Nurse Executive: The Four Principles of Management

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This book takes insights drawn from the Executive Nurse Fellows program established by the Robert Wood Johnson Foundation to promote the idea of leadership development as an empowering force among nurses at ALL levels. It is intended as both a guide for professionals; leaders in schools of nursing, hospitals and other health care delivery systems, ambulatory care, long-term care, public and occupational health, and public policy, and as a text in leadership courses for students at master's level and beyond. It presents the core competencies developed by the RWJ Nurse Fellows program—i.e. interpersonal and communication effectiveness, risk-taking and creativity, self-knowledge, inspiring and leading change, and strategic vision—as the keys to nursing leadership.

The book is organized around the program's "leadership compass," a method used in leadership skill development. The four points of that compass are:

• Purpose: the vision to lead
• People: the passion to work with others
• Process: the skills to manage change
• Personal: the self-knowledge to thrive

For each of these four points, the contributors (all graduates of the RWJ program) explore related competencies in each of three sections of the book: issues in public health, education, and service. The chapters reflect real-world experiences and are built around case studies that highlight one or two of the competencies.

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Product Details

  • ISBN-13: 9780826111043
  • Publisher: Springer Publishing Company, Incorporated
  • Publication date: 3/10/2008
  • Edition description: New Edition
  • Pages: 274
  • Product dimensions: 6.00 (w) x 9.00 (h) x 0.60 (d)

Meet the Author

Linda Thompson Adams, DrPH, RN, FAAN, is the Dean and Professor of the School of Nursing at Oakland University. Dr. Thompson Adams brings over twenty years of academic and administrative experience in significant leadership positions. Prior to joining Oakland University she was the Associate Dean for Policy, Planning & Workforce Development at the University of Maryland School of Nursing and served concurrently as Director of the Center for Community Partnerships for Children and Families. Previous to that post, Governor Parris Glendening of Maryland appointed her as Special Secretary of the Governor's Office of Children, Youth and Families. She served as Director of the City of Baltimore's Office of Occupational Medicine and Safety-a Cabinet-level position under Mayor Kurt Schmoke. In addition, she has held administrative and teaching positions at the University of Maryland, The Johns Hopkins University, Coppin State College, and Hampton University in Virginia.

Edward O'Neil, PhD, MPA, is Professor of Family and Community Medicine at the University of California, San Francisco, where he also serves as Co-Director of the Center for the Health Professions, a research, advocacy and training institute created to stimulate change in health professions education. Since 1989, Dr. O'Neil has been the Executive Director of the Pew Health Professions Commission, which he started as a way of elevating health professional education and health workforce issues in the debate on national health care reform.

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Table of Contents

Contributors     xi
Foreword   Shirley S. Chater, PhD, RN, FAAN     xvii
Preface     xxi
The Leadership Compass: Competencies for Health Care   Edward H. O'Neil     3
Purpose     3
People     4
Process     5
Personal     5
Issues Driving Health Care and Nursing   Edward H. O'Neil     7
Cost of Care     7
Demography     8
Epidemiology     10
Technology     10
Consumers     11
Integration of Care     12
Nursing Leadership   Linda Thompson Adams     15
Why Nursing     15
How to Lead Change     16
Leadership Development Program     18
Issues in Public Health
Current Issues in the Public Health Industry   Linda Thompson Adams   Edward H. O'Neil     23
History     23
Definition of Public Health     24
Issues and Challenges     25
Purpose   Maxine Proskurowski     27
Issues in Public Health: Children's Health     27
Initiative: School Health Programs     29
Responses to and Results of the Current Issues     33
Personal Experience/Lessons Learned     38
Conclusion and Implications     45
People   Donna Thompson     49
The Importance of Effective Teams     49
Leading the Team During Change     51
Leadership During a Crisis     55
Leadership Lessons for Transitions     59
Process   Gwendolyn A. Franklin     61
Issues in Public Health: The Process of Leadership     61
The Initiative     64
Results     68
Personal Experience     69
Lessons Encountered/Learned     70
Conclusions and Implications     71
Personal   Jeannie K. Hanna     73
Overview     73
A Case Study     76
Lesson Learned     82
Conclusions and Implications     83
Leadership in the Education Industry
Current Issues in the Education Industry   Linda Thompson Adams   Edward H. O'Neil     89
Purpose   Janis P. Bellack   Jeanette Ives Erickson     93
A Sense of Purpose     93
A Case Study     101
Conclusions      110
People   Sara Barger     113
Background     113
Strategy     115
Working Through Others As a Key Leadership Strategy     116
Process   Michelle Taylor-Smith   Linda Thompson Adams     119
Overview of the Problem     120
Issues Addressed in Case Study     122
Description of Case Study     123
Analyzing the Results     129
Reflections on Lessons Learned     131
Conclusion     131
Personal   Margaret Grey     135
The Context     135
Case Study     136
Summary     140
Leadership in the Service Industry
Current Issues in the Service Industry   Linda Thompson Adams   Edward H. O'Neil     145
Purpose   Jeanette Ives Erickson     149
Overview     149
Background     150
How Do We Build a Shared Vision?     152
Statistics     152
A Case Study     154
Lessons Learned     162
Conclusions and Implications     163
People   Susan R. Lacey   Karen S. Cox     167
Southwest Airlines: Now, Why Didn't We Think of That?     168
Magnet Certification: Using the 14 Forces to Recharge Your Organization Regardless of Your Official Pursuit     171
It's the Little Things     175
Going Up? What's Your Elevator Message to Your CEO?     175
Leading Others Into Leadership     176
Will Your Organization Be Ready When You Are? Time to Move On!     177
Process   Gaurdia Banister     181
Leadership Process: A Journey, Not a Destination     181
The Initiative/Case Study     183
Results From What Has Been Done     192
Personal Experience/Lessons Learned     193
Conclusions and Implications     195
Process   Valentina Gokenbach     199
Issues     199
The Story of Safety City USA     202
Leadership Processes     204
Lessons Learned     212
Conclusion     213
Personal   Patricia Reid Ponte     217
Key Commitments for Nurse Leaders in the Service Sector     218
Personal Leadership Competencies     230
Summary     240
Index     243

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