Practical Leadership and Management in Healthcare (For Nurses and Allied Health Professionals), 2nd edition

Eleanor J. Sullivan University of Kansas Medical Center
Gayle Garland University of Leeds

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Practical Leadership and Management in Healthcare is the definitive ‘how to’ guide for leadership and management in nursing and healthcare. Now in its second edition, it provides a comprehensive analysis of the theories, models and skills of leading and managing needed by UK healthcare professionals, and provides a basis for developing knowledge, skills and behaviours needed for effective leadership and management.

Nursing and healthcare professionals of all levels are required to demonstrate effective leadership and management skills; planning, organising, delivering and evaluating care are management responsibilities that occur every day, whilst anticipating patient needs and motivating others are ways of leading with integrity. This book offers clear and practical advice on how to make an impact as a leader, from the frontline to the boardroom.

New! Up-to-date policy content, in line with the Health and Social Care Act 2011
New! Practical approach and helpful advice for real-world management situations
New! Focus on leadership challenges such as dealing with conflict, managing change, group decision making and effective team work
New! Section dedicated to practical first-level management
New! Expanded to include both nursing and healthcare fields

Part 1: Putting Leadership and Management in Perspective

Chapter 1: The Importance of Leadership and Management by Nurses

Chapter 2: Understanding Management and Leadership

Chapter 3: How Organisations Shape Leadership and Management

Chapter 4: Understanding Power, Policy and Politics

Part 2: Practical Skills for Leading and Managing

Chapter 5: Leading and Managing in Teams

Chapter 6: Leading through communication

Chapter 7: Delegating Successfully

Chapter 8: Motivating and Developing Others

Chapter 9: Working with Conflict and Difference

Chapter 10: Critical and Creative Thinking, Decision Making, and Problem Solving

Chapter 11: Leading and Managing Change and Transition

Chapter 12: Self Care: Managing Stress and Time

Part 3: Practical First Level Management

Chapter 13: Budgeting, Staffing, and Managing Resources

Chapter 14: Recruiting and Selecting Staff

Chapter 15: Clinical Supervision, Capability and Development Review

Chapter 16: Quality Improvement and Risk Management

Chapter 17: Information Management

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