Leadership

Louise Jones is an executive and leadership coach with many years’ experience in leadership roles within higher education. She has been Dean of Health, Deputy Pro Vice Chancellor (Educational Partnerships) and Strategic Director for Health and Wellbeing at the University of Worcester, and has been Vice Chair of Council at the Chartered Society of Physiotherapy. At a national level Louise has served as Vice Chair of Council of the Chartered Society of Physiotherapy and as the elected England Representative on the Executive of the Council of Deans of Health for a number of years.She is currently the Chair of Governors at Halesowen College, a large General Further Education College, and an Investigating Committee member for the Nursing Midwifery Council. Louise runs her own coaching and mentoring consultancy, Louise Jones Consulting.Dr Clare L. Bennett is a registered nurse with a background in immunology, HIV infectious diseases and sexual health. She is currently a Senior Lecturer at Cardiff University and teaches health promotion, public health, leadership and quality improvement on undergraduate and postgraduate programmes for nurses and allied health professionals. Clare is also an honorary lecturer at the University of Freiburg, Germany. She is a researcher in the field of sexual health promotion, teaches research methods and supervises doctoral students. She is widely published in academic journals and has co-authored three textbooks.

‘Having taught leadership in health and social care for several years in higher education, I found this book to be an excellent read. The information is relevant to those working in health and social care, as are the activities, which are identified throughout.The fundamental principles and concepts of leadership are explored in an easy writing style suitable for most readers, cleverly interweaved with pertinent diagrams and easily replicated mind maps, giving the whole experience a practical stance supported by a relevant evidence base.In conclusion, the social and political stance of this text is sensitively weaved throughout, encouraging the wider thought processes of the reader. Images and illustrations provide a welcome and useful change to the traditional academic text, and I would recommend the book as an important reference resource for those starting on their leadership journey, or for those wanting to update. A well-informed, easy read that I will be recommending to our students to support their studies.’British Journal of Biomedical Science

• Foreword; About the authors; Preface1. What do we mean by leadership?1.1 What does the term 'leadership' mean to you?1.2 So what is leadership?1.3 Why is leadership so important in health and social care today?1.4 Informal and formal leadership1.5 Leadership or management?1.6 What makes a good leader?2. Theories of leadership2.1 Introduction2.2 Are you a leader or a manager?2.3 The history of leadership2.4 Defining 'theory'2.5 The trait theories2.6 The behavioural theories2.7 New paradigm leadership theories2.8 Identifying your leadership style3. The skills and qualities of effective leaders3.1 Introduction3.2 Are leaders born or made?3.3 What are the key skills and qualities of a leader?3.4 Communicating effectively3.5 Assertiveness3.6 Emotional intelligence as a leadership tool4. Leadership, values and culture4.1 Introduction4.2 What do we mean by culture?4.3 Ethics4.4 Cultural identity beyond the organisation4.5 Working beyond the national culture?4.6 Cultural gap4.7 So why is understanding of culture important in leadership?5. Leadership, power and influence5.1 Introduction5.2 So what is power?5.3 Sources and bases of power5.4 Powerlessness5.5 Abuse of power5.6 Transfer of power5.7 The paradox of power5.8 So why is understanding the nature of power important to you?5.9 Identifying sources of influence5.10 Symbols and words5.11 Politics and power6. Leadership and improvement6.1 Introduction6.2 The meaning of change for the individual6.3 Drivers for change6.4 Decision-making6.5 The leader as a catalyst for change6.6 Quality improvement6.7 Change management models6.8 Motivational theory6.9 Negotiating skills6.10 Conflict management7. Leadership and health and social care policy7.1 Introduction7.2 The NHS and care services - how we got to where we are7.3 A brief history of healthcare in the UK7.4 A brief history of social care services in the UK7.5 Policy and strategy drivers7.6 Why is knowledge of government policy important?7.7 So how can you influence policy?7.8 The rise in status of the service user and carer as leaders7.9 Leadership in health and social care services7.10 Health and social care services and you8. Leadership development - so where do you go from here?8.1 Introduction8.2 Where are you now?8.3 Strengths, weaknesses, opportunities and threats8.4 Where do you want to be?8.5 Clinical supervision8.6 Action learning sets8.7 Coaching8.8 360 degree feedback8.9 Learning from doing8.10 Developing an action planReferences; Index