Full Description
"The authors of this book are innovators, strategists, provocateurs, transformational leaders, and compassionate clinicians. Their advice is based on evidence and years of experience and serves as a guide for leaders to overcome constraints and lead the nation to better health. While the content is foundational for new leaders and executives, the advice from these leaders is an inspiration to all."
-Deborah Zimmermann, DNP, RN, NEA-BC, FAAN
Chief Executive Officer, DAISY Foundation
President-elect, American Organization for Nursing Leadership
Global Advisory Board Member, Marian K. Shaughnessy Nurse Leadership Academy
-Erik Martin, DNP, RN, CENP
VP, Patient Care Services, and Chief Nursing Officer, Norton Children's Hospital
President, American Organization for Nursing Leadership
Inaugural Coldiron Fellow, Marian K. Shaughnessy Nurse Leadership Academy
American Nurses Association, Healthcare Finance Management Association
Distinguished by its accomplished Editor and Contributor team, this innovative leadership and management text for graduate nursing students is unique in its focus on relationships, communications, and emotional intelligence at all stages of the nurse's career. Filled with practical content demonstrating how leadership skills are a key component of management, the text examines specific nursing roles—nurse managers, leaders, and executives—while incorporating the most recent AACN, AONL, and ANA competencies. Case examples demonstrate leadership and management responsibilities in a variety of scenarios, and in-depth, comprehensive case studies at the end of the book address complex issues relating to content from the text.
The contributors include a diverse and accomplished team of Nurse Leaders with experience in clinical, administrative, executive, and academic settings. Organizations and schools represented by the author team include:
American Nurses Association
American Organization for Nursing Leadership
Association for Leadership Science in Nursing
Cleveland Clinic
DAISY Foundation
Eisenhower Health
Frances Payne Bolton School of Nursing, Case Western Reserve University
New York University
New York-Presbyterian Weill-Cornell Medical Center
University of Texas MD Anderson Cancer Center
Chapters follow a structured format and address leadership, professionalism, relational leadership in practice, social determinants of health, telehealth, innovation, strategic planning, finance and budgeting, and governance. Student activities are included throughout the text, and case examples encourage students to assess their own skills and put learning into practice. Learning objectives and study questions in each chapter reinforce content and emphasize different competencies required for executives and managers. Role-playing exercises help facilitate effective relationship and communication skills, and Instructor resources provide learning activities and teaching strategies for molding future nurse leaders.
Key Features:
Contributor team includes top-level nurse leaders experienced in healthcare system administration
Underscores the importance of relationships and emotional intelligence in skillful nursing leadership and management
Demonstrates specific nursing roles and practical applications through abundant, high-quality case studies
Clearly distinguishes between different leadership competencies
Offers role-playing exercises to improve relationship and communication skills
Provides abundant instructor resources including PowerPoints and an Instructor's Manual that includes learning activities and teaching strategies
Contents
Contributors
Forewordby Deborah Zimmermann, DNP, RN, NEA-BC, FAAN; Erik Martin DNP, RN, CENP
Preface
SECTION I: INTRODUCTION
Chapter 1: Leading in Challenging Times
Chapter 2: Professionalism
Chapter 3: Nurse Manager and Leader Competencies
SECTION II: RELATIONAL LEADERSHIP IN PRACTICE
Chapter 4: The Importance of Relationships
Chapter 5: Emotional Intelligence
Chapter 6: Relationship Based Leadership Theories
Chapter 7: The Coaching and Mentoring Process
SECTION III: INNOVATIVE AND EXPANDING MODELS OF CARE DELIVERY
Chapter 8: Value Based Contracting
Chapter 9: Population and Community Health
Chapter 10: Telehealth
Chapter 11: Innovation
SECTION IV: ORGANIZATIONAL ANALYSIS
Chapter 12: Structures, Processes, and Organizational Goals
Chapter 13: Strategic Development and Planning
Chapter 14: System Perspectives for Organizations
SECTION V: ESSENTIAL MANAGEMENT ISSUES
Chapter 15: Quality and Safety
Chapter 16: Information Management/Big Data
Chapter 17: Human Resource Management
SECTION VI: HEALTHCARE FINANCE AND BUDGETING
Chapter 18: Macro Components of Healthcare Financing
Chapter 19: Developing Financial Acumen for Nurse Leaders
SECTION VII: GOVERNANCE
Chapter 20: Board Leadership and Responsibilities
Chapter 21: Relationships Between Board and Management
SECTION VIII: SPECIAL TOPICS
Chapter 22: Expected and Unexpected Transitions
Chapter 23: The Leader's Role in Philanthropy
SECTION IX: CASE STUDIES FOR NURSE MANAGERS AND EXECUTIVES
Comprehensive Case Study 1: Human-Centered Leadership
Comprehensive Case Study 2: Effective Mentoring through Relational Leadership
Comprehensive Case Study 3: Telehealth
Comprehensive Case Study 4: Nurse-led Innovation to Reduce Occupational Heat Stress of Operating Room Personnel
Comprehensive Case Study 5: Leadership to Drive Quality through Direct Care Nurse Feedback using an Electronic Health Record Dashboard
Comprehensive Case Study 6: Resiliency
Comprehensive Case Study 7: Main Hospital: Perioperative Transition Unit
Comprehensive Case Study 8: Finance
