Management and Leadership in Nursing and Health Care: An Experiential Approach

By Elaine La Monica Rigolosi | Go to book overview

Preface

Nurses and health care professionals must become effective managers and leaders in order to fulfill their responsibilities—to themselves, their clients, and the professions. The basic aims of current health care delivery and health care reform mandate a nonpartisan and diverse approach to the education of nurses and all health care professionals and personnel. Professionals who practice in today's health care environments and shape tomorrow's reform must be collaborative interdisciplinarians, educated in an interdisciplinary environment, and thinking within a diverse mind.

Trends in health care include (a) changing emphases imposed by federal and state cost-containment regulations; (b) changing and alternative methods for health care delivery; (c) increasing focus on health maintenance—primary care—in addition to the ever-present attention on secondary and tertiary care; and (d) greater quantities of data to support the mind/body relationship in health and disease, suggesting that not only is cure important, but altering behaviors is crucial so that the need to cure may be unnecessary or less frequent.

Wherever their placement in the health care arena, nurses and health care managers will be leaders of themselves; of colleagues and peers in interdisciplinary clinical teams of technicians and other health care providers; of colleagues in various management levels within formal health care organizations; of the public sector through media; of the individual clients in city, state, national, and international political entities; and so forth. In these positions, nurses and health care managers will be called on for creative strategies, disciplines and cost-contained programs, and the abilities to research and analyze systems critically and chart growth—all in response to rapid health care changes. It is therefore mandatory that professionals perceive themselves in the roles of managers and leaders and increase their knowledge and application

-xiii-

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Management and Leadership in Nursing and Health Care: An Experiential Approach
Table of contents

Table of contents

  • Springer Series on Nursing Management and Leadership i
  • Title Page iii
  • Contents vii
  • Preface xiii
  • Acknowledgments xvii
  • Introduction xix
  • I Understanding Management and Leadership: The Science and the Philosophy 1
  • 1: Management Processes 3
  • 2: Theories of Management and Leadership 18
  • I Experiential Exercises: Ice-Breaking and Getting Acquainted 36
  • II: How Managers Work: The Core 47
  • 3: Knowing Self 51
  • 4: Diagnosing Others 60
  • 5: Leader Behavior 80
  • 6: Diagnosing the Task 110
  • 7: Management in Action 125
  • Experiential Exercises:Managerial Responsibilitiesajl 140
  • III: Managerial Skills 169
  • 8: Communication Processes 171
  • 9: Power 187
  • 10: Confident Communication 195
  • 11: Conflict Resolution 218
  • 12: Time Management 234
  • III - Experiential Exercises: Managerial Skills—the "How-To" Satellites 252
  • IV - Managerial Roles: the "Action" Satellites 299
  • 13: Change Facilitator 301
  • 14: Teacher 318
  • 15: Team Builder 333
  • 16: Interviewer 351
  • 17: Performance Appraiser 363
  • IV - Experiential Exercises: Managerial Roles—the "Action" Satellites 377
  • Epilogue 413
  • Author Index 415
  • Subject Index 421
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