Including perspectives from across various health sectors, Leading and Managing Health Services considers the fundamental leadership and management skills students need to successfully navigate change and innovation in health service settings. The second edition has been updated to reflect changes to the health services industry in recent years. Two new chapters on empathic leadership and leading and managing in the digital age cover concepts including compassionate care, digital health, artificial intelligence and telehealth. Each chapter includes definitions of key terms for easy reference, contemporary case studies to provide relevant industry perspectives and end-of-chapter reflective and self-analysis questions for deeper student engagement. Written by leading academics and industry experts, Leading and Managing Health Services provides students with practical skills to lead and manage in a wide range of healthcare settings, no matter where they sit in the organisational structure.
Daugiau informacijos
Leading and Managing Health Services considers the skills students need to successfully navigate change in health service settings.
Part I. Introduction:
1. Concepts of leadership and management in health
services Sandra G. Leggat;
2. Leading and managing: Frameworks and theories
Gary E. Day; Part II. Leads Self:
3. Leading ethically 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 Ahmad Saedisomeolia;
9. Empathic
leadership Sandra G. Leggat; Part III. Engages Others:
10. Communication
leadership Mark Keough;
11. Leading interprofessional teams Katrina Radford
and Janna Anneke Fitzgerald;
12. Clinical governance Cathy Balding;
13.
Partnering with stakeholders Sharon Brownie and Audrey Holmes;
14. Power and
political astuteness Nicola McNeil;
15. Influencing strategically Mark Avery;
16. Networking John Rasa; Part IV. Achieves Outcomes:
17. Holding to account
Ged Williams and Linda Fraser;
18. Critical thinking and decision-making
Richard Baldwin;
19. Managing and leading staff Godfrey Isouard;
20. Project
management Zhanming Liang;
21. Financial management Christine Dennis;
22.
Negotiating Sandra G. Leggat; Part V. Drives Innovation:
23. Creativity and
visioning Godfrey Isouard;
24. Evidence-based practice Sandra G. Leggat;
25.
Successfully managing conflict Gary E. Day;
26. Building positive workplace
cultures Gary E. Day and Kirsty Marles;
27. Leading and managing change Gary
E. Day;
28. Healthcare quality and service improvement Mohamed Khalifa;
29.
Leading and managing in the digital age Mark Keough and James Boyd; Part VI.
Shapes Systems:
30. Workforce-planning Ged Williams and Ben Archdall;
31.
Strategic planning and sustainability Sandra G. Leggat;
32. Health service
planning Chaojie Liu and John Adamm Ferrier.
Gary E. Day RN, EM, DipAppSc (Nurs Mgt), BNurs, MHM, DHSM, FCHSM, FGLF Deputy Dean (Programs) and Professor of Health Services Management at ECA College of Health Sciences and Adjunct Professor Health Services Management at Queensland University of Technology. Professor Gary E. Day is a senior executive with over 35 years' experience as a consultant, project manager, director and chief executive officer as well as a clinician, academic, researcher and author. Gary has worked in both the for-profit and the not-for-profit healthcare sectors across Australia and internationally, and in the higher education sector. He has played leading roles in major infrastructure and change management projects, and organisation-wide roles in workforce development and learning; medical education; and clinical governance and quality. Sandra G. Leggat MHSc, MBA, Ph.D., FCHSM, Emeritus Professor, Health Services Management, La Trobe University. Emeritus Professor Sandra G. Leggat has worked as a senior health executive in management and consulting roles in both Australia and Canada. She has studied healthcare systems around the world, with a focus on human resource management and leadership. Sandra has written a large number of journal publications and book chapters, and she has editorial experience with the Australian Health Review and the Asia Pacific Journal of Health Management. Sandra is currently Chair of the Board of a regional hospital in Australia.
