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The Interprofessional Health Care Team: Leadership and Development: Leadership and Development / Edition 2

The Interprofessional Health Care Team: Leadership and Development: Leadership and Development / Edition 2

Pub. Date:
Jones & Bartlett Learning
Pub. Date:
Jones & Bartlett Learning
The Interprofessional Health Care Team: Leadership and Development: Leadership and Development / Edition 2

The Interprofessional Health Care Team: Leadership and Development: Leadership and Development / Edition 2


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“This book provides excellent information for healthcare teams to work effectively together and ultimately provide the best care for clients. This book is valuable to all healthcare team members…” - Yvonne M. Randall, EdD, OTR/L, FAOTA (Touro University Nevada), for Doody’s Review Service The Interprofessional Health Care Team: Leadership and Development, Second Edition provides the much-needed knowledge base for developing a relational leadership style that promotes interdisciplinarity, interprofessionalism, and productive teamwork. It describes possibilities and options, theories, exercises, rich references, and stimulating questions that will inspire both novices and experts to think differently about their roles and styles as leaders or members of a team. The authors provide many tools to empower readers and facilitate the fostering of productive teamwork. It is an inspiring book with easily operational principles. It is written for many audiences and to achieve many goals all centered on best practices to attain quality care, particularly during this time of reinventing and transforming health care. In response to increasingly complex healthcare challenges, models for interprofessional practice and education have received global acceptance as prerequisites for improving population health, improving per capita costs and improving the health care experience. The second edition of The Interprofessional Health Care Team: Leadership and Development reinforces the concepts presented in the first edition, such as: the importance of a strong understanding of group dynamics and group development for team productivity, the relationship of emotional and social intelligence and leadership behaviors and how affiliative environments can encourage creative problem solving in the complex and often chaotic healthcare arena. SECOND EDITION UPDATES The concept of healthcare as a VUCA environment (volatile, uncertain, complex and ambiguous) system is expanded in Chapter 1 In Chapter 3, the influence of information and communication technology (ICT) and electronic health record (EHR) on team work, along with examples of how it is used, is introduced as a factor that must be taken into account when examining communication in interprofessional health care teams. How interprofessional healthcare teams can mitigate unconscious bias and leverage diversity to facilitate innovation and best practice is covered in Chapter 7 Strength-based and self-organizing practices that can support the development and sustainability of collaborative cultures are addressed in Chapter 9

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Product Details

ISBN-13: 9781284112009
Publisher: Jones & Bartlett Learning
Publication date: 11/23/2016
Edition description: New Edition
Pages: 192
Product dimensions: 6.00(w) x 8.90(h) x 0.30(d)

About the Author

Donna Weiss, PhD, OTR/L, FAOTA is a coach, trainer and facilitator in the areas of interpersonal communication, group dynamics and leadership and an associate professor emeritus in the Department of Rehabilitation Sciences, College of Public Health at Temple University in Philadelphia, PA. Dr. Weiss has served as a consultant to school systems, state departments of education, university programs and health organizations.Donna Weiss, Ph.D., OTR/L, FAOTA earned her Bachelor of Science degree in Occupational Therapy from Columbia University, her Master of Arts degree in Occupational Therapy from New York University and her Doctor of Philosophy in Psychoeducational Processes from Temple University.

Dr. Tilin is the Director of Graduate Programs in Organization Development and Leadership at Saint Joseph’s University, President of GroupWorks Consulting, an educator at Change North America consultant, and Director/Creator of The Coach Capacity Building, an ICF ACTP accredited coach-training program. Prior to her current positions she spent 8 years as the Managing Director and Senior Consultant at Teleos Leadership Institute where she is still an associate. She also held positions as the Director of Leadership Development at the University of Pennsylvania and a Director of Training and Organizational Development at the Cigna Corporation. Felice has taught graduate level courses at The University of Pennsylvania, The Wharton School, Temple University and Thomas Jefferson University. Dr. Tilin holds a Ph.D. in Organizational Behavior and Development and a M.Ed. in Psycho Educational Process from Temple University. She received her Bachelors of Arts in English and Secondary Education from the State University of New York at Oswego. Her research is in the area of group development and its relationship to productivity, organization culture integration and emotional intelligence.

Marlene J . Morgan, Ed.D., OTR/L is Associate Professorin the Occupational Therapy Department at the University of Scranton. She received her B.S. degree from The Pennsylvania State University, a masters degree in occupational therapy (MOT) from Texas Woman's University, and a doctorate in Educational Administration and Policy Studies from Temple University. Dr. Morgan has over 25 years of academic and clinical experience. She has held a number of academic positions including appointments at Temple University in Philadelphia, Pennsylvania and Rush University in Chicago, Illinois and her clinical experiences include a combination of patient care and administrative responsibilities.

Table of Contents

Preface ix

Acknowledgements xi

About the Authors xiii

Reviewers xv

Introduction: Interprofessional Leadership in the Healthcare Environment xiii

Part I Team and Group Development

Chapter 1 Groups-Teams-Systems 1

Why Groups? 3

What Distinguishes a Group from a Random Collection of People? 4

What Is the Difference Between a Team and a Group? 5

A Systems Approach to Groups 6

Applying Systems Theory 9

Chapter 2 Group Development 15

The Group 15

What You See Is Not What You Get: The Unconscious Life of a Group 17

Stages of Group Development 18

An Integrated Model of Group Development 21

Identifying the Stages of Group Development: Characteristics and Goals 22

How Does the Stage of the Group Impact Team Productivity? 28

Group Size: Less Is More 29

How Long Does It Take for a Group to Develop Through Each Stage? 30

Chapter 3 Team Building Blocks: Norms, Goals, Roles, Communication, Leaders, and Members 33

Norms 33

Goals 35

Roles 35

Communication Styles 39

Communication Networks 44

Part 1 Team and Group Development Activities 53

Activity 1 How Much of a Team Is Your Group? 53

Activity 2 I and We 53

Activity 3 TOPS: Team Orientation and Performance Survey 54

Activity 4 Team Goal Setting 56

Part II Relationship-Centered Leadership 59

Chapter 4 Perspectives on Leadership 61

Perspectives on Leadership 62

Personality and Trait Theories 62

Emotional Intelligence 71

Resonance 77

Chapter 5 Leadership Building Blocks 81

Power 82

Motivation 85

Learning 87

Chapter 6 Relational Leadership 95

The Leader as Learner 96

The Leader as Coach 98

The Leader as Partner 99

The Leader as Catalyst 100

The Leader as Ecologist 100

Part II Relationship-Centered Leadership Activities 105

Activity 1: Myers-Briggs-Your Leadership Behavior Under Stress and at Your Best 105

Activity 2: Best Manager 108

Activity 3: Leadership Learning Journey 108

Part III Building and Sustaining Collaborative Interprofessional Teams 117

Chapter 7 Leveraging Diversity 119

Surface-Level Diversity 121

Deep-Level Diversity 121

The Brain's Shortcuts and Unconscious Bias 121

Mitigating Unconscious Bias 122

Opportunities to Leverage Interprofessional Team Diversity 123

Open Inquiry, Deep Listening, and Creativity in Teams 127

Bridging the Gaps 128

Managing Conflict 129

Chapter 8 Facilitating a Collaborative Culture 137

A Technology-Enhanced Community of Practice 141

The 12-Lead EKG 142

Just in Time Communication 144

Creating A Research Community of Practice 146

How Do You Spell Successful Collaboration? R-E-S-P-E-C-T 147

Health Information Technology: A Tool for Collaboration 149

Chapter 9 Generative Practices 153

Individual Practices 154

Interpersonal Practices 158

Group Practices 162

Organizational Practices 165

Part III Building and Sustaining Collaborative Interprofessional Teams Activities 177

Activity 1 Mini 360-Degree Feedback Exercise 177

Activity 2 The Art of Culture 177

Activity 3 Checklist of Behaviors That Foster a Collaborative Culture 178

Index 181

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