TABLE OF CONTENTS
PART 1: LEADERSHIP
1. leadership and management principles
1.1. Leadership and care management differentiated
1.2. Leadership
... [Show More] overview
1.3. Background related to leadership
1.4. Leadership: five interwoven aspects
1.5. Leadership theories
1.6. Contemporary leadership: interactional and relationship-based
1.7. Effective leadership
1.8. Management overview
1.9. Background: the management process
1.10. Contemporary management theories
1.11. Leadership and management implications
1.12. Current issues and trends
2. CHANGE AND INNOVATION
2.1. Theoretical framework
2.2. Change theories/models
2.3. The process of change
2.4. Leadership and change
2.5. Power and politics
2.6. Innovation theory
2.7. Leadership and management implications
2.8. Current issues and trends
2.9. Best practice suggestions for nurse leaders
3. Organizational Climate and Culture
3.1. Research
3.2. Leadership and management implications
3.3. Current issues and trends
4. Managerial Decision-Making
4.1. Decision-making process
4.2. Clinical decision-making
4.3. Managerial and organizational decision-making
4.4. Decision-making tools
4.5. Leadership and management implications
PART 2: PROFESSIONALISM
Prof.Exams
5. Managing Time and Stress
5.1. Components of workplace stress
5.2. Time management strategies for nurse leaders
5.3. Resilience
5.4. Leadership and management implications
6. Role Management
6.1. Leadership and management implications
6.2. Current issues & trends
7. Legal and Ethical Issues
7.1. Ethical components
7.2. Legal perspectives
7.3. Legal definitions
7.4. The legal system and sources of law
7.5. Licensure, multi-state, and distance practice
7.6. Legal documents and the nurse
7.7. Leadership and management implications
PART 3: COMMUNICATION LEADERSHIP
8. Communication Leadership
8.1. Communication theories and models
8.2. Communication to facilitate change: Kotter
8.3. Organizational culture and climate
8.4. Leadership and management implications
8.5. Current communication issues and trends
9. Team Building and Working with Effective Groups
9.1. Why groups are formed
9.2. Advantages of groups
9.3. Disadvantages of groups
9.4. Group decision-making
9.5. Team building
9.6. Working with teams
9.7. Committees
9.8. Effective meetings
9.9. Constructive group roles and behaviors
9.10. Disruptive roles and behaviors
9.11. Managing disruptive behavior in groups
9.12. Leadership and management implications
10. Power and Conflict
10.1. Power
10.2. Sources of power
Prof.Exams
10.3. Social capital in nursing
10.4. Nursing theory and power
10.5. Political power
10.6. Powerlessness/oppression
10.7. Authority and influence
10.8. Leadership and management implications
10.9. Conflict
10.10. Conflict management
10.11. Levels of conflict
10.12. Conflict management
10.13. Bullying and disruptive behavior
10.14. Conflict scales
10.15. Conflict management and alternative dispute resolution
10.16. Conflict resolution
10.17. Leadership and management implications
11. Workplace Diversity and Inclusion
11.1. Creating diversity and inclusion in the workplace
11.2. Leadership and management implications
PART 4: KNOWLEDGE OF THE HEALTH CARE ENVIRONMENT
12. Organizational Structure
12.1. Key theories of organizations as social systems
12.2. Key organizational design concepts
12.3. Organizational charts
12.4. Organizational shapes
12.5. Structural power
12.6. Leadership and management implications
13. Decentralization and Governance
13.1. Leadership and management implications
14. Strategic Management
14.1. Elements of a strategic plan
14.2. Implementation of the strategic plan
14.3. Leadership and management implications
14.4. Current issues and trends
15. Professional Practice Models
15.1. Professional practice models
15.2. Structures and processes that support care delivery models
15.3. Care delivery models
15.4. Evolving models
15.5. Innovative models
Prof.Exams
15.6. Leadership and management implications
15.7. Current issues and trends
16. Case and Population Health Management
1.1. Case management
1.2. Disease management
1.3. Leadership and management implications
17. Nursing Leadership for Evidence-Based Practice
17.1. Steps for performing evidence-based practice
17.2. Implementing and sustaining evidence-based practice changes
17.3. An evidence-based practice exemplar
17.4. Organizational infrastructure and context
17.5. Leadership roles in promoting evidence-based practice
17.6. Leadership and management implications
18. Quality and Safety
18.1. Health care quality in a new millennium
18.2. Leadership and management implications
18.3. Industrial models of quality
18.4. Standards of quality
18.5. Quality and safety performance improvement models
18.6. Costs associated with waste in health care
19. Measuring and Managing Outcomes
19.1. Influences on outcomes
19.2. Measurement of outcomes
19.3. Elements of outcomes research
19.4. Leadership and management implications
19.5. Current issues and trends
PART 5: BUSINESS SKILLS
20. Workplace Violence and Incivility
20.1. Leadership and management implications
21. Nursing Workforce Staffing and Management
21.1. Framework for staffing management
21.2. Strategies influencing staffing management
21.3. Leadership and management implications
21.4. The staffing management plan
21.5. Organizational outcomes
22. Budgeting, Productivity and Costing Out Nursing
22.1. The budget processes
Prof.Exams
22.2. Tracking and monitoring of budgets
22.3. Leadership and management implications
22.4. Productivity
23. Performance Appraisal
23.1. Purpose of performance appraisals
23.2. Issues in performance management
23.3. Developing employees through the performance appraisal and review
23.4. Leadership and management implications
24. Emergency Management and Preparedness
24.1. Transitioning theory into practice for all-hazards preparedness
24.2. Getting started: first steps
24.3. Crisis standards of care
24.4. Leadership and management implications
24.5. Current issues and trends
25. Nursing Informatics for Leaders in Clinical Nursing
25.1. Current issues and trends
25.2. Leadership and management implications
26. Marketing
26.1. Key marketing concepts
26.2. Leadership and management implications [Show Less]