Leading and Managing in Contemporary Health and Social Care

Leading and Managing in Contemporary Health and Social Care

1st Edition - January 18, 2022

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  • Editors: Elizabeth Anne Rosser, Cate Wood
  • Paperback ISBN: 9780702083112
  • eBook ISBN: 9780702083129

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Description

An understanding of leadership and management theory and practice is integral to the success of a new generation of health and social care professionals, and managers of services. It is equally important for educators in the field. Leading and Managing in Contemporary Health and Social Care by Elizabeth Rosser and Cate Wood supports the development of all health and social care professionals as managers and leaders in today’s rapidly evolving environment. This new title addresses pertinent topics including: integration and enhancement of health and social care services; interprofessional working; the importance of a strong organizational culture; developing individual resilience; leading innovation; and practising successful project and financial management within global and culturally sensitive contexts. With a growing mandate for health and social care professionals to understand leadership and management within their organizations, and a strong appreciation of these skills by employers, this new book is an important contribution that students and educators alike will welcome.

Key Features

  • Comprehensive and authoritative text written by experts in their field
  • Fifteen chapters offer current thinking from a range of different perspectives
  • Presents leadership management theory that can be applied across a wide range of workplaces
  • Includes summary points and case studies for reflection and application
  • Ideal reference for Master’s students and those undertaking MBA courses with a focus on health and social care

Table of Contents

  • Cover image
  • Title page
  • Table of Contents
  • Copyright
  • Contributors
  • Preface
  • Organization of the Book
  • 1. Setting the Global and Regional Context in Contemporary Health And Social Care
  • Introduction
  • Common Global Health and Social Care Challenges
  • Health and Social Care in the United Kingdom
  • The Nature of Leadership and Management
  • Conclusion
  • References
  • 2. Leadership for 21st Century Health and Social Care: Leading Innovation
  • Introduction
  • Innovations in Leadership Approaches
  • The Rise of System Leadership
  • Innovation in Leadership Practice
  • Compassionate Leadership
  • Leadership in the Community: Innovations in Delivering Care
  • Doing it for Themselves: Personalized Care and Patient Leaders
  • Conclusion
  • References
  • 3. Crafting Positive Organizational Culture and Behavior in 21st Century Health and Social Care: Future Implications for Leadership
  • Introduction
  • Organizational Culture
  • Why Does Culture Matter?
  • Threats to Positive Work Cultures
  • Strategies for Creating Positive Work Cultures that Promote Desired Behaviors
  • Conclusion
  • References
  • 4. Strategic and Executive Leadership in Health and Social Care: Through Politics and Power
  • Introduction
  • Strategic/Executive Leadership
  • Developing the Strategic Direction
  • Leadership and Culture
  • Inclusive and Compassionate Leadership
  • System Leadership and the Integration of Care
  • Leadership Lessons from the Covid-19 Pandemic
  • Conclusion
  • References
  • 5. Strong Leadership: Quality Care, Safety, and Safeguarding
  • Introduction
  • Strong leadership
  • The challenges facing health and social care
  • The impact and consequences of leadership decisions
  • The importance of strategic partners for promoting patient/client safety in high quality social care
  • The importance of measures required to ensure effective safeguarding of vulnerable citizens
  • Conclusion
  • References
  • 6. Managing and Leading People and Teams: Building Strong Teams
  • Introduction to Teamworking in Health and Social Care
  • Understanding Teamwork and Leading Teams (Generic Literature)
  • Types of Teams
  • Group Dynamics and Team Development
  • Stages of Team Development
  • Leadership and Teams
  • The Key Elements of Effective Leadership in Teams
  • Leading Interdisciplinary Health and Social Care Teams
  • Conclusion
  • References
  • 7. Resilience: Managing Self and Managing Risk
  • Introduction
  • Building Individual Resilience
  • Risk Management
  • Corporate and Individual Responsibility
  • Resilience Within an Organization
  • Conclusion
  • References
  • 8. The Importance of Communication in Leadership and Management in Health and Social Care
  • Introduction
  • Ways to Understand Communication
  • The Role of Technology in Communication
  • Developing Effective Communication in your Practice
  • Conclusion
  • References
  • 9. Making Data Matter for Strategic Leadership
  • Introduction
  • Context: Policy and Governance Relating to Data for Health and Social Care
  • How are Health and Social Care Data Collected?
  • How are Collection and Use of Data Regulated?
  • Social Care Data
  • Data and Analytics in Practice
  • Planning and Service Transformation
  • Evaluating Innovation in Health and Social Care
  • Opportunities and Challenges Using data in the Digital Age
  • A Potential Way Forward: Learning Health Systems in the United Kingdom
  • Conclusion
  • References
  • 10. Financial Management for Leaders and Managers in Health and Social Care
  • Introduction
  • Trends in Health Care Spending
  • How are Health Systems Financed?
  • A Focus on the United Kingdom
  • Where the Money Goes—Expenditure on Health and Social Care Services
  • Containing the Growing Costs of Health Care
  • Financial Management in Health Care
  • Adult Social Care Funding and Finance
  • Conclusion
  • References
  • 11. Leading and Managing Change
  • Introduction
  • Change Management Approaches
  • Types of Change in the Contemporary Environment
  • The Role of Leaders in Contemporary Change Contexts
  • Change readiness: The Antidote to Resistance
  • The Value of Storytelling and Social Movements in Achieving Change
  • Conclusion
  • References
  • 12. Responsible Project Management in Health and Social Care
  • Introduction
  • Project Management Framework and Terms
  • Perspectives on Project Management
  • Success of Projects
  • Project “Front end” (Initial Conception and Decision to Formalize A Project)
  • Case Study (Fife, Scotland): Front end (Initial Conception and Decision to Formalize the Project)
  • Project Delivery
  • Conclusion
  • References
  • 13. Coaching and Mentorship for Successful Leadership
  • Introduction
  • Coaching, Mentoring, and Practice Supervision
  • The Effectiveness of Coaching, Mentoring, and Practice Supervision
  • Strategies for Support
  • Conclusion
  • References
  • 14. Global Challenges Facing Health and Social Care Leaders
  • Introduction
  • Overview of Migration
  • Cultural Competence and Cultural Safety
  • Health Care Workers as Migrants
  • Thoughtful Delegation
  • The Role of Global Organizations
  • Conclusion
  • References
  • 15. Future Implications for Health and Social Care Leadership
  • Introduction
  • Integrating and Reconfiguring the Workforce
  • Future Leadership for Health and Social Care
  • Cultural Values and Leadership
  • Organizational Culture and Compassion
  • Teamwork and Educating for Collaboration
  • Attributes for Leading and Managing
  • Conclusion
  • References
  • Index

Product details

  • No. of pages: 208
  • Language: English
  • Copyright: © Elsevier 2022
  • Published: January 18, 2022
  • Imprint: Elsevier
  • Paperback ISBN: 9780702083112
  • eBook ISBN: 9780702083129

About the Editors

Elizabeth Anne Rosser

Affiliations and Expertise

Professor Emeritus, School of Health and Social Care, Bournemouth University, Bournemouth, UK

Cate Wood

Affiliations and Expertise

Researcher, Faculty of Health and Life Sciences, Oxford Brookes University, Oxford; Clinical Facilitator, RCGP, London; Honorary Clinical Fellow, Plymouth University, Plymouth

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