Essentials of Nursing Leadership and Management / Edition 2

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This book helps you grasp the important leadership and management concepts that nurses need in today's workplace. Many real-life case studies and examples and an easy-to-read, engaging writing style bring this material to life, making concerns easy to understand and apply.

"...examines the basic concepts of leadership & management using case studies and examples from acute and long-term care to illustrate the application of concepts to practice in today's health-care environment."

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Editorial Reviews

From The Critics
Reviewer:Carole A. Kenner, RNC, DNS, FAAN (University of Oklahoma College of Nursing)
Description:This book provides the foundation for a new nurse to make the transition from student to RN. The previous edition was published in 2001.
Purpose:The book addresses workplace issues, role transition, and how to build a professional career. The purpose is to help the new nurse ease into the transition to the role of a beginning RN. These objectives are worthy and addressed well by the authors.
Audience:The intended audience is the graduating nurse or novice RN. The author team is well known for their expertise in professional and leadership/management issues.
Features:Each chapter starts with objectives and a content outline making it easy to go directly to an area of interest. Colored text boxes guide the reader to key concepts. The book starts with a self assessment of leadership and progresses through how to bring teams together, change, organizational thinking and power, delegation, time management, work-related stress and how to cope, work environment, values and ethics, nursing practice within a legal context, and nursing as a career. At the end of each chapter there are study questions as well a critical thinking exercise to help synthesize the chapter's material. The book is very concise and comprehensive.
Assessment:Compared to other leadership/management books, this one stands out as very practical and easy to follow. The format lends itself to easy reading and the critical thinking exercises represent really life experiences. It is an excellent example of pedagogy at work. This edition is strongerthan the previous ones because it emphasizes work environments, nursing shortage, and changes in healthcare delivery as reflected in the new NCLEX blueprints.

3 Stars from Doody
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Product Details

  • ISBN-13: 9780803608177
  • Publisher: F. A. Davis Company
  • Publication date: 4/1/1901
  • Edition description: Older Edition
  • Edition number: 2
  • Pages: 278
  • Product dimensions: 7.02 (w) x 10.04 (h) x 0.48 (d)

Read an Excerpt

Chapter 1: Keys to Effective Leadership and Management

The study of leadership and management with other people. Nurses usually work alongside a great number of other profes- sional and nonprofessional personnel: phy- sicians, therapists, social workers, psychol- ogists, technicians, aides, unit managers, and couriers, to name just a few. Many nurses are also expected to manage staffs that include a wide variety of personnel. Some of these people have healthcare skills; others do not.

In this chapter, we define leadership and management, look at the differences between the two, and discuss the qualities and behaviors that make an effective leadership and nurse manager.

The essence of leadership is the ability to influence other people. Stephen R. Covey, author of several popular books on leadership, says that a leader "enables people to work more effectively together in a state of interdependence" (1992, p. 267). Max DePree, chairman of the board of a well-known American manufacturer, defines the art of leadership as "liberating people to do what is required of them in the most effective and humane way possible" (1989). Effective nurse leaders are the ones who can inspire others to work together in pursuit of a shared goal. This goal may be providing excellent patient care, designing a cost-saving procedure, or challenging the ethics of a new advanced directives policy. We discuss the qualities and behaviors of an effective leader in the next section of this chapter.

There are two schools of thought about what management is. In 1916, Henri Fayol defined management as planning, organizing, commanding, coordinating, and controlling the work of a given set of employees (Wren, 1972). This definition has influenced think ing in management, including nursing management, for years. However, Mintzberg (1989) says that Fayol's list of management functions does not really describe what managers do. Instead, the manager's function is to do whatever is necessary to make sure that employees do their work and do it well. This includes interpersonal, informational, and decisional actions. We consider Mintzberg's list of management functions in more detail in the section on effective nursing management.

Effective managers, according to Covey, are able to elicit from each employee "his or her deepest commitment, continued loyalty, finest creativity, consistent excellent productivity, and maximum potential contribution toward . . . continuous improvement of process, product, and service" (1992, p. 276). The effective nurse manager is responsible for ensuring not only that patient care is given but also that it is given in the most effective and efficient manner possible.

You maybe thinking, "I'm just beginning my career in nursing. Aren't leadership and management capabilities an expectation of the experienced nurse?" This is partly correct. It is true that new nurses should not be given managerial responsibility under most circumstances. New graduates need time to develop their own clinical skills and are not ready to help others in this development process. The breadth and depth of their experience are insufficient for the fulfillment of a managerial role right after graduation.

On the other hand, new graduates can function as leaders within their new nursing roles. assigned to these tasks. Billie felt that using aides was inappropriate because they have no training in discharge planning and their assessment skills are usually quite limited.

Billie thought there was a better way to handle admissions and discharges but was not sure that she should suggest it because she was so new. "Maybe they've already thought of this," she said to a former classmate. "It's such an obvious solution." They began to talk about what they had learned in their leadership course before graduation. "I just keep hearing our instructor saying, 'There's only one manager, but anyone can be a leader if they act on their good ideas.' " "To be a leader, you have to act on your idea," her friend said. "Maybe I will," Billie responded. Billie decided to speak with her nurse manager, an experienced longterm care nurse who seemed approachable and open to new ideas. "I have been so busy getting our new computer system in place before the surveyors come that I overlooked that," the nurse manager told her. "I'm really happy you brought it to my attention." Billie's nurse manager raised the issue at the next executive meeting, giving credit to Billie ("our newest nurse") for having brought it to her attention. The other nurse managers had the same reaction: "We were so focused on that new computer system that we overlooked that. We need to take care of this situation as soon as possible. That Billie Blair Thomas has real leadership potential."

The terms "leadership" and "management" are often confused, although the differences between them are quite straightforward. The fundamental differences between leaders and managers are (1) managers have formal authority to direct the work of a given set of employees and (2) managers are formally responsible for the quality and cost of that work. Neither of these is necessary to be a leader. On the other hand, to be an effective manager, you do need to be a good leader (Table 1-1).

Leadership is an essential part of effective management, but the reverse is not true: you do not have to be a manager to be a leader. You can be the youngest, newest, or even the least experienced nurse and yet still have opportunities to be a leader, as the Billie Blair Thomas example illustrates. These opportunities will increase as your experience increases, as will your readiness to assume managerial responsibility. There are many different opinions or theories about how a person becomes a leader and what type of leader is most effective. Although quite a lot of research has been done on this subject, no theory has emerged yet as the clear winner. The result is that we do not have a theory that provides the single best answer to our question: what makes a person a leader...

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Table of Contents

Ch. 1 Keys to effective leadership and management 3
Ch. 2 Getting people to work together 19
Ch. 3 Giving and receiving feedback 33
Ch. 4 Dealing with problems and conflicts 47
Ch. 5 People and the process of change 61
Ch. 6 Organizations, power, and empowerment 75
Ch. 7 Delegation of client care 91
Ch. 8 Managing client care 107
Ch. 9 Time management 137
Ch. 10 Work-related stress and burnout 151
Ch. 11 The workplace 175
Ch. 12 Nursing practice and the law 207
Ch. 13 Questions of values and ethics 223
Ch. 14 Historic leaders in nursing 241
Ch. 15 Your nursing career 257
Ch. 16 Nursing today 283
Ch. 17 Looking to the future 311
App. 1 Code of ethics for nurses 327
App. 2 Standards published by American Nurses Association 331
App. 3 National Organization for Associate Degree Nursing (N-OADN) resolution : differentiated nursing practice 333
App. 4 Guidelines for the registered nurse in giving, accepting or rejecting a work assignment 335
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