Be a Leader in Nursing

Be a Leader in Nursing

A Practical Guide for Nursing Students

1st Edition - February 24, 2022

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  • Author: Heather Henry
  • Paperback ISBN: 9780702084393
  • eBook ISBN: 9780702084409

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Description

Nursing leadership is now regarded as a core competency to improve clinical outcomes, and nurses need to develop leadership skills from the very start of their career. Be a Leader in Nursing provides a comprehensive, practical guide for nurses through their leadership journey. Written by practising nurse leader Heather Henry, the book focuses on real-world application of leadership models at all levels – from the first moments of a student placement to effective management roles later in a nurse’s career. The enjoyable and approachable text helps the reader to understand, recognize and practise leadership skills, making the book suitable for student nurses covering leadership as part of their curriculum as well as nurses already practising in the system. It will also be invaluable to instructors teaching leadership skills to nursing students.

Key Features

  • Co-designed with current student nurses - contemporary and relevant content
  • Quotes and real case studies to connect principles with practice
  • Clear learning outcomes, practice activities and reflective practice to support learning
  • Easy to read and accessible – chapters can be read in one sitting
  • Practical ‘time out’ activities and ‘how to’ guides to help you to practise leadership skills as you learn
  • Content consistent with the Nursing and Midwifery Council’s (NMC) Standards of proficiency for pre-registration nursing education and the Healthcare Leadership Model
  • Includes current issues such as leading through social media, leadership in multidisciplinary teams and crises such as pandemics and managing failure
  • Companion videos share nurses’ leadership experiences

Table of Contents

  • Cover image
  • Title page
  • Table of Contents
  • Copyright
  • Foreword by Dr. Katerina Kolyva
  • Foreword by Craig Davidson
  • Preface
  • About the author
  • Acknowledgements
  • Introduction
  •     List of Tables
  •     List of Illustrations
  • Section I. Know Yourself as Leader
  • 1.  What is a leader?
  •     The culture of nurse leadership preregistration
  •     What is a leader?
  •     The importance of diverse and distributive leadership
  •     Leadership at every level
  •     Transferrable leadership skills
  •     Fresh eyes in leadership
  •     Summary
  •     References
  • 2.  Recognising effective leadership models and theories
  •     The evidence for leadership development
  •     Practising leadership is the best way to hone your skills
  •     The fads and fashions of leadership over time
  •     Trait theory
  •     Behavioural theories
  •     Autocratic, democratic and laissez-faire
  •     Theory X and theory Y
  •     The psychological contract
  •     Transactional and transformational leadership
  •     Action-centred leadership
  •     Collective and inclusive leadership
  •     Patient-centred leadership
  •     Collaborative leadership
  •     Servant leadership
  •     Compassionate leadership
  •     Summary
  •     Resources
  •     References
  • 3.  Understanding and developing your leadership behaviours
  •     Good leaders understand themselves
  •     The development of the NHS healthcare leadership framework
  •     Personality and leadership
  •     Emotional intelligence
  •     Empathy
  •     Authentic leadership
  •     Compassionate leadership
  •     Listening
  •     The power of being listened to
  •     Summary
  •     References
  • 4.  Managing yourself
  •     Valuing difference
  •     Strengths-based leadership
  •     Imposter syndrome
  •     Social comparisons
  •     Scarcity
  •     Vulnerability
  •     Failure
  •     Pushing through fear
  •     Fake it till you make it
  •     Finding your body balance
  •     Overconfidence
  •     Resilience
  •     Grit
  •     Saying no
  •     Time management
  •     Leadership in transition
  •     Summary
  •     Resources
  •     References
  • 5.  Using networks, coaches and mentors
  •     Helpers on your leadership journey
  •     The learning and development model
  •     From novice to expert
  •     Take charge of your leadership learning
  •     Coaching
  •     Mentoring
  •     Clinical supervision
  •     Peer-assisted learning
  •     Networking
  •     Reflecting on your leadership journey
  •     Your reflections so far
  •     Summary
  •     Resources
  •     References
  • Section II. Working With Others
  • 6.  Working in teams
  •     What is a team?
  •     The effectiveness of real teams and pseudo teams
  •     Multidisciplinary working
  •     Diversity in teams
  •     Basic conditions for effective teamwork
  •     Reflexive teams
  •     Team creativity
  •     Team effectiveness
  •     The patient’s role in teamwork
  •     Maintaining and improving the wellbeing and motivation of teams under stress
  •     Your team’s reputation
  •     The importance of expressing gratitude
  •     The dynamics of team development
  •     Creating a leadership culture of team-based working
  •     Communicating with your team
  •     How to delegate
  •     Leading teams by example
  •     Role modelling team leadership
  •     The future for teamworking in the NHS
  •     Summary
  •     Resources
  •     References
  • 7.  Engaging others in cocreation
  •     Introduction
  •     Coproduction, codesign and cocreation
  •     Ladder of participation
  •     Person-centred care
  •     Improving the patient experience
  •     The importance of storytelling
  •     Storytelling: Marginalised communities
  •     Experienced-based codesign
  •     Asset-based and strengths-based approaches
  •     Students as assets in cocreation
  •     Leadership through advocacy
  •     Summary
  •     Resources
  •     References
  • 8.  Being assertive and courageous
  •     Being courageous on your first day in placement
  •     Build courage before interviews or presentations
  •     Courageous conversations
  •     Staying under the radar
  •     Problems with speaking truth to power
  •     Be a role model
  •     Manage your expectations
  •     Sort out your ego
  •     Be assertive
  •     Giving feedback assertively
  •     Being assertive in team meetings and situations
  •     Managing conflict in teams
  •     Mediation and negotiation
  •     Asking for what you want
  •     The rise of radical and rebel leadership
  •     Rebels at work
  •     Persuading senior people about your ideas
  •     Be more pirate
  •     Nonviolent struggle
  •     Leadership and learning from high-profile failures
  •     Raising concerns as student nurses
  •     Summary
  •     Resources
  •     References
  • 9.  Using power and influence
  •     What is power and influence?
  •     Being aware of what you can influence
  •     Influencing tactics through the ages
  •     Why nurses need to develop their skills of using power and influence
  •     The nursing now campaign and the triple impact
  •     Understanding power
  •     Raising socio-political awareness in nursing
  •     How to lobby
  •     Old power, new power
  •     The power of connections
  •     Tipping point leadership: When ideas go viral
  •     Understanding followership
  •     Summary
  •     References
  • 10.  Communicating to influence
  •     The communication cycle
  •     ‘selling’ your ideas
  •     Getting your voice heard in meetings
  •     Write in a way that grabs attention
  •     Digital leadership and influence
  •     Blogs, vlogs and podcasts as ways to influence
  •     Why storytelling influences US
  •     Public storytelling
  •     Coping with feedback on social media
  •     Reaction of others and managing envy
  •     Dealing with internet trolls
  •     Summary
  •     References
  • Section III. Improve Health Care
  • 11.  Navigating organisations and systems to improve health care
  •     Machine thinking and complex adaptive systems
  •     Place-based care and integrated care
  •     Understanding health and care systems
  •     Simple, complicated and complex systems
  •     Understanding people’s experience of the system
  •     Understanding system flow
  •     Understanding perverse incentives
  •     The principles of systems leadership
  •     Adaptive leadership
  •     Leadership, culture and climate
  •     The care quality commission’s ‘well-led’ framework
  •     Staff engagement—harnessing staff enthusiasm
  •     Compassion
  •     Summary
  •     Resources
  •     References
  • 12.  Becoming a critical thinker, problem solver and decision maker
  •     Critical thinking
  •     The creative problem-solving process
  •     Organisational factors that can enhance creativity
  •     A systems perspective on creativity
  •     Summary
  •     Resources
  •     References
  • 13.  Leading change
  •     Reflecting on a change journey
  •     Response to change
  •     Noticing the need for change
  •     Acknowledging system drivers
  •     Planned, emergent and spontaneous change
  •     Creating a ‘shared purpose’
  •     Engaging and managing stakeholders
  •     Strong and weak ties
  •     Commitment mapping
  •     Communicating the story of change in the best way
  •     The story of self, US and now
  •     Create an elevator pitch
  •     Summary
  •     Resources
  •     References
  • 14.  Leading quality and improvement
  •     Leadership qualities needed for improvement
  •     Student nurses are ideally placed to support improvement
  •     It starts with clinical governance
  •     Methods to improve: Approaches and techniques
  •     Model for improvement and PDSA cycles
  •     Benchmarking
  •     Lean/Six Sigma
  •     Improvement tools for patient safety
  •     Improvement programmes across the united kingdom
  •     Summary
  •     Resources
  •     UK NHS improvement websites
  •     Non-NHS improvement agencies
  •     Specialist resources
  •     References
  • 15.  Leading projects and programmes
  •     Characteristics of projects and programmes
  •     Elements of project working
  •     Project seacole
  •     Project aims and smart objectives
  •     Project planning
  •     Communication planning
  •     Evaluating improvement projects
  •     Reporting
  •     Sustaining your improvement
  •     Celebrate success and learning
  •     Summary
  •     Resources
  •     References
  • 16.  Leading through entrepreneurship
  •     What is an entrepreneur?
  •     Intrapreneurs
  •     Social entrepreneurs
  •     Business skills are needed!
  •     Inventors, innovators and entrepreneurs
  •     Open and closed innovation
  •     Innovation spiral
  •     Innovation and adaptation
  •     The luck of the entrepreneur?
  •     Summary
  •     Resources
  •     References
  • Epilogue
  • Glossary
  • Index

Product details

  • No. of pages: 315
  • Language: English
  • Copyright: © Elsevier 2022
  • Published: February 24, 2022
  • Imprint: Elsevier
  • Paperback ISBN: 9780702084393
  • eBook ISBN: 9780702084409

About the Author

Heather Henry

Heather is a practising Queen's Nurse and the former chair of the New NHS Alliance, which influences national health strategy and policy on health inequalities. Her national nurse leadership focuses on the development of primary and community nursing, with a particular focus on general practice nursing. She is a former cardiothoracic nurse, general practice nurse, PCT deputy director of commissioning, PCT director of primary care and children’s trust project director. She specialises in health inequalities, salutogenesis (health creation) asset based community development (ABCD) and social innovation.

Affiliations and Expertise

Queen’s Nurse,Honorary Senior Lecturer, University of Salford, Manchester, UK

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