Foreword; About the authors; Preface
1. What do we mean by leadership?
1.1 What does the term 'leadership'
mean to you?
1.2 So what is leadership?
1.3 Why is leadership so important in
health and social care today?
1.4 Informal and formal
leadership
1.5 Leadership or management?
1.6 What makes a good leader?
2. Theories of leadership
2.1 Introduction
2.2 Are you a leader or a
manager?
2.3 The history of leadership
2.4 Defining 'theory'
2.5 The trait theories
2.6 The behavioural theories
2.7 New paradigm leadership
theories
2.8 Identifying your leadership
style
3. The skills and qualities of effective
leaders
3.1 Introduction
3.2 Are leaders born or made?
3.3 What are the key skills and
qualities of a leader?
3.4 Communicating effectively
3.5 Assertiveness
3.6 Emotional intelligence as a
leadership tool
4. Leadership, values and culture
4.1 Introduction
4.2 What do we mean by culture?
4.3 Ethics
4.4 Cultural identity beyond the
organisation
4.5 Working beyond the national
culture?
4.6 Cultural gap
4.7 So why is understanding of
culture important in leadership?
5. Leadership, power and influence
5.1 Introduction
5.2 So what is power?
5.3 Sources and bases of power
5.4 Powerlessness
5.5 Abuse of power
5.6 Transfer of power
5.7 The paradox of power
5.8 So why is understanding the
nature of power important to you?
5.9 Identifying sources of
influence
5.10 Symbols and words
5.11 Politics and power
6. Leadership and improvement
6.1 Introduction
6.2 The meaning of change for the
individual
6.3 Drivers for change
6.4 Decision-making
6.5 The leader as a catalyst for
change
6.6 Quality improvement
6.7 Change management models
6.8 Motivational theory
6.9 Negotiating skills
6.10 Conflict management
7. Leadership and health and social care
policy
7.1 Introduction
7.2 The NHS and care services - how
we got to where we are
7.3 A brief history of healthcare in
the UK
7.4 A brief history of social care
services in the UK
7.5 Policy and strategy drivers
7.6 Why is knowledge of government
policy important?
7.7 So how can you influence
policy?
7.8 The rise in status of the service
user and carer as leaders
7.9 Leadership in health and social
care services
7.10 Health and social care services
and you
8. Leadership development - so where do you go from
here?
8.1 Introduction
8.2 Where are you now?
8.3 Strengths, weaknesses,
opportunities and threats
8.4 Where do you want to be?
8.5 Clinical supervision
8.6 Action learning sets
8.7 Coaching
8.8 360 degree feedback
8.9 Learning from doing
8.10 Developing an action plan
References; Index
Louise Jones is an executive and leadership coach with many years’
experience in leadership roles within higher education. She has
been Dean of Health, Deputy Pro Vice Chancellor (Educational
Partnerships) and Strategic Director for Health and Wellbeing at
the University of Worcester, and has been Vice Chair of Council at
the Chartered Society of Physiotherapy. At a national level Louise
has served as Vice Chair of Council of the Chartered Society of
Physiotherapy and as the elected England Representative on the
Executive of the Council of Deans of Health for a number of
years.
She is currently the Chair of Governors at Halesowen College, a
large General Further Education College, and an Investigating
Committee member for the Nursing Midwifery Council. Louise runs her
own coaching and mentoring consultancy, Louise Jones
Consulting.
Dr Clare L. Bennett is a registered nurse with a background in
immunology, HIV infectious diseases and sexual health. She is
currently a Senior Lecturer at Cardiff University and teaches
health promotion, public health, leadership and quality improvement
on undergraduate and postgraduate programmes for nurses and allied
health professionals. Clare is also an honorary lecturer at the
University of Freiburg, Germany. She is a researcher in the field
of sexual health promotion, teaches research methods and supervises
doctoral students. She is widely published in academic journals and
has co-authored three textbooks.
‘Having taught leadership in health and social care for several
years in higher education, I found this book to be an excellent
read. The information is relevant to those working in health and
social care, as are the activities, which are identified
throughout.
The fundamental principles and concepts of leadership are explored
in an easy writing style suitable for most readers, cleverly
interweaved with pertinent diagrams and easily replicated mind
maps, giving the whole experience a practical stance supported by a
relevant evidence base.
In conclusion, the social and political stance of this text is
sensitively weaved throughout, encouraging the wider thought
processes of the reader. Images and illustrations provide a welcome
and useful change to the traditional academic text, and I would
recommend the book as an important reference resource for those
starting on their leadership journey, or for those wanting to
update. A well-informed, easy read that I will be recommending to
our students to support their studies.’
British Journal of Biomedical Science
‘I believe this book will help me to develop my leadership skills
and give me a background knowledge on how leadership can be
influenced by other factors and the skills needed to be an
effective leader within my own career, which I feel every student
reading this book would benefit from.
The book is written in an easy-to-read way, whilst containing a
good amount of knowledge and information for students in any year
of a degree course.’
Student nurse blog, studentnurseandbeyond.co.uk
Inspiring, interactive and easy to digest.
‘I actually love this book. I received it as a review copy as a
student nurse and it has helped me to understand leadership
theories in preparation for my dissertation. It breaks everything
down and has examples and activities throughout. I never thought
I'd be interested in leadership as quite an introverted person but
it's given me a whole new perspective and I feel like I can develop
my own leadership skills now thanks to this book.’
Amazon reviewer
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