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The move to multidisciplinary teams in primary care and the emphasis on joined-up working across the human services make it increasingly necessary for health and social care professionals to take on a variety of leadership roles in teams made up of people from different professional backgrounds. This sort of leadership requires different skills from those required when working in the context of a single profession familiar to every member of the team.
In Leading Interprofessional Teams in Health and Social Care, the authors use detailed case-studies to explore these skills. Nurses, social workers and other health and social care professionals, specialists and managers are included in the case-studies to demonstrate how leadership and teamworking roles can be taken in different ways and in different circumstances. The final section of the book presents an analysis of the case-studies to draw out the key issues and discusses how readers might develop themselves to be successful leaders and team members in these diverse settings.
|1||Leading interprofessional teams in health and social care||3|
|2||Virtual multidisciplinary team||9|
|3||Assertive outreach mental health team||37|
|4||Outpatients referral team||67|
|5||Cancer collaborative network||87|
|6||Reablement for homecare team||115|
|7||Theory and practice in experience of change||139|
|8||A framework for understanding leadership||151|
|9||Theory and practice in teamworking||161|
|10||Reflections and conclusions||171|