The ultimate goal for Doctor of Nursing Practice (DNP) leaders is to develop skills that will support their ability to lead effectively through complex challenges-such as working within the constraints of tight budgets, initiating health care policy change to eliminate health disparities, and improving health care outcomes at all levels of care. This text is an invaluable instructional guide for nursing graduate students who are developing the skills needed to fulfill this new and emerging role of clinical leadership. With this book, nurses can develop leadership skills that will ultimately transform health care practice by incorporating innovative professional models of care. It provides critical information and practical tools to enhance leadership, drawing from the works of experts in business and health care leadership. This book is an important resource for DNP students, nurse practitioners, and current clinical leaders dealing with the challenges of health care for the next generation. Key topics: Cultivating the characteristics of a transformational leader: charisma, innovation, inspiration, intellect, and more Developing the role of the DNP within complex organizational systems Incorporating new care delivery, practice, and management models through leadership Navigating power, politics, and policy: building the team, understanding economics and finance, and more
Author(s): Elaine Sorensen Marshall, RN, PhD
Edition: 1
Year: 2010
Language: English
Pages: 360
From Expert Clinician to Influential Leader......Page 4
Contents......Page 8
Foreword......Page 10
Preface......Page 12
Expert Clinician to Transformational Leader in a Complex Healthcare Organization......Page 16
Leadership......Page 17
Characteristics of Transformational Leadership......Page 18
Charisma or Idealized Influence......Page 19
Individual Consideration......Page 20
Management and Leadership......Page 21
Servant Leadership......Page 33
Theories and Models in Nursing Leadership......Page 34
Traditional Management Theories and Methods......Page 27
Behavioral Theories......Page 28
Trait Theories......Page 29
Situational/Contingency Theories......Page 30
Constituent Interaction Theories......Page 31
Transformational Theories......Page 32
THE ROLE OF THE DOCTOR OF NURSING PRACTICE IN ORGANIZATIONAL AND SYSTEMS LEADERSHIP......Page 22
BRINGING THE PERSPECTIVE OF EXPERT CLINICIAN TO ENHANCE LEADERSHIP: ENVISIONING NEW ROLES......Page 23
HERITAGE AND LEGACY: HISTORICAL PERSPECTIVES......Page 24
INNOVATION AND CREATING A FUTURE......Page 36
REFERENCES......Page 37
Characteristics of a Transformational Leader......Page 42
REFLECTION AND PERSONAL MISSION......Page 43
GOAL DIRECTION......Page 45
PRESENCE AND EMOTIONAL INTELLIGENCE......Page 46
ACCOUNTABILITY AND AUTHENTICITY......Page 48
VULNERABILITY, RISK TAKING, AND FEARLESSNESS......Page 50
INSPIRED CREATIVITY AND INNOVATION......Page 52
BUILDING ON STRENGTHS......Page 54
Building on Strengths to Prepare for the Role......Page 55
Building on Strengths in the Role: Appreciative Inquiry......Page 56
MORAL SENSITIVITY AND REASONING......Page 58
MEN AND WOMEN: ARE THERE DIFFERENCES IN LEADERSHIP?......Page 59
REFERENCES......Page 60
LEADERSHIP COMPETENCIES: HABITS FOR PERFORMANCE......Page 66
VISION: PERSPECTIVE AND CRITICAL ANALYSIS......Page 70
TAKING AN ORGANIZATIONAL AND SYSTEMS PERSPECTIVE......Page 73
USING EVIDENCE TO MAKE A DIFFERENCE......Page 74
USING POWER EFFECTIVELY......Page 77
THINKING AS AN ENTREPRENEUR......Page 78
CARING FOR OTHERS: WHAT SERVANT LEADERSHIP REALLY MEANS......Page 79
CARING FOR SELF......Page 82
FINDING THE SPIRITUAL CENTER......Page 83
Securing the Position......Page 85
Making the Difference......Page 86
GENERATIVITY: PREPARING THE NEXT GENERATION......Page 87
REFERENCES......Page 88
Understanding Contexts for Transformational Leadership......Page 94
Chaos, Quanta, and Complexity Theory......Page 95
Theory of Complex Adaptive Systems......Page 97
Chaos, Quanta, and Complexity as Metaphors for Health Care......Page 100
Living and Working in Change......Page 101
Supporting Others in Change......Page 102
Leading Change......Page 103
Change and Reflective Adaptation......Page 105
Change as a Personal Challenge for the Leader......Page 106
THE LARGER WORLD OF PRACTICE: DRAWING FROM ALL of THE EXPERTS......Page 107
THE LARGER WORLD OF LEADERSHIP: WORKING WITH AGGREGATES AND PATIENT POPULATIONS......Page 108
REFERENCES......Page 111
Leading Among Leaders......Page 116
FORMAL AND INFORMAL NETWORKS......Page 117
INTERPROFESSIONAL COLLABORATION......Page 119
Communication......Page 121
Dealing With Conflict......Page 124
Disruptive Clinician Behavior......Page 127
Is There Such a Thing as Positive Conflict?......Page 129
Decision Making......Page 130
DEALING WITH FEAR AND FAILURE......Page 131
MOTIVATION AND MARKETING: TELLING THE STORY......Page 132
Motivation: What It Is and What It Is Not......Page 133
Understanding Marketing: From Clinician to Storyteller......Page 134
Storytelling as Communication......Page 136
REFERENCES......Page 137
ELIMINATING HEALTH DISPARITIES: REACHING THE UNDERSERVED......Page 142
IMPROVING HEALTH LITERACY......Page 144
BEYOND PATIENT SAFETY TO PRACTICE EXCELLENCE......Page 145
QUALITY IMPROVEMENT AND CUSTOMIZED CARE: THE CURRENCY OF CUSTOMERS AND CLIENTS......Page 147
PATIENT AND PROVIDER SATISFACTION......Page 153
Patient Satisfaction......Page 154
Provider Satisfaction......Page 155
IMPROVING PATIENT AND HEALTHCARE OUTCOMES......Page 156
Shortages of Professionals......Page 158
The Value of Diversity......Page 160
ETHICAL ISSUES FOR THE LEADER OF THE NEXT CENTURY......Page 161
REFERENCES......Page 164
MODELS OF CARE ON THE HORIZON: EMBRACING THE ENTREPRENEURIAL SPIRIT OF INNOVATION......Page 170
Professional Practice Models......Page 171
Innovative Practice Models......Page 172
Care Model Design and System Change......Page 173
Challenges in Taking the Organizational or Systems Perspective......Page 176
Assessing Environments for Professional Practice......Page 177
Perspectives for Organizational Assessment......Page 178
Using Evidence for Practice......Page 180
Practice-Based Evidence......Page 182
TECHNOLOGY: INFORMATICS, ELECTRONICS, AND OTHER TOOLS OF THE FUTURE......Page 183
Informatics and Health Care......Page 184
Electronic Health Records......Page 185
Technologies on the Horizon......Page 186
Implications of Technology for Leadership......Page 187
PRODUCTIVITY AND EFFECTIVENESS......Page 188
REFERENCES......Page 190
Culture and Practice Environments......Page 196
Cultural Competence, Sensitivity, and Humility......Page 197
Organizational Culture of Healthcare Environments......Page 198
COMPLEX HEALTHCARE SYSTEMS......Page 201
COMMUNITY AND RURAL SETTINGS......Page 204
HOME AS PLACE FOR CARE......Page 206
INTERNATIONAL AND GLOBAL PERSPECTIVES......Page 209
CLINICAL ENVIRONMENTS AND BEYOND......Page 210
REFERENCEs......Page 211
Building the Team......Page 216
BAD LEADERS, TOXIC FOLLOWERS......Page 217
Recruiting, Retaining, and Reassigning......Page 220
Leading the Team......Page 222
Shared Governance......Page 224
IT IS ABOUT HEALING......Page 225
Identify, Loyalty, and the Gift of Significance......Page 227
The Gift of Healing Leadership......Page 228
FROM STRATEGY TO ACTION......Page 230
Strategic Planning......Page 231
EFFECTIVE eVALUATION......Page 234
REFERENCES......Page 235
Economics and Finance......Page 240
CULTIVATING CONFIDENCE IN MONEY MATTERS......Page 241
Understanding the Language of Finance......Page 242
Rational Risk Taking......Page 244
Environmental Scan......Page 245
Business Models......Page 246
Business Plans......Page 247
Estimating the Payer Mix......Page 249
Not-for-Profit Status and Making a Profit......Page 250
Projecting Revenue......Page 251
Approaches to Budgeting......Page 252
Components of the Budget......Page 254
The Budgeting Process......Page 255
Managing the Budget......Page 256
Grant Writing......Page 257
REFERENCES......Page 258
Fluency in the System......Page 260
KNOWING THE PLAYERS AND LEADERS AND TAKING THEIR PERSPECTIVE......Page 261
Working Across Disciplines, Styles, and Models......Page 262
Working Across Generations......Page 263
SUCCEEDING WITH REGULATORY ORGANIZATIONS......Page 264
WORKING WITH THE BOARD OF TRUSTEES......Page 265
WORKING WITH LAWYERS, LEGISLATORS, AND POLICYMAKERS......Page 267
HAVING INFLUENCE IN THE LARGER POLITICAL ARENA......Page 268
TRANSFORMING PRACTICE AND POLICY IN THE LARGER COMMUNITY......Page 270
Preparing to Influence......Page 271
Leading to Transform......Page 272
REFERENCES......Page 274
Classic Books for the Library of the Transformational Leader......Page 278
Index......Page 286
