Alison H. James, DAHP, MA, PGCE, BA, DIP HE, RGN, BA, SFHEA, is a Reader in the School of Healthcare Sciences at Cardiff University, Wales, UK, where she teaches and researches in healthcare leadership. Before returning to Wales in 2013, Alison worked in clinical practice and higher education in Oxford. She is the co-author of Clinical Leadership in Nursing and Healthcare. David Stanley, NursD, MSC HS, BA NG, DIP HE, GRAD CERT HPE, worked through his formative career in several hospitals and clinical environments in Australia. After several years of volunteer work in Africa, he moved to the UK and worked as a Coordinator of Children’s Services and as a Nurse Practitioner. He developed the Congruent Leadership theory and has taught at several Australian Universities.

• Preface xAcknowledgements xiiAbout the Authors xiiiAbout the Notes On… Series xv1 Introduction 11.1 About This Book 11.2 Leadership and Management are Different! 41.3 The Difference 51.3.1 Management 51.3.2 Leadership 61.4 The Challenges Leaders and Managers Face 71.5 Summary 92 What Is This Leadership Thing? 112.1 Introduction 112.2 Defining Leadership 122.3 Definition of Nurse Leadership 142.4 Theories of Leadership 152.4.1 The Great Man Theory 152.4.2 The Heroic Leader 152.4.3 The Big Bang Theory 152.4.4 Trait Theory 162.4.5 Style Theory 162.4.6 Situational or Contingency Theory 172.4.7 Transformational Leadership Theory 172.4.8 Transactional Leadership Theory 182.4.9 Authentic/Breakthrough Leadership 192.4.10 Servant Leadership Theory 192.4.11 Shared/Collaborative Leadership 212.4.12 Compassionate Leadership 212.4.13 Congruent Leadership 222.4.14 Conscious Leadership 232.5 Summary 243 Characteristics of Effective Nurse Leaders 253.1 Introduction 253.2 Qualities of Effective Nurse Leaders 263.3 Hard Skills for Effective Nurse Leadership 273.3.1 Advanced Clinical Knowledge and Technical Skills 273.3.2 The Healthcare System, Advocacy and Policy 273.3.3 The Day- to- Day Clinical Activities of Your Role 283.3.4 Conflict Management, Networking and Negotiation 283.3.5 Finance, Business and Human Resource Management 283.3.6 Strategic Management 293.3.7 Political Awareness 293.3.8 Professional Development 293.4 Soft Skills for Effective Leadership 303.4.1 Sense of Teamwork and Collaboration 303.4.2 Creativity and Innovation 313.4.3 Dedication to Excellence 323.4.4 Create a Culture That Drives High Reliability and Quality 323.4.5 Being Approachable 333.4.6 Honesty and Integrity 333.4.7 Excellent Interpersonal Skills and Effective Emotional Intelligence 333.5 Other Characteristics to Consider 353.5.1 Courage 353.5.2 Vulnerability 353.5.3 Compassion and Empathy 363.6 The Attributes “Least” Likely to Foster Effective Nurse Leadership 363.6.1 Visionary 363.6.2 Controlling 373.6.3 Bias/Favouritism 373.6.4 Dishonesty 373.7 Summary 374 Self- Care for Leadership Effectiveness 394.1 Introduction 394.2 Self- Care 394.3 Caring for Self 414.4 Building Self- Care and Self- Compassion 434.5 Mindfulness 444.6 Resilience 454.7 Summary 465 Leadership for Innovation and Change 475.1 Introduction 475.2 Tools for Change 495.2.1 SWOT Analysis 495.2.2 Stakeholder Analysis 505.2.3 Pettigrew’s Change Model 505.2.4 The Change Management Iceberg 515.2.5 PEST or STEP 525.2.6 Kotter’s Eight- Stage Change Process 525.2.7 Nominal Group Technique 535.2.8 Process Re- Engineering 545.2.9 Force Field Analysis (FFA) 555.2.10 Initiating, Envisioning, Playing, Sustaining: A Theoretical Synthesis for Change 565.2.11 Seven S- Action Words Model for Organisational Change 575.2.12 Beckhard and Harris’s Change Equation 575.2.13 People- Mover Change Model: Effectively Transforming an Organisation 575.2.14 Instituting Organisational Change: A Examination of Environmental Influences 585.3 Change Is Never Simple Even with a Model 585.4 Resistance to Change 595.5 Successfully Dealing with Change 615.6 Leadership, Innovation and Change are Linked 625.7 Summary 646 Leadership and Teams 666.1 Introduction 666.2 Healthcare Teams Defined 676.2.1 A Group 686.2.2 A Team 686.3 The Value of Teamwork 696.4 Types of Established Teams 716.4.1 High- Performance Teams 716.4.2 OK or Functional Teams 726.4.3 Struggling Teams 736.4.4 Self- Led Teams 746.5 Building Powerful Teams 766.6 Support and Challenge 776.6.1 Support 776.6.2 Challenge 776.7 Team Building 786.8 Team Roles 796.9 Leadership and Teams 816.10 Trust 816.11 Summary 837 Leadership and Networking 857.1 Introduction 857.2 Networking and Influencing for Change 867.3 The Skills of Networking 867.4 Summary 908 Leadership and Values 918.1 Introduction 918.2 Change and Values 928.3 Facing the Challenges and Balancing Power 948.4 Leadership and Its Role in Social Justice 968.5 Summary 979 The Challenges of Nurse Leadership 989.1 Introduction 989.2 Leading During Challenging Times 999.3 Examples of Leading Through Crises 1009.4 Leading with Self- Care 1019.5 Summary 10210 Followership 10410.1 Introduction 10410.2 Defining Followership 10510.3 Follower Responsibilities 10510.4 Good Followers 10710.5 Poor Followers 10910.6 Summary 110References 111Index 134

Alison H. James, DAHP, MA, PGCE, BA, DIP HE, RGN, BA, SFHEA, is a Reader in the School of Healthcare Sciences at Cardiff University, Wales, UK, where she teaches and researches in healthcare leadership. Before returning to Wales in 2013, Alison worked in clinical practice and higher education in Oxford. She is the co-author of Clinical Leadership in Nursing and Healthcare. David Stanley, NursD, MSC HS, BA NG, DIP HE, GRAD CERT HPE, worked through his formative career in several hospitals and clinical environments in Australia. After several years of volunteer work in Africa, he moved to the UK and worked as a Coordinator of Children’s Services and as a Nurse Practitioner. He developed the Congruent Leadership theory and has taught at several Australian Universities.

• Preface xAcknowledgements xiiAbout the Authors xiiiAbout the Notes On… Series xv1 Introduction 11.1 About This Book 11.2 Leadership and Management are Different! 41.3 The Difference 51.3.1 Management 51.3.2 Leadership 61.4 The Challenges Leaders and Managers Face 71.5 Summary 92 What Is This Leadership Thing? 112.1 Introduction 112.2 Defining Leadership 122.3 Definition of Nurse Leadership 142.4 Theories of Leadership 152.4.1 The Great Man Theory 152.4.2 The Heroic Leader 152.4.3 The Big Bang Theory 152.4.4 Trait Theory 162.4.5 Style Theory 162.4.6 Situational or Contingency Theory 172.4.7 Transformational Leadership Theory 172.4.8 Transactional Leadership Theory 182.4.9 Authentic/Breakthrough Leadership 192.4.10 Servant Leadership Theory 192.4.11 Shared/Collaborative Leadership 212.4.12 Compassionate Leadership 212.4.13 Congruent Leadership 222.4.14 Conscious Leadership 232.5 Summary 243 Characteristics of Effective Nurse Leaders 253.1 Introduction 253.2 Qualities of Effective Nurse Leaders 263.3 Hard Skills for Effective Nurse Leadership 273.3.1 Advanced Clinical Knowledge and Technical Skills 273.3.2 The Healthcare System, Advocacy and Policy 273.3.3 The Day- to- Day Clinical Activities of Your Role 283.3.4 Conflict Management, Networking and Negotiation 283.3.5 Finance, Business and Human Resource Management 283.3.6 Strategic Management 293.3.7 Political Awareness 293.3.8 Professional Development 293.4 Soft Skills for Effective Leadership 303.4.1 Sense of Teamwork and Collaboration 303.4.2 Creativity and Innovation 313.4.3 Dedication to Excellence 323.4.4 Create a Culture That Drives High Reliability and Quality 323.4.5 Being Approachable 333.4.6 Honesty and Integrity 333.4.7 Excellent Interpersonal Skills and Effective Emotional Intelligence 333.5 Other Characteristics to Consider 353.5.1 Courage 353.5.2 Vulnerability 353.5.3 Compassion and Empathy 363.6 The Attributes “Least” Likely to Foster Effective Nurse Leadership 363.6.1 Visionary 363.6.2 Controlling 373.6.3 Bias/Favouritism 373.6.4 Dishonesty 373.7 Summary 374 Self- Care for Leadership Effectiveness 394.1 Introduction 394.2 Self- Care 394.3 Caring for Self 414.4 Building Self- Care and Self- Compassion 434.5 Mindfulness 444.6 Resilience 454.7 Summary 465 Leadership for Innovation and Change 475.1 Introduction 475.2 Tools for Change 495.2.1 SWOT Analysis 495.2.2 Stakeholder Analysis 505.2.3 Pettigrew’s Change Model 505.2.4 The Change Management Iceberg 515.2.5 PEST or STEP 525.2.6 Kotter’s Eight- Stage Change Process 525.2.7 Nominal Group Technique 535.2.8 Process Re- Engineering 545.2.9 Force Field Analysis (FFA) 555.2.10 Initiating, Envisioning, Playing, Sustaining: A Theoretical Synthesis for Change 565.2.11 Seven S- Action Words Model for Organisational Change 575.2.12 Beckhard and Harris’s Change Equation 575.2.13 People- Mover Change Model: Effectively Transforming an Organisation 575.2.14 Instituting Organisational Change: A Examination of Environmental Influences 585.3 Change Is Never Simple Even with a Model 585.4 Resistance to Change 595.5 Successfully Dealing with Change 615.6 Leadership, Innovation and Change are Linked 625.7 Summary 646 Leadership and Teams 666.1 Introduction 666.2 Healthcare Teams Defined 676.2.1 A Group 686.2.2 A Team 686.3 The Value of Teamwork 696.4 Types of Established Teams 716.4.1 High- Performance Teams 716.4.2 OK or Functional Teams 726.4.3 Struggling Teams 736.4.4 Self- Led Teams 746.5 Building Powerful Teams 766.6 Support and Challenge 776.6.1 Support 776.6.2 Challenge 776.7 Team Building 786.8 Team Roles 796.9 Leadership and Teams 816.10 Trust 816.11 Summary 837 Leadership and Networking 857.1 Introduction 857.2 Networking and Influencing for Change 867.3 The Skills of Networking 867.4 Summary 908 Leadership and Values 918.1 Introduction 918.2 Change and Values 928.3 Facing the Challenges and Balancing Power 948.4 Leadership and Its Role in Social Justice 968.5 Summary 979 The Challenges of Nurse Leadership 989.1 Introduction 989.2 Leading During Challenging Times 999.3 Examples of Leading Through Crises 1009.4 Leading with Self- Care 1019.5 Summary 10210 Followership 10410.1 Introduction 10410.2 Defining Followership 10510.3 Follower Responsibilities 10510.4 Good Followers 10710.5 Poor Followers 10910.6 Summary 110References 111Index 134