Manual From Management to Leadership: Strategies for Transforming Health

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No Excuses. Jennifer Robin. Leadership: Understanding Theory, Style, and Practice. John O. Tools for Team Leadership. Gregory E. From Therapist to Coach. David Steele.

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Chris Argyris. Executive Coaching. Lewis R. Healthcare Leadership Distilled. Matthew J. From Conflict to Creative Collaboration. Rosa Zubizarreta. Sharon Ting. Set-up-to-Fail Syndrome.


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Introduction: Leading Transformative Change

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From Management to Leadership: Strategies for Transforming Health (3rd ed.)

William S. Influence for Impact. Values-Driven Change. Bill Gellemann. The Process Matters. Joel Brockner. The Elements of Mentoring. Brad Johnson.

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The Importance of Strategic Healthcare Leadership

Martha Finney. Len Sperry. Coaching for Change. John L. Ethical Issues for Coaches. The Coachable Leader. Peter J. Leadership in Organizations. David I. Blended Coaching. Gary S. Fast Facts for the Clinical Nurse Manager.

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Corporate Coaching. Sraban Mukherjee. Felicia Page. Transforming Leadership. Terry Anderson. Starting a Movement. Kenneth C. In health care, this includes delivering safe and reliable care in dynamic, stressful environments Robertson et al. Furthermore, recent evidence suggests that many of these factors can be trained, efforts to create and assess multilevel resilience interventions have been made e. Wacker and Kolbe noted that leadership serves several critical functions in the context of health care and shaping patient safety outcomes. In fact, leadership is a cornerstone of well-validated training programs e.

Importantly, health care teams may be most effective when leadership is shared across members e. In the health care domain, a number of factors may help explain why team leadership is effective, including the prevalence of a interdisciplinary team members, b complex and dynamic tasks, and c membership fluidity. Furthermore, health care teams often face complex situations, which require a high level of interdependence and creativity to tackle.

Finally, some forms of medical teams e. Psychological safety plays an integral role in promoting learning and team performance in health care e. A lack of this important psychosocial factor may act as a barrier to identifying and mitigating the consequences of medical error; conversely, a high degree of psychological safety should facilitate conditions that enable learning and reduce mistakes. For example, Appelbaum, Dow, Mazmanian, Jundt, and Appelbaum found that individuals reporting higher levels of psychological safety were more likely to report adverse events, argued to be critical for mitigating the possibility of their reoccurrence.

Psychological safety has also been identified as an important agent in process and quality improvement efforts in health care. In a similar vein, Nembhard and Edmondson found psychological safety was related to engagement in quality improvement work e.