performance	165	(9)
What Makes Quality Improvement Successful?	174	(1)
Clinical-Process Improvement and Evidence-Based Practice	175	(4)
Accreditation and Regulatory Focus on Quality	179	(5)
Implications for Clinical Leaders	184	(1)
Application Exercises	185	(1)
References	185	(2)
Chapter 12 Human Resource Management Model	187	(26)
Anne M. Barker
Chapter Questions	187	(1)
Introduction	187	(1)
The Human Resource Management Model	188	(21)
Scenario	209	(1)
Scenario Analysis	210	(1)
Application Exercises	211	(1)
References	211	(2)
Chapter 13 Human Resource Management Strategies	213	(24)
Anne M. Barker
Chapter Questions	213	(1)
Introduction	213	(1)
Conflict Management	214	(3)
Diversity	217	(5)
Teams and Team Building	222	(4)
Communications	226	(5)
Scenario	231	(2)
Scenario Analysis	233	(1)
Application Exercises	234	(1)
References	234	(3)
Chapter 14 Marketing Initiatives	237	(14)
Michael J. Emery
Chapter Questions	237	(1)
Introduction	237	(1)
Marketing Principles	238	(1)
Success in Marketing	239	(1)
Marketing Strategies	239	(5)
Special Considerations for Marketing in Health Care	244	(1)
Role of the Clinical Manager	245	(2)
Scenario	247	(1)
Scenario Analysis	248	(701)
Application Exercises	949
References 9	19	(232)
Chapter 15 Financial Outcomes	251	(24)
Dori Taylor Sullivan
Chapter Questions	251	(1)
Introduction	251	(1)
Health Care Environment in the United States	252	(7)
Financial Management for Clinical Leaders	259	(10)
Scenario	269	(1)
Scenario Analysis	270	(1)
Application Exercises	271	(1)
References	271	(4)
Part Three
Chapter 16 Achieving Magnet Status: A Story of Leadership	275	(22)
Colleen O. Smith and Kathleen Stolzenberger
Introduction	275	(1)
Magnet Hospital Studies	275	(4)
Setting for Our Story	279	(1)
Our Magnet Journey Begins	280	(6)
Preparing the Application: January
2000 to November 2000	286	(2)
Meaning of Magnet Status	288	(3)
Leadership: The Essential Ingredient	291	(1)
A Progress Report	292	(1)
Discussion	293	(1)
References	294	(3)
Chapter 17 Complexity Science in Action	297	(14)
Linda Rusch
Introduction	297	(1)
The Hunterdon Medical Center Story	297	(11)
Discussion	308	(2)
References	310	(1)
Index	311