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Management and Leadership for Nurse AdministratorsAuthors: Linda A. Roussel, Tricia Thomas, James L. Harris
To succeed as leaders of a diverse, multigenerational workforce, nurse managers and executives need to have both traditional management skills and a contemporary, creative mindset. Management and Leadership for Nurse Administrators, Eighth Edition, is a comprehensive overview of key management and administrative concepts that are critical to leading healthcare organisations and ensuring patient safety and quality care. The text prepares nursing students and professional administrators to lead a workplace that is rapidly evolving due to technology, culture, and changes in the U.S. healthcare system.
The eighth edition of Management and Leadership for Nurse Administrators features an updated discussion of the business of health care, including resource procurement, revisions to the Affordable Care Act, and financial management relating to reimbursement. It also focuses on transformational leadership principles, such as how leading with emotional intelligence can foster communication, conflict resolution, team building, and joy in the workplace.
Hear from the authors directly in their most recent Webinar https://youtu.be/FQjPlXAebvo.
Features and Benefits
Using polarity thinking to embrace problems, conflict, and resistance in health care
Using implementation science to promote sustainable quality improvement and move toward the Institute of Healthcare Improvement IHI quadruple aim
Leading and managing population health initiatives
New content on management strategies for mentoring and coaching a diverse nursing staff
Crosswalks for major content areas and competencies from AONE, ACHE, and other professional organisations.
TABLE OF CONTENTS
Part 1 Leading in Times of Complexity and Rapid Cycle Change
Chapter 1 Forces Influencing Nursing Leadership
Chapter 2 Leadership Theory and Application for Nurse Leaders
Chapter 3 Professional Practice: A Prototype Linking Nursing in Interprofessional Teams
Chapter 4 Executive Coaching as a Lever for Professional Development and Leadership in Healthcare Organizations
Chapter 5 Leading in an Era of Change and Uncertainty: Driving Excellence in Practice While Developing Leaders of the Future
Part 2 Leading the Business of Health Care: Processes and Principles
Chapter 6 Organizational Structure and Accountability in Healthcare Systems
Chapter 7 Strategic Practices in Achieving Organizational Effectiveness
Chapter 8 Procuring and Sustaining Resources: The Budgeting Process
Chapter 9 Maximizing Human Capital
Chapter 10 Managing Performance
Chapter 11 Information Management and Knowledge Development as Actions for Leaders
Part 3 Leading to Improve the Future Quality and Safety of Healthcare Delivery
Chapter 12 Laws, Regulations, and Healthcare Policy Shaping Administrative Practice
Chapter 13 Risk Anticipation and Management: Creating a Culture of Quality, Safety and Value
Chapter 14 Leaders Achieving Sustainable Outcomes
Chapter 15 Messaging and Disseminating Excellence in Leadership and Ethical Implications
Chapter 16 Leading Implementation for Sustainable Improvement
Chapter 17 Polarity Thinking: A lens for Embracing Wicked Problems, Conflict and Resistance in Health Care
Chapter 18 Future Considerations: Leading and Managing Population Health
Appendix Beyond Leadership: Building the Next Generation of Leaders