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Distributed Leadership in Nursing and Healthcare: Theory, Evidence and Development
Ruth Northway, John Cullen, Elizabeth A. Curtis, et al.
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Naturwissenschaften, Medizin, Informatik, Technik / Allgemeines
Beschreibung
This book claims to be like no other and that is so true. The editors and authors each add quality guidance around distributed leadership to readers, providing evidence-based examples, useful websites and key reading material to support and supplement the ideas being presented.Bridie Kent, Professor in Leadership in Nursing, University of Plymouth, UK This book, thankfully, isnt about self-defined heroic organizational leaders or power-hungry political leaders it tells the stories of the people doing leadership every day in their work to make healthcare happen.Scott Taylor, Business School Director of Admissions, University of Birmingham, UK This innovative book brings together experts from health sciences, nursing, business and management backgrounds to provide a broad analysis of the growing field of distributed leadership. The book offers health professionals practical guidance on applying distributed leadership, resulting in more effective forms of collaborative clinical teamwork and lasting improvements in care. The text: Offers a comprehensive collection of perspectives, featuring chapters by expert clinical, nursing and management studies contributorsSynthesizes and explores recent developments in the leadership and distributed leadership research literatureSupports research and theory with examples of cases of effective distributed leadership in clinical practice, service quality, patient safety, leadership development, general nursing, midwifery education, oncology services, intellectual disability, evidence-based practice and organizational change and developmentProvides an international focus, to encourage reflection on learning from experiences across Europe and beyondDistributed Leadership in Nursing and Healthcare is essential reading for health professionals, undergraduate and postgraduate students, and researchers working in the field of leadership. Edited by:Elizabeth A. Curtis, Assistant Professor, Trinity College Dublin, IrelandMartin Beirne, Emeritus Professor of Management and Organisational Behaviour at the University of Glasgow, UKJohn G. Cullen, Associate Professor, Maynooth University, IrelandRuth Northway, Professor of Learning Disability Nursing, University of South Wales, UKSiobhn M. Corrigan, Assistant Professor, Trinity College Dublin, Ireland
