Transformational Leadership: Renewing Fundamental Values and Achieving New Relationships in Health Care / Edition 1

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1995 Trade paperback New. Trade paperback (US). Glued binding. 275 p. Audience: General/trade.

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Overview

Transformational Leadership moves beyond concept to detail the process of visioning a desired outcome, analyzing present reality, and realizing the opportunities for improved health care delivery via cultural change within your organization. Noting that both human and system factors vary based on the particular institution, the authors contend that lasting transformation is achieved only through kindling the spirit of flexibility and collaboration in stakeholders who, united, seek healthier communities.

The book contains black-and-white illustrations.

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Editorial Reviews

Doody's Review Service
Reviewer: Gail L. Ingersoll, PhD, RN, FAAN (Indiana University School of Nursing)
Description: This book contains a comprehensive description of the care delivery models developed as part of the national Strengthening Hospital Nursing Program. Insights gained by developers of the models are included as are recommendations for how to maximize successful change in complex healthcare organizations.
Purpose: The purpose is to provide readers with information about how transformational leaders are working to renew fundamental values and achieve new relationships in healthcare. The first four sections cover general principles of transformational leadership and change, and the last contains case studies of the organizations involved in transforming their institutions as a result of the national program. Quotes and examples from individuals associated with the projects are included throughout.
Audience: The book is useful for middle managers in healthcare institutions and for students enrolled in master's degree nursing and healthcare administration programs.
Features: The format of the book reinforces and clarifies content. The writing style is informative and easy to read. A glossary and list of published relevant resources at the end of the book is useful for readers unfamiliar with concepts presented. An overall summary by the authors helps tie together common themes and recommendations.
Assessment: This book will be useful for administrators and students seeking information about how to maximize the potential for successful introduction of organizational change. The reports of individual experiences at project sites are informative and should be helpful to managers and leaders new to their roles. Quotes from project leaders and administrators and specific examples of strategies used as well as problems encountered make the book a useful addition to the organizational change literature.
From The Critics
Reviewer: Gail L. Ingersoll, PhD, RN, FAAN (Indiana University School of Nursing)
Description: This book contains a comprehensive description of the care delivery models developed as part of the national Strengthening Hospital Nursing Program. Insights gained by developers of the models are included as are recommendations for how to maximize successful change in complex healthcare organizations.
Purpose: The purpose is to provide readers with information about how transformational leaders are working to renew fundamental values and achieve new relationships in healthcare. The first four sections cover general principles of transformational leadership and change, and the last contains case studies of the organizations involved in transforming their institutions as a result of the national program. Quotes and examples from individuals associated with the projects are included throughout.
Audience: The book is useful for middle managers in healthcare institutions and for students enrolled in master's degree nursing and healthcare administration programs.
Features: The format of the book reinforces and clarifies content. The writing style is informative and easy to read. A glossary and list of published relevant resources at the end of the book is useful for readers unfamiliar with concepts presented. An overall summary by the authors helps tie together common themes and recommendations.
Assessment: This book will be useful for administrators and students seeking information about how to maximize the potential for successful introduction of organizational change. The reports of individual experiences at project sites are informative and should be helpful to managers and leaders new to their roles. Quotes from project leaders and administrators and specific examples of strategies used as well as problems encountered make the book a useful addition to the organizational change literature.
Gail L. Ingersoll
This book contains a comprehensive description of the care delivery models developed as part of the national Strengthening Hospital Nursing Program. Insights gained by developers of the models are included as are recommendations for how to maximize successful change in complex healthcare organizations. The purpose is to provide readers with information about how transformational leaders are working to renew fundamental values and achieve new relationships in healthcare. The first four sections cover general principles of transformational leadership and change, and the last contains case studies of the organizations involved in transforming their institutions as a result of the national program. Quotes and examples from individuals associated with the projects are included throughout. The book is useful for middle managers in healthcare institutions and for students enrolled in master's degree nursing and healthcare administration programs. The format of the book reinforces and clarifies content. The writing style is informative and easy to read. A glossary and list of published relevant resources at the end of the book is useful for readers unfamiliar with concepts presented. An overall summary by the authors helps tie together common themes and recommendations. This book will be useful for administrators and students seeking information about how to maximize the potential for successful introduction of organizational change. The reports of individual experiences at project sites are informative and should be helpful to managers and leaders new to their roles. Quotes from project leaders and administrators and specific examples of strategies used as well as problems encounteredmake the book a useful addition to the organizational change literature.
Fatbrain
"For administrators and students seeking information about how to maximize the potential for successful introduction of organizational changes. . . . A useful addition to the organizational change literature."--Gail L. Ingersoll, Ph.D., RN, FAAN, Indiana University School of Nursing

3 Stars from Doody
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Product Details

  • ISBN-13: 9781556481444
  • Publisher: Wiley, John & Sons, Incorporated
  • Publication date: 1/28/1995
  • Series: J-B AHA Press Series
  • Edition number: 1
  • Pages: 275
  • Product dimensions: 6.02 (w) x 8.84 (h) x 0.61 (d)

Meet the Author

Mary K. Kohles, is the deputy director of the national program, Strengthening Hospital Nursing: A Program to Improve Patient Care (SHNP). The SHNP grant is cosponsored by the Robert Wood Johnson Foundation and the Pew Charitable Trusts with direction and technical assistance provided by Children's Research Institute, Inc., All Children's Hospital, St. Petersburg, Florida. Ms. Kohles is also the deputy director for the national program, Ladders in Nursing Careers (LINC) funded by the Robert Wood Johnson Foundation with direction and technical assistance provided by the Great New York Hospital Foundation, Inc., New York City.Before joining the grant in 1988, Ms. Kohles held administrative positions, nursing and operations, at Bellin Hospital, Green Bay, Wisconsin, and University of Wisconsin Hospital and Clinics, Madison. She has held critical care staff and management positions in community, university, and military settings.Ms. Kohles has experience in health care planning and policy at community and state levels. She has presented and published information related to SHNP, including organizational culture transitions, work and role design, continuity of care delivery systems, and linkages that promote integration of the health care system with the community and educational institutions. She has served as a volunteer for community development projects relating to building a healthier community status in St. Petersburg, Florida.

William G. Baker, is vice-president of medical services at Piedmont Hospital (a member of the Promina Health System) in Atlanta. He is also an associate with Hunter Group, a health care consulting firm in St. Petersburg, Florida. Previously he was medical director at St. Anthony's Hospital in St. Petersburg, Florida.Dr. Baker moved to St. Petersburg in 1968 to join the St. Petersburg Medical Clinic, where he practiced consulting gastroenterology for 25 years, with clinical privileges at all the major hospitals in St. Petersburg. During this time, he served as president of the St. Petersburg Medical Clinic and as chief of staff and governing board member of St. Anthony's Hospital. He was also a clinical associate professor of Medicine at the University of South Florida.Dr. Baker has presented and published numerous articles in his medical specialty. His recent presentations and publications are in the areas of quality (value) improvement, organizational development, organizational soul, and the leadership role for physicians in health care systems. He has served as president of the Florida Gastroenterological Association and was founding president of the Florida Society for Gastroenterological Endoscopy. He was active in the St. Petersburg community, serving as president of the St. Petersburg High School PTSA, St. Thomas Church warden, and president of the St. Petersburg Free Clinic.Dr. Baker graduated from Emory University School of Medicine as a member of Phi Betta Kappa and Alpha Omega Alpha, the honorary medical society. He received his specialty training at the Massachusetts General Hospital and the New York Hospital Cornell Medical Center.

Barbara A. Donaho, FAAN, is the director of the national program, Strengthening Hospital Nursing: A Program to Improve Patient Care (SHNP). The SHNP grant is cosponsored by the Robert Wood Johnson Foundation and Pew Charitable Trusts with direction and technical assistance provided by Children's Research Institute, Inc., All Children's Hospital, St. Petersburg, Florida. She previously was president/CEO of St. Anthony's Hospital and Health Care Center in St. Petersburg, Florida.Before joining St. Anthony's, Ms. Donaho was the vice-president for nursing and patient care at Shands Hospital at the University of Florida, Gainesville. She held corporate-level positions at Sisters of Mercy Health Coporation, Farmington Hills, Michigan, and executive level positions at Hartford Hospital, Hartford, Connecticut, and Abbott-Northwestern Hospital, Minneapolis. She had the honor of being the first nurse member of the American Hospital Association board of directors. Ms. Donaho has served as a commissioner of the Joint Commission on Accreditation of Health Care Organizations (JCAHO) representing the American Hospital Association, and she chaired the American Hospital Association's Council on Nursing. She was a member of the board of governors, Cathedral Healthcare System, Newark, New Jersey, and a member of the board of trustees, Catherine McAuley Health System, Ann Arbor, Michigan. She is currently a trustee for Johns Hopkins University, Baltimore, and the Sisters of Providence Health System, Seattle, Washington. She received the distinguished alumnus of the year award from Johns Hopkins University, the trustee award from the Society for Healthcare Planning and Marketing, Santa Barbara, California.Ms. Donaho holds a BSN degree from Johns Hopkins University and an MA from the University of Chicago. She has held faculty appointments at the University of Michigan, the University of Minnesota, and Boston University. She is a member and past president of the American Organization of Nurse Ex.

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Table of Contents

List of Figures and Tables
About the Authors
Contributors
Preface
Acknowledgments
Introduction
Part I: Setting the Stage for Organizational Change
1: Defining the Forces for Change
2: Recognizing the Benefits of Change
Part II: Identifying Opportunities for Change
3: Fulfilling Organizational Vision
4: Defining Values and Selecting Opportunities
5: Making the Change
Part III: Facilitating Organizational Transformation
6: Building New Relationships
7: Supporting New Relationships
Part IV: Addressing the Challenges of Change
8: Addressing the Human Factors in Change
9: Addressing the Systems Factors in Change
Part V: Looking at Those Who Have Experienced Change
10: University Hospital of Utah
11: Providence Portland Medical Center
12: Health BOND
13: District of Columbia General Hospital
14: Vanderbilt University Medical Center
15: Northeast Health Consortium
Part VI: Appendixes
Appendix A: Strengthening Hospital Nursing: A Program to Improve Patient Care
Appendix B: Suggested Resources
Appendix C: Glossary
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