Leadership is critical to nursing and is displayed across a wide range of settings including the practice environment, management, education and research. As such, Clinical Leadership: Innovation into action is directed towards 'ground level' clinical staff, many of whom are, although they may not see it, clinical leaders in health care organisations. The book offers practical, research-based guidance and examples that will inspire, motivate, support and facilitate clinical leaders (or aspiring clinical leaders) in the application of clinical leadership skills. Written for health professionals who act principally in direct client/patient care, it describes the difference between leadership and management. It sets out a new theory of leadership: congruent leadership, primarily focused on how nurses and other health professionals lead at the bedside. Containing case studies and activities, Clinical Leadership supports nursing students, nurse practitioners and health professionals as they strive to develop clinical leadership skills, and as such clinical excellence. The book aims not only to develop, but also support strong nursing leaders, equipping them with the skills needed to foster future nurses for generations to come.
About the Author
David Stanley has published, researched and taught on issues related to clinical leadership since 2001. He has also spoken about clinical leadership at conferences in the UK, Ireland, Canada and Australia. David currently works as a Senior Lecturer at Curtin University in Perth, Western Australia.
PART 1 Clinical Leaders: The 'Who' of Innovation and Change Chapter 1 Clinical Leadership and Innovation Chapter 2 Exploring Leadership Chapter 3 Leadership Theories and Styles Chapter 4 Congruent Leadership Chapter 5 Leadership and Management Chapter 6 Clinical Leader Characteristics PART 2 Clinical Leadership Tools: The 'How' of Innovation and Change Chapter 7 Managing Change Chapter 8 Clinical Decision-Making Chapter 9 Creativity Chapter 10 Teams Chapter 11 Networking and Delegation Chapter 12 Conflict Chapter 13 Motivation Chapter 14 Evidence-Based Practice and Clinical Leadership Chapter 15 Reflection PART 3 Clinical Leadership Issues: The 'Context' of Innovation and Change Chapter 16 Followership Chapter 17 Power, Politics and Leadership Chapter 18 Empowerment and Oppression Chapter 19 Clinical Leaders and Congruent Leadership Postscript Index