Gary Day, Sandra Leggat

Leading and Managing Health Services

• Broschiertes Buch

Produktbeschreibung

Leading and Managing Health Services: An Australasian Perspective provides a comprehensive overview of leadership and management in health services with a particular focus on the Australasian context. This text aims to help students develop leadership and management skills, and to critically analyse the issues they will face in practical health service settings. The book features a contemporary approach to learning, in line with the Health LEADS Australia framework which focuses on five key leadership attributes: Leads self, Engages systems, Achieves outcomes, Drives innovations and Shapes systems. Further, it offers a rich pedagogy both in the text and companion website. Chapters include case studies to provide examples of management and leadership issues in healthcare settings, and a wealth of reflective, short answer and multiple-choice questions to extend student learning. Written by respected Australian academics and industry experts, this text will equip health professional students with practical skills to successfully manage change and innovation.

Produktdetails

• Verlag: Cambridge University Press
• Seitenzahl: 396
• Erscheinungstermin: 10. September 2015
• Englisch
• Abmessung: 254mm x 203mm x 21mm
• Gewicht: 847g
• ISBN-13: 9781107486393
• ISBN-10: 1107486394
• Artikelnr.: 42584484

Autorenporträt

Gary Day is a Professor of Health Services Management in the Centre of Health Innovation, School of Medicine, Griffith University.

Inhaltsangabe

Part I. Introduction: 1. Concept of leadership and management in health services Mindaugas Stankunas
2. Leadership and management frameworks and theories Melanie Bish
Part II. Leads Self: 3. Ethical leadership Gian Luca Casali and Gary E. Day
4. Self-management John Adamm Ferrier
5. Emotional intelligence and self-awareness Leila Karimi and Jiri Rada
6. Exploring values Eleanor Milligan and Jennifer Jones
7. Ambiguity and leadership Mark Avery
8. Leadership and critical reflective practice Lorraine Venturato
Part III. Engages Others: 9. Communication leadership Mark Keough
10. Leading inter-professional teams Katrina Radford and Anneke Fitzgerald
11. Clinical governance Cathy Balding
12. Partnering with stakeholders Sharon Brownie and Audrey Holmes
13. Power and political astuteness Nicola McNeil
14. Influencing strategically Mark Avery
15. Networking John Rasa
Part IV. Achieves Outcomes: 16. Holding to account Ged Williams and Linda Fraser
17. Critical thinking and decision making Richard Baldwin
18. Managing and leading staff David S. Briggs and Godfrey Isouard
19. Project management Zhanming Liang
20. Financial management Ian Edwards
21. Negotiating Sandra G. Leggat
Part V. Drives Innovation: 22. Creativity and visioning Godfrey Isouard
23. Evidence-based practice Sandra G. Leggat and Denise M. Jepsen
24. Successfully managing conflict Gary Day
25. Building positive workplace cultures Gary Day and Kirsty Marles
26. Leading and managing change Gary Day and Elizabeth Shannon
27. Quality and service improvement Martin Connor
Part VI. Shapes Systems: 28. Workforce-planning Ged Williams and Ben Archdall
29. Strategic planning Sandra G. Leggat
30. Health service planning Chaojie Liu and John Adamm Ferrier.