Leadership and Nursing Care Management
- 7th Edition - May 18, 2021
- Authors: M. Lindell Joseph, Diane Huber
- Language: English
- Paperback ISBN:9 7 8 - 0 - 3 2 3 - 6 9 7 1 1 - 8
- Other ISBN:9 7 8 - 0 - 3 2 3 - 8 2 9 6 9 - 4
Develop your management and nursing leadership skills! Leadership & Nursing Care Management, 7th Edition focuses on best practices to help you learn to effectively manage in… Read more
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Request a sales quoteDevelop your management and nursing leadership skills! Leadership & Nursing Care Management, 7th Edition focuses on best practices to help you learn to effectively manage interdisciplinary teams, client needs, and systems of care. A research-based approach includes realistic cases studies showing how to apply management principles to nursing practice. Arranged by American Organization for Nursing Leadership (AONL) competencies, the text addresses topics such as staffing and scheduling, budgeting, team building, legal and ethical issues, and measurement of outcomes. Written by noted nursing educators Diane L. Huber and Maria Lindell Joseph, this edition includes new Next Generation NCLEX® content to prepare you for success on the NGN certification exam.
- Cover Image
- Title Page
- Copyright
- Contributors
- Reviewers
- Preface
- Acknowledgments
- Contents
- Part 1 Leadership
- 1 Leadership and Management Principles
- DEFINITIONS
- LEADERSHIP AND CARE MANAGEMENT DIFFERENTIATED
- LEADERSHIP OVERVIEW
- BACKGROUND RELATED TO LEADERSHIP
- LEADERSHIP: FIVE INTERWOVEN ASPECTS
- LEADERSHIP THEORIES
- CONTEMPORARY LEADERSHIP: INTERACTIONAL AND RELATIONSHIP-BASED
- EFFECTIVE LEADERSHIP
- MANAGEMENT OVERVIEW
- DEFINITIONS
- BACKGROUND: THE MANAGEMENT PROCESS
- CONTEMPORARY MANAGEMENT THEORIES
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CRITICAL THINKING EXERCISE
- REFERENCES
- 2 Change and Innovation
- DEFINITIONS
- THEORETICAL FRAMEWORK
- BACKGROUND
- CHANGE THEORIES/MODELS
- THE PROCESS OF CHANGE
- LEADERSHIP AND CHANGE
- POWER AND POLITICS
- INNOVATION THEORY
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- BEST PRACTICE SUGGESTIONS FOR NURSE LEADERS
- CRITICAL THINKING EXERCISE
- REFERENCES
- 3 Organizational Climate and Culture
- DEFINITIONS
- BACKGROUND
- RESEARCH
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CRITICAL THINKING EXERCISE
- REFERENCES
- 4 Managerial Decision-Making
- DEFINITIONS
- BACKGROUND
- DECISION-MAKING PROCESS
- CLINICAL DECISION-MAKING
- MANAGERIAL AND ORGANIZATIONAL DECISION-MAKING
- DECISION-MAKING TOOLS
- SBAR
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CRITICAL THINKING EXERCISE
- REFERENCES
- Part 2 Professionalism
- 5 Managing Time and Stress
- COMPONENTS OF WORKPLACE STRESS
- DEFINITIONS
- BACKGROUND
- TIME MANAGEMENT STRATEGIES FOR NURSE LEADERS
- RESILIENCE
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CRITICAL THINKING EXERCISE
- REFERENCES
- 6 Role Management
- DEFINITIONS
- BACKGROUND
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES & TRENDS
- CRITICAL THINKING EXERCISE
- REFERENCES
- 7 Legal and Ethical Issues
- DEFINITIONS
- ETHICAL COMPONENTS
- LEGAL PERSPECTIVES
- LEGAL DEFINITIONS
- BACKGROUND
- THE LEGAL SYSTEM AND SOURCESOF LAW
- LICENSURE, MULTI-STATE, AND DISTANCE PRACTICE
- LEGAL DOCUMENTS AND THE NURSE
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CRITICAL THINKING EXERCISE
- REFERENCES
- Part 3 Communication Leadership
- 8 Communication Leadership
- DEFINITIONS
- BACKGROUND
- COMMUNICATION THEORIES AND MODELS
- COMMUNICATION TO FACILITATE CHANGE: KOTTER
- ORGANIZATIONAL CULTURE AND CLIMATE
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT COMMUNICATION ISSUES AND TRENDS
- CRITICAL THINKING EXERCISE
- REFERENCES
- 9 Team Building and Working With Effective Groups
- DEFINITIONS
- BACKGROUND
- WHY GROUPS ARE FORMED
- ADVANTAGES OF GROUPS
- DISADVANTAGES OF GROUPS
- GROUP DECISION-MAKING
- TEAM BUILDING
- WORKING WITH TEAMS
- COMMITTEES
- EFFECTIVE MEETINGS
- CONSTRUCTIVE GROUP ROLES AND BEHAVIORS
- DISRUPTIVE ROLES AND BEHAVIORS
- MANAGING DISRUPTIVE BEHAVIOR IN GROUPS
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CRITICAL THINKING EXERCISE
- REFERENCES
- 10 Power and Conflict
- POWER
- DEFINITIONS
- SOURCES OF POWER
- SOCIAL CAPITAL IN NURSING
- NURSING THEORY AND POWER
- POLITICAL POWER
- POWERLESSNESS/OPPRESSION
- AUTHORITY AND INFLUENCE
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CONFLICT
- DEFINITIONS
- CONFLICT MANAGEMENT
- LEVELS OF CONFLICT
- CONFLICT MANAGEMENT
- BULLYING AND DISRUPTIVE BEHAVIOR
- CONFLICT SCALES
- CONFLICT MANAGEMENT AND ALTERNATIVE DISPUTE RESOLUTION
- CONFLICT RESOLUTION
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CRITICAL THINKING EXERCISE
- REFERENCES
- 11 Workplace Diversity and Inclusion
- DEFINITIONS
- BACKGROUND
- CREATING DIVERSITY AND INCLUSION IN THE WORKPLACE
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CRITICAL THINKING EXERCISE
- REFERENCES
- Part 4 Knowledge of the Health Care Environment
- 12 Organizational Structure
- DEFINITIONS
- BACKGROUND
- KEY THEORIES OF ORGANIZATIONS AS SOCIAL SYSTEMS
- KEY ORGANIZATIONAL DESIGN CONCEPTS
- ORGANIZATIONAL CHARTS
- ORGANIZATIONAL SHAPES
- STRUCTURAL POWER
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CRITICAL THINKING EXERCISE
- REFERENCES
- 13 Decentralization and Governance
- DEFINITIONS
- BACKGROUND
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CRITICAL THINKING EXERCISE
- REFERENCES
- 14 Strategic Management
- DEFINITIONS
- BACKGROUND
- ELEMENTS OF A STRATEGIC PLAN
- IMPLEMENTATION OF THE STRATEGIC PLAN
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CONCLUSION
- CRITICAL THINKING EXERCISE
- REFERENCES
- 15 Professional Practice Models
- DEFINITIONS
- BACKGROUND
- PROFESSIONAL PRACTICE MODELS
- STRUCTURES AND PROCESSES THAT SUPPORT CARE DELIVERY MODELS
- CARE DELIVERY MODELS
- EVOLVING MODELS
- INNOVATIVE MODELS
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CRITICAL THINKING EXERCISE
- REFERENCES
- 16 Case and Population Health Management
- DEFINITIONS
- BACKGROUND
- CASE MANAGEMENT
- DISEASE MANAGEMENT
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CONCLUSION
- CRITICAL THINKING EXERCISE
- REFERENCES
- 17 Nursing Leadership for Evidence-Based Practice
- DEFINITIONS
- BACKGROUND MODELS
- STEPS FOR PERFORMING EVIDENCE-BASED PRACTICE
- IMPLEMENTING AND SUSTAINING EVIDENCE-BASED PRACTICE CHANGES
- AN EVIDENCE-BASED PRACTICE EXEMPLAR
- ORGANIZATIONAL INFRASTRUCTURE AND CONTEXT
- LEADERSHIP ROLES IN PROMOTING EVIDENCE-BASED PRACTICE
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CONCLUSION
- CRITICAL THINKING EXERCISE
- REFERENCES
- 18 Quality and Safety
- DEFINITIONS
- BACKGROUND
- HEALTH CARE QUALITY IN A NEW MILLENNIUM
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- INDUSTRIAL MODELS OF QUALITY
- STANDARDS OF QUALITY
- QUALITY AND SAFETY PERFORMANCE IMPROVEMENT MODELS
- COSTS ASSOCIATED WITH WASTE IN HEALTH CARE
- CURRENT ISSUES AND TRENDS
- CONCLUSION
- CRITICAL THINKING EXERCISE
- REFERENCES
- 19 Measuring and Managing Outcomes
- DEFINITIONS
- BACKGROUND
- INFLUENCES ON OUTCOMES
- MEASUREMENT OF OUTCOMES
- ELEMENTS OF OUTCOMES RESEARCH
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CONCLUSION
- CRITICAL THINKING EXCERCISE
- REFERENCES
- Part 5 Business Skills
- 20 Workplace Violence and Incivility
- DEFINITIONS
- BACKGROUND
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CONCLUSION
- CRITICAL THINKING EXERCISE
- REFERENCES
- 21 Nursing Workforce Staffing and Management
- DEFINITIONS
- BACKGROUND
- FRAMEWORK FOR STAFFING MANAGEMENT
- STRATEGIES INFLUENCING STAFFING MANAGEMENT
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- THE STAFFING MANAGEMENT PLAN
- ORGANIZATIONAL OUTCOMES
- CURRENT ISSUES AND TRENDS
- CRITICAL THINKING EXCERCISE
- References
- 22 Budgeting, Productivity, and Costing Out Nursing
- BACKGROUND
- DEFINITIONS
- THE BUDGET PROCESS
- TRACKING AND MONITORING OF BUDGETS
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- PRODUCTIVITY
- CURRENT ISSUES AND TRENDS
- CRITICAL THINKING EXERCISE
- REFERENCES
- 23 Performance Appraisal
- DEFINITIONS
- PURPOSE OF PERFORMANCE APPRAISALS
- ISSUES IN PERFORMANCE MANAGEMENT
- DEVELOPING EMPLOYEES THROUGH THE PERFORMANCE APPRAISAL AND REVIEW
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- SUMMARY
- CRITICAL THINKING EXERCISE
- REFERENCES
- 24 Emergency Management and Preparedness
- TRANSITIONING THEORY INTO PRACTICE FOR ALL-HAZARDS PREPAREDNESS
- DEFINITIONS
- BACKGROUND
- GETTING STARTED: FIRST STEPS
- CRISIS STANDARDS OF CARE
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CRITICAL THINKING EXERCISE
- REFERENCES
- 25 Nursing Informatics for Leaders in Clinical Nursing
- DEFINITIONS
- BACKGROUND
- CURRENT ISSUES AND TRENDS
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CONCLUSION
- CRITICAL THINKING EXERCISE
- REFERENCES
- 26 Marketing
- DEFINITIONS
- BACKGROUND
- KEY MARKETING CONCEPTS
- LEADERSHIP AND MANAGEMENT IMPLICATIONS
- CURRENT ISSUES AND TRENDS
- CONCLUSION
- CRITICAL THINKING EXERCISE
- REFERENCES
- Appendix Answers for Next-Generation NCLEX ® Case Studies and Item Types
- Index
- No. of pages: 592
- Language: English
- Edition: 7
- Published: May 18, 2021
- Imprint: Saunders
- Paperback ISBN: 9780323697118
- Other ISBN: 9780323829694
MJ
M. Lindell Joseph
Affiliations and expertise
Clinical Professor, Director, Health Systems/Administration Program College of Nursing University of Iowa, Iowa City, IowaDH
Diane Huber
Affiliations and expertise
Professor Emeritus College of Nursing and College of Public Health The University of Iowa, Iowa City, Iowa