Table of contents for Leadership competencies for clinical managers : the renaissance of transformational leadership / Anne M. Barker, Dori Taylor Sullivan, MIchael J. Emery.

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TABLE OF CONTENTS
PART ONE
CHAPTER 1 LEADERSHIP PRACTICE: STATE OF THE ART AND RECOMMENDATIONS FOR THE FUTURE 
Author: Anne M. Barker
	
Chapter Questions
Introduction
	
Transformational Leadership: Today's Realities versus 						Yesterday's Predictions
	Vision
	Organizational Trust 
	Self Esteem 	 
 Managing the Organizational Structure: The Semi Autonomous 			Work Unit to Microsystems
The Future Where Do We Need To Go
The Leadership Model
	Transformational Leadership
	Leadership IQ
	Leadership Role Competencies
	Professional Development and Mentorship
Application Exercise
References
CHAPTER 2 TRANSFORMATIONAL LEADERSHIP PRACTICE: DESIGNING HIGH PERFORMING CLINICAL UNITS
Author: Anne M. Barker
Chapter Questions
Introduction
Leadership Self Awareness
Transformational Leadership: Theoretical Background
Developing Transformational Leadership Skills
	Managing the Organizational Structure: High Performing Clinical Units
	Organizational Trust
		Definition and Meaning of Trust
		Leadership Strategies that Promote Trust
		The Positive Influence of Organizational Trust
	Self Esteem
		Damage to Self Esteem
		Developing Self Esteem in Others
Organizational Culture
Application Exercises
References 
CHAPTER 3 LEADERSHIP IQ: AN EVIDENCE-BASED ORGANIZING SCHEMA
Author: Dori Taylor Sullivan
Chapter Questions
Introduction 
The Leadership IQ Research
	LIQ Guiding Principles
	The Eight Workleader Roles of LIQ
		The Selector
		The Connector
		The Problem Solver
		The Evaluator
		The Negotiator
		The Protector
		The Synergizer
	Time Allocation among the Workleader Roles
	Assessing Organizational Work Practices as a Context for LIQ
Boosting Your LIQ
Application Exercises
References 
CHAPTER 4 LEADERSHIP DEVELOPMENT THROUGH MENTORSHIP AND PROFESSIONAL DEVELOPMENT PLANNING
Author: Anne M. Barker
Chapter Questions
Introduction
Mentorship Model 
Stages of the Mentor-Mentee Relationship
	 
	Stage One: Selecting a Mentor and Determining Expectations
	Stage Two: Development of Role Competencies
	Stage Three: Growing Independence
	Stage Four: The Dissolution of the Relationship
Mentorship Versus Networking
A Model of Career Development
	
Process for Career Development Planning
	Professional Development Plan
Application Exercises
References
CHAPTER 5 COMPLEXITY SCIENCE AND CHANGE: A PATH TO THE FUTURE
Author: Anne M. Barker
Chapters Questions
Complexity Science: A Brief Introduction
	Major Concepts of Complexity Science
		Complex Adaptive System
			Embedded Systems
		Self Organization
			Relationships and Connectedness
		Nonlinearity
		
		
			Unpredictable
			Order and Disorder/Simple Rules
	Traditional Business Paradigm versus the New Business Paradigm
	Leadership Strategies
			Strategy 1: Fostering Relationships
			Strategy 2: Viewing the Organization through the Lens 							of Complexity
			Strategy 3: Sense Making and Paying Attention
			Strategy 4: Taking Action: Small Steps, Multiple Steps				Strategy 5: Letting Go: Accepting What You Cannot or 							Should Not Control
			Strategy 6: Having Fun!
Change
	
	The Dimensions of Change
	A Change Model	
		Creating Dissatisfaction
		Forming a Change Team
		Developing and Communicating a Change Vision					Determining Change Strategies
		Taking Action
		Evaluating Outcomes
Application Exercises
References
CHAPTER 6 MANAGING PERSONAL RESOURCES: TIME AND STRESS MANAGEMENT
Author: Anne M. Barker
Chapter Questions
Introduction
Time Management
	Benefits of Managing Your Time
	
	Consequences of Poor Time Management
	Time Management: Self Assessment
	Strategies for Managing Your Time
		
		Goal Setting and Planning
		Scheduling
		Prioritizing Tasks: Urgent Versus Important
		Delegation
		Allowing Yourself Private Time
		Controlling Interruptions
		Procrastination and Perfectionism 
		Managing Communications
Stress Management
	
	Occupational Stress
	A Stress Management Model
	 
		Altering Technique	
		Avoidance Technique
		Acceptance Techniques
			
			Building Resistance to Stress
			Changing Perceptions of Stress
			
Application Exercises
References
PART TWO
CHAPTER 7 INTRODUCTION OF LEADERSHIP COMPETENCIES FOR CLINICAL MANAGERS
Author: Dori Taylor Sullivan
Chapter Questions
Defining and Using Competencies
	
	Defining Competencies
	Using Competencies in the Practice and Education
Of Clinical Leaders
Leadership and Management Competencies
	Defining What Leaders and Managers Should Do
	Early Descriptions of Leader and Manager Roles: Are Leaders and Managers Different?
		Mintzberg's Managerial Roles	
		Katz's Skills of an Effective Administrator
Survey of Contemporary Information on Leadership Competencies
	
	Clinical Leader Competency Schemas
	Research on Healthcare Leadership Competencies 
Competencies for Clinical Leadership in the 21st Century
	Customer Needs and Expectations 
	Strategic Visioning and Planning
	Managing Care Across the Continuum
	Improving Quality and Performance
	Human Resource Management
 	Marketing Initiatives
	Financial Outcomes
Application Exercises
References
CHAPTER 8 CUSTOMER NEEDS AND EXPECTATIONS 
Author: Michael Emery
Chapter Questions
Introduction
Consumerism and Society
Consumerism in Healthcare
Assessing Consumer Needs
Managing Consumer Needs and Expectations
Role of the Manager in Meeting Consumer Needs and 	Expectations
Scenario
Scenario Analysis
Application Exercises
CHAPTER 9 VISIONING AND STRATEGIC PLANNING
Author: Anne M. Barker
Chapter Questions
Introduction
Mission and Visions
The Functions of Organizational Vision
			Organizational Alignment, Commitment and Meaning
			Performance and Goals 
			Change
			Decision Making
	Developing a Unit Level Vision: The Role of the Clinical Leader
		Foresight
		Worldview
		Hindsight
		Depth Perception
		Peripheral Vision
		Revision
	The Vision Statement
	Living the Vision
Strategic Planning
	
	Strategic Planning Committees
	Steps in Strategic Planning
			Internal Scan
			External Environmental Scan
			SWOT Analysis
		Create or Revise the Vision
		Strategic Initiatives and Objectives
		Implement the Plans
		Evaluate Progress
	
	Role of the Clinical Leader
Scenario
Scenario Analysis
Application Exercises
References
CHAPTER 10 MANAGING CARE ACROSS THE CONTINUUM
Author: Dori Taylor Sullivan
Chapter Questions
Introduction
The Language of Managing Care
	Managed Care versus Managing Care
	 
Case Management
	The Case Manager Role
	Case Management Outcomes
Disease Management
	
	What Is Disease Management?
	What the Research Says About Disease Management 
A Combined Case and Disease Management Model
	 
	Benefits of a Combined Model
	Important Tools Supporting Case and Disease Management
	Evidence Based Clinical Pathways
	Managing Information to Support Care Management
Key Relationships for Effective Care Management
	
Scenario
Scenario Analysis
Application Exercises
References
CHAPTER 11 IMPROVING QUALITY AND PERFORMANCE
Author: Dori Taylor Sullivan
Chapter Questions
Introduction 
The Introduction of Continuous Quality Improvement to Healthcare
	The Quality Movement and Translation into Healthcare
		The Early Days
		The Language of Quality Improvement (QI)
	The Principles of Quality and Performance Improvement
		Customer Focus	
		Obsession with Quality
		Recognizing the Structure in Work 	 
		Freedom Through Control
		Unity of Purpose
		Looking for Faults in Systems
		Teamwork
		Continued Education and Training
	Leadership for Quality
	
	Using the Scientific Method
		Scientific Method Tools for QI
	
			Flowcharts
			Pie Charts and Pareto Charts 
			Cause and Effect (Fishbone) Diagrams
	 		Operational Definitions
	 		Run Charts (Time Plots) and Control Charts
			Checksheets
			Gap Analysis
			Root Cause Analysis
	Techniques for Making Team Decisions
 
		Brainstorming
		Multivoting 	
		Nominal Group Technique 
		Affinity Diagrams
 
	Lessons Learned for Promoting QI Team Effectiveness
	
		Team Charge 
		Selection of Members
		Team Roles
	
			Team Leader
			Team Member
		 	Recorder
		 	Timekeeper
		 	Facilitator 
			Executive Champion 	
			Ground Rules	 
 
Popular QI Approaches in Healthcare Organizations Today
	 
What Makes Quality Improvement Successful?
Clinical Process Improvement and Evidence Based Practice
	
	Clinical Process Improvement	
	Evidence Based Practice	
	Managing Information and Information Technology
	
Accreditation and Regulatory Focus on Quality
	 
	JCAHO Performance Improvement and Safety Standards
	
	IOM Reports
		To Err is Human	
		Crossing the Quality Chasm	
		Keeping Patients Safe
	
	CMS Initiatives
	Medicare Pay for Performance Initiatives
	
	Summary of the Focus on Quality
Implications for Clinical Leaders
	
Scenario Analysis and Application Exercises
CHAPTER 12 HUMAN RESOURCE MANAGEMENT MODEL
Author: Anne M. Barker
Chapter Questions
Introduction
The Human Resource Management Model
	Work Analysis		
		Work Analysis: Wasteful Work
		Work Analysis: Matching Skill Levels
	Staffing
	Selection 
	Recruitment
	Interviewing
	Staff Development
	Performance Evaluation
		Process of Performance Evaluation		
		Performance Evaluation Form
	Retention
		Retaining the New Hire
		Retention Diagnosis 
		Other Strategies		
	Rewards and Recognition
	Discipline and Terminations
		Types of Behavioral Problems
		Coaching Problem Employees
Scenario
Scenario Analysis
Application Exercises
CHAPTER 13 HUMAN RESOURCE MANAGEMENT STRATGIES
Author: Anne M. Barker
Chapter Questions
Introduction
Conflict Management
	Analyzing the Sources of Conflict
	Determining Conflict Strategies
	Accommodation
	Avoidance
	Competition
	Compromise
	Collaboration 
Diversity
	Cultural Diversity
	Generational Diversity
	A Model for Managing Cultural and Generational Diversity 
	Leadership Strategies for Managing Diversity
Teams and Team Building	
	Stages of Team Development
	Characteristics of High Performing Teams 
	Role and Responsibilities of the Clinical Unit Manager
Communications
	Why Communicate
	What to Communicate
	When to Communicate
	To Whom to Communicate 
	How to Communicate
		Verbal Communication
		Writing Skills
		Active Listening
Application Exercises
Scenario
Scenario Analysis
References
Chapter 14 Marketing Initiatives
Author: Michael J. Emery PT, EdD
Chapter Questions
Introduction
	 
Marketing Principles
	
Success in Marketing
Marketing Strategies
Who Are Your Consumers?
What Are The Services And Products My Unit Provides?
How Are We Currently 'Known' By Our Consumers?
Who Is Our Competition?
What Are The Best/Most Acceptable Ways To Promote Our Services/Products?
Special Considerations for Marketing in Health Care
Role of the Clinical Manager
	
Scenario
Scenario Analysis
Application Exercises
References
CHAPTER 15 FINANCIAL OUTCOMES
Author: Dori Taylor Sullivan
Chapter Questions
Introduction
The Healthcare Environment: Deciding Whether Healthcare is Right or Privilege
	Evolution of the Healthcare System in the United States
		The Fee for Service Payment Era
		The Advent of Prospective Payment and DRGs 
		Reengineering and Redesign of Healthcare Systems
	How is Healthcare Financed?
	Comparison of World Health System Outcomes: Do People Get What They Pay For?
	Implications for Clinical Managers
Financial Management for Clinical Leaders
	
	The Elements of Financial Management
		
		Accounting Concepts 
	Managerial Accounting and Financial Analysis
		Basic Financial Terms
	 	Financial Analysis Statements	
	
	The Budget Cycle
		Budget Development 
			Types of Budgets
			Monitoring Budget Variances
	 
	Financial Roles and Responsibilities of Clinical Managers
Scenario
Scenario Analysis 
Application Exercises 
PART 3
CHAPTER 16 ACHIEVING MAGNET STATUS: A STORY OF LEADERSHIP
Authors: Colleen Smith and Kathleen Stolzenberger
Background: The ANCC Magnet Program for Excellence in Nursing Services
Setting for the Story
Our Magnet Journey Begins
Fall 1998: Building Consensus
Off to a False Start
Strengthening the Department Infrastructure: Spring 1999 to December 1999
Preparing the Application: January 2000-November 2000
The Magnet Advisory Committee
The Nurse Champion Team
The Magnet Site Visit
"Post-Award" - Our Magnet Journey Continues
Leadership: The Essential Ingredient
Peer Mentoring and Peer Review Processes
Staff Nurse Leaders
A Progress Report
Discussion
CHAPTER 17 COMPLEXITY SCIENCE IN ACTION
Author: Linda Rusch
The Hunterdon Medical Center Story
Discussion
References

Library of Congress Subject Headings for this publication:

Health services administration.
Leadership.
Organizational change.
Organizational effectiveness.
Health Services Administration.
Personnel Management -- methods.
Leadership.
Staff Development -- methods.