TRANSFORMATIONAL LEADERSHIP IN NURSING -- From Expert Clinician to Influential Leader -- Contents -- Part I: Becoming the Transformational Leader -- Part II: Contexts for Transformational Leadership -- Part III: designing New Care Delivery Models -- Part IV: Power, Politics, and Policy -- Foreword -- Preface -- References -- Expert Clinician to Transformational Leader in a Complex Healthcare Organization -- WHAT IS TRANSFORMATIONAL LEADERSHIP? -- Leadership -- Transformational Leadership -- Characteristics of Transformational Leadership -- Charisma or Idealized Influence -- Inspiration and Vision -- Intellectual Stimulation -- Individual Consideration -- Management and Leadership -- FOUNDATIONAL THEORIES OF LEADERSHIP -- Traditional Management Theories and Methods -- Environment and Worker Needs Theories -- Behavioral Theories -- Trait Theories -- Situational/Contingency Theories -- Constituent Interaction Theories -- Transformational Theories -- Quantum Leadership -- Servant Leadership -- Theories and Models in Nursing Leadership -- THE ROLE OF THE DOCTOR OF NURSING PRACTICE IN ORGANIZATIONAL AND SYSTEMS LEADERSHIP -- BRINGING THE PERSPECTIVE OF EXPERT CLINICIAN TO ENHANCE LEADERSHIP: ENVISIONING NEW ROLES -- HERITAGE AND LEGACY: HISTORICAL PERSPECTIVES -- INNOVATION AND CREATING A FUTURE -- REFERENCES -- Characteristics of a Transformational Leader -- REFLECTION AND PERSONAL MISSION -- GOAL DIRECTION -- PRESENCE AND EMOTIONAL INTELLIGENCE -- ACCOUNTABILITY AND AUTHENTICITY -- VULNERABILITY, RISK TAKING, AND FEARLESSNESS -- INSPIRED CREATIVITY AND INNOVATION -- BUILDING ON STRENGTHS -- Building on Strengths to Prepare for the Role -- Building on Strengths in the Role: Appreciative Inquiry -- MORAL SENSITIVITY AND REASONING -- MEN AND WOMEN: ARE THERE DIFFERENCES IN LEADERSHIP? -- REFERENCES.

Cultivating the Habits of a Transformational Leader -- LEADERSHIP COMPETENCIES: HABITS FOR PERFORMANCE -- VISION: PERSPECTIVE AND CRITICAL ANALYSIS -- TAKING AN ORGANIZATIONAL AND SYSTEMS PERSPECTIVE -- USING EVIDENCE TO MAKE A DIFFERENCE -- USING POWER EFFECTIVELY -- THINKING AS AN ENTREPRENEUR -- CARING FOR OTHERS: WHAT SERVANT LEADERSHIP REALLY MEANS -- CARING FOR SELF -- FINDING THE SPIRITUAL CENTER -- HAVING INFLUENCE -- Securing the Position -- Making the Difference -- GENERATIVITY: PREPARING THE NEXT GENERATION -- REFERENCES -- Understanding Contexts for Transformational Leadership -- CHAOS, QUANTA, AND COMPLEXITY IN HEALTHCARE SYSTEMS -- Chaos, Quanta, and Complexity Theory -- Theory of Complex Adaptive Systems -- Chaos, Quanta, and Complexity as Metaphors for Health Care -- DEALING WITH CONTINUAL CHANGE -- Living and Working in Change -- Supporting Others in Change -- Leading Change -- Change and Reflective Adaptation -- Change as a Personal Challenge for the Leader -- THE LARGER WORLD OF PRACTICE: DRAWING FROM ALL of THE EXPERTS -- THE LARGER WORLD OF LEADERSHIP: WORKING WITH AGGREGATES AND PATIENT POPULATIONS -- REFERENCES -- Leading Among Leaders -- FORMAL AND INFORMAL NETWORKS -- INTERPROFESSIONAL COLLABORATION -- COMMUNICATION, CONFLICT, AND DECISION MAKING -- Communication -- Dealing With Conflict -- Disruptive Clinician Behavior -- Is There Such a Thing as Positive Conflict? -- Decision Making -- DEALING WITH FEAR AND FAILURE -- MOTIVATION AND MARKETING: TELLING THE STORY -- Motivation: What It Is and What It Is Not -- Marketing: Telling Your Story -- Understanding Marketing: From Clinician to Storyteller -- Storytelling as Communication -- REFERENCES -- Current Challenges in Health Care: The Role of the Leader -- ELIMINATING HEALTH DISPARITIES: REACHING THE UNDERSERVED -- IMPROVING HEALTH LITERACY.

BEYOND PATIENT SAFETY TO PRACTICE EXCELLENCE -- QUALITY IMPROVEMENT AND CUSTOMIZED CARE: THE CURRENCY OF CUSTOMERS AND CLIENTS -- ASSESSING AND MANAGING RISK -- PATIENT AND PROVIDER SATISFACTION -- Patient Satisfaction -- Provider Satisfaction -- IMPROVING PATIENT AND HEALTHCARE OUTCOMES -- HEALTHCARE INDUSTRY WORKFORCE ISSUES -- Shortages of Professionals -- The Value of Diversity -- ETHICAL ISSUES FOR THE LEADER OF THE NEXT CENTURY -- REFERENCES -- Practice Design and Management -- MODELS OF CARE ON THE HORIZON: EMBRACING THE ENTREPRENEURIAL SPIRIT OF INNOVATION -- Models of Care for Nursing Practice -- Professional Practice Models -- Innovative Practice Models -- Care Model Design and System Change -- ASSESSING ORGANIZATIONS, IDENTIFYING SYSTEM ISSUES, FACILITATING SYSTEM-WIDE IMPROVEMENT -- Challenges in Taking the Organizational or Systems Perspective -- Assessing Environments for Professional Practice -- Perspectives for Organizational Assessment -- INSPIRING EVIDENCE-INFORMED PRACTICE: USING EVIDENCE FROM ALL DISCIPLINES -- Using Evidence for Practice -- Practice-Based Evidence -- Using Evidence for Leadership -- TECHNOLOGY: INFORMATICS, ELECTRONICS, AND OTHER TOOLS OF THE FUTURE -- Informatics and Health Care -- Electronic Health Records -- Tele-health and Tele-medicine -- Technology and Simulation -- Technologies on the Horizon -- Implications of Technology for Leadership -- pRODUCTIVITY AND EFFECTIVENESS -- REFERENCES -- Culture and Practice Environments -- THE PRIMACY OF CULTURE AND CULTURAL SENSITIVITY -- Cultural Competence, Sensitivity, and Humility -- Organizational Culture of Healthcare Environments -- COMPLEX HEALTHCARE SYSTEMS -- PRIMARY CARE ENVIRONMENTS -- COMMUNITY AND RURAL SETTINGS -- HOME AS PLACE FOR CARE -- INTERNATIONAL AND GLOBAL PERSPECTIVES -- CLINICAL ENVIRONMENTS AND BEYOND -- REFERENCEs -- Building the Team.

BAD LEADERS, TOXIC FOLLOWERS -- CREATING THE CARING COMMUNITY -- Recruiting, Retaining, and Reassigning -- Leading the Team -- Shared Governance -- IT IS ABOUT HEALING -- Delegation or the Gift of Authorship -- Identify, Loyalty, and the Gift of Significance -- The Art of Followership -- The Gift of Healing Leadership -- FROM STRATEGY TO ACTION -- Strategic Planning -- Moving the Plan Into Action -- eFFECTIVE eVALUATION -- REFERENCES -- Economics and Finance -- CULTIVATING CONFIDENCE IN MONEY MATTERS -- Understanding the Language of Finance -- Comfort in Collaborative Financial Relationships -- Rational Risk Taking -- Assessing the Context of Care From a Financial Perspective -- Environmental Scan -- External Trends in the Community -- Trends Within the Organization -- BUSINESS MODELS, PLANS, AND BUDGETS -- Business Models -- Business Plans -- Estimating the Volume -- Estimating the Payer Mix -- Choosing to Participate -- Not-for-Profit Status and Making a Profit -- Projecting Revenue -- Approaches to Budgeting -- Components of the Budget -- The Budgeting Process -- Managing the Budget -- RESOURCE DEVELOPMENT -- Philanthropy -- Grant Writing -- Leadership and Finance -- REFERENCES -- Fluency in the System -- KNOWING THE PLAYERS AND LEADERS AND TAKING THEIR PERSPECTIVE -- Working Across Disciplines, Styles, and Models -- Working Across Generations -- SUCCEEDING WITH REGULATORY ORGANIZATIONS -- WORKING WITH THE BOARD OF TRUSTEES -- WORKING WITH LAWYERS, LEGISLATORS, AND POLICYMAKERS -- HAVING INFLUENCE IN THE LARGER POLITICAL ARENA -- TRANSFORMING PRACTICE AND POLICY IN THE LARGER COMMUNITY -- Preparing to Influence -- Leading to Transform -- REFERENCES -- Classic Books for the Library of the Transformational Leader -- Index.